Executive Summary

The Plan

Our Strategic Plan 2020–2025: World-class Research and Education builds on the aspirations defined in our previous plan for 2015–2020 and includes a roadmap for the next 25 years. This roadmap will guide us in raising CityU’s levels of excellence in research and education for the benefit of the world at large.

These five strategic themes will guide our development over the next five years:

  • Education and Student Development
  • Research and Knowledge Transfer
  • Faculty and Staff Advancement
  • Campus Growth and Sustainability
  • Global Identity and University Advancement

Chapter 5 lists specific aims for the actions required to fulfil the 2020–2025 strategic themes, and hence to realise CityU’s vision as a leading global university. In accordance with our mission statement, we will continue to nurture our students’ talents and create applicable knowledge for social and economic advancement. Success in these endeavours over the next five years will allow us to further raise CityU’s academic excellence, international and local standing, and societal importance along the trajectory set up to 2045.

Readiness for World-class Research and Education

The successful implementation of our Strategic Plan 2015–2020 Making a Difference through Excellence in Research and Professional Education has created a strong foundation for our next five-year planning horizon. CityU’s improvement in the QS World University Rankings, from 108th in 2015 to 52nd in 2020, indicates how much the University has accomplished. Our academic excellence is also evidenced in the 2016 QAC Quality Audit Report, which noted the success of CityU’s discovery-enriched curricula in enhancing the student learning experience, commended our effort in facilitating innovation among students and staff, and praised the excellent network of student services and the variety of overseas exchanges and internships promoting global engagement. Graduate employment also continued to improve. In 2018, 90% of our graduates were in full-time employment with an increased average income.

CityU’s readiness to be a centre of excellence for world-class research and education is evidenced by some of the following landmarks over the 2015–2020 strategic plan period:

  • establishing the Hong Kong Institute for Advanced Study in 2015;
  • receiving the greatest number of US utility patents among universities in Hong Kong for three consecutive years from 2016;
  • receiving major donations, such as HK$500M from The Hong Kong Jockey Club Charities Trust in 2017 to build the One Health Tower;
  • offering the first local six-year Bachelor of Veterinary Medicine programme in 2017/18;
  • launching the redesigned website and unifying logos in 2019 to strengthen our institutional identity and promote the University to a wider audience; and
  • signing an agreement with the Dongguan government in 2020.

Campus Autonomy

Despite the social unrest in Hong Kong in 2019, CityU will continue to maintain political neutrality. In addition, we will monitor our budget closely in view of the financial constraints caused by the social unrest in 2019 and the pandemic in 2020. Notwithstanding these restrictions, we remain committed to our core values and mission, nurturing student talent, and creating applicable knowledge for social and economic development.

Consultative Process and Implementation

The development of this strategic plan has benefited from the wisdom of the CityU community at all levels through consultation meetings and subsequent submissions from related units. The strategic plan for 2020–2025 is the outcome of three stages of campus-wide consultations that took place between May and October 2019. The process involved collecting information from all stakeholders through face-to-face in-depth interviews, focus group interviews, and online consultations, among others. Our heartfelt thanks go to all participants.

The whole of the University community supports taking action within the five strategic themes to maintain our upward trajectory in the 2020–2025 period. By meeting challenges, seizing opportunities, building on our strengths, and addressing gaps in our planning and provision, we can fulfil our mission and vision as a great university and become an even stronger force for good in the world.

概 要




  • 教學與學生發展
  • 研究與知識轉移
  • 教職員發展
  • 校園建設與可持續性
  • 全球定位與大學拓展





  • 於2015年創立香港高等研究院;
  • 從2016年起連續三年在本地大學中獲得最多美國發明專利;
  • 獲大額捐款,如香港賽馬會慈善信託基金2017年捐贈用於興建健康一體化大樓的五億港元;
  • 於2017/18學年推出本地首個六年制獸醫學學士課程;
  • 於2019年推出新設計的網頁和統一各部門的標誌,以提升大學形象識別,進一步推廣城大;及
  • 於2020年與東莞巿政府簽署協議。