DTP 2018-19 City University of London

由大学执行和理事会同意的2026年城市愿景和战略将指导伦敦大学城市的活动，特别关注未来五年，并将通过教育与学生战略，研究与企业战略，国际化战略，人才战略，学校和专业服务以及个别学校战略计划进行运作，最终，员工的个人目标，作为年度员工考核的一部分进行审查。 实现愿景的基础是三个战略重点：（一）保持质量轨迹（“更好”），（二）实现增长（“更大”）和（三）利用伦敦内部（包括通过伦敦大学）和国际上的伙伴关系-目的是使城市更好地连接，无论是国内和国际。 因此，伦敦大学城市学院将在2012 - 2016年战略计划的基础上，以质量为重点，并保持城市学院目前的上升轨迹，支持我们的研究生，强调提高研究强度，研究质量，教育质量，从而实现更好的学生体验。质量的进一步提高对我们的成功至关重要：它被视为研究本身和城市工作人员的关键驱动力，吸引学生，他们的生活将通过他们在城市学习研究学位的成就得到改善。《2026年愿景与战略》呼吁在“质量约束增长”的坚定指导原则下，在不断提高质量的同时实现增长。 增长在这个时候在研究是特别重要的，以实现必要的研究卓越的临界质量，并促进研究学生的更好的教育经验，同时提高研究投资的有效性和影响。实现计划的临界质量将使我们能够通过更好的规模经济和不显着增加成本，在我们的研究成果的质量上创造计划的改进。城市投入巨资在高品质，研究活跃的工作人员在上一个战略计划期间，并增加了其研究活跃的工作人员提交给REF 2014年的数量为426（从354 RAE 2008），给势头增加研究学生人数和研究赠款赢得。因此，在未来五年内，城市的优势将通过这些工作人员带来的影响，以及新的和联合学位或共享途径，并通过采取行动，以提高学生的保留和完成。随着城市进一步建立其国际形象，并成功地获得更广泛的研究收入来源，这种研究势头的增强巩固了学生人数增长的战略，并伴随着研究和企业收入的计划持续增长。

The City Vision and Strategy 2026, agreed by the University Executive and Council, will guide the activities at City, University of London, with a particular focus on the next five years and will be made operational through the Education & Student Strategy, Research & Enterprise Strategy, Internationalisation Strategy, People Strategy, School and Professional Service and individual School Strategic Plans and, ultimately, people's individual objectives, reviewed as part of the annual Staff Appraisal round. Achieving the Vision is based on the three strategic priorities of (i) maintaining the quality trajectory ('better'), (ii) achieving growth ('bigger') and (iii) leveraging partnerships within London (including through the University of London) and internationally - with the aim of making City much better connected, both nationally and internationally. City, University of London, will thus build on the quality focus begun as part of the previous Strategic Plan 2012 - 2016 and maintain City's current upwards trajectory supporting our research students, emphasizing enhanced research intensity, research quality, educational quality and thus achieving a better student experience overall. This further improvement in quality will remain vital to our success: it is seen as a key driver of both research itself and the staff at City who lead it, attracting the students whose lives will be enhanced through their achievements in studying for their research degrees at City. The Vision and Strategy 2026 calls for growth while continuously driving up quality, under the firm guiding principle of 'quality-constrained growth'. Growth at this time in research is particularly important, to achieve the critical mass necessary for both research excellence and to promote a better educational experience of the research students, while enhancing the effectiveness and impact of the investment in research. Achieving the critical mass planned will allow us to create the planned improvement in the quality of our research outputs, through better economies of scale and not significantly increasing costs. City invested heavily in high quality, research active staff over the period of the previous Strategic Plan and increased its number of research active staff submitted to REF 2014 to 426 (from 354 for RAE 2008), giving momentum to increasing research student numbers and research grants won. Thus, over the next five years City's strengths will be leveraged through the impact these staff have brought, as well as new and joint degrees or shared pathways and through actions taken to improve student retention and completion. This increased momentum in research underpins the strategy for growth in student numbers, accompanied by a planned continued rise in research and enterprise income, as City builds further on its international profile and successfully accesses a wider range of research income sources.