Rutgers University in Newark

1. Rutgers University in Newark

2. Newark Strategic Planning Info Session • November 7, 2013

3. Today's objectives • Update you on the strategic plan – University-wide and for Newark • Discuss Newark's unique identity and aspirations • Answer your questions • Review next steps

4. Physical master plan and campus / RBHS planning will build on University-wide strategic plan Summer '13 Fall '13 Spring '14 Winter '12-13 Spring '13 Information-gathering Strategy development and testing Strategy refinement Finalize strategic plan Campus- / RBHS- / school-specific plans Physical master plan: data collection Physical master plan: analysis & synthesis Physical master plan: plan development Today First SC retreat Second SC retreat Interim report presented to the Boards Fourth SC retreat Finalstrategic plan presented to the Boards

5. Rutgers' strategic planning frameworkFramework may still evolve based on input from strategic planning committees To be broadly recognized as among the nation's leading public universities: preeminent in research, excellent in teaching, and committed to community Envisioning tomorrow's university Articulating themes for academic distinction Building on faculty excellence Transforming the student experience Enhancing our visibility • Enhance public-private partnerships & collaboration • Pursue optimal use of technology both on & off campus • Enable greater inter-disciplinary scholar-ship & teaching • Align academic structures & research services with strategy • Ethnicity, diversity and migration… • Creating a sustainable world.. • Health and wellness in individuals and populations • Educating citizens for a dynamic world • Creative expression and the human experience • Recruit and retain the strongest faculty • Modern research facilities & support • Increase focus on graduate education • Affirm professional education as a core strength • Endowment support for academic effort • Align incentives for sponsored research • Enhance learning, cultural, and social environments • Honors colleges on each campus • Effective, student-centric services • Improve access to faculty and research • Optimize use of didactic technology • Support a vibrant, community life • Improve academic reputation at national and regional level • Enhance physical campus presence • Increase awareness and pride within Rutgers community • Strengthen brand identity for prospective students and faculty Robust core of sciences and humanities Cohesive, vibrant, diverse, and inclusive culture Efficient and responsive processes, infrastructure, and supporting staff Financial resources sufficient to fund the aspiration Robust shared governance, academic freedom, responsive leadership and effective communication

6. Guiding principles form the foundation for the strategic plan Rutgers is one University, comprised of three distinct geographic campuses and the academic units that constitute Rutgers Biomedical and Health Sciences, each with a vision of its unique mission • In order to strengthen its academic reputation, Rutgers must maintain today’s excellence in the humanities and sciences, while investing selectively in disciplines that will be the drivers of higher education tomorrow Inter-school and inter-campus collaboration will be a hallmark of our new initiatives Diversity in our faculty, staff, and student body is a valued characteristic of our University Rutgers will recruit and retain the best faculty and staff, and support them for success • Student satisfaction with the Rutgers experience is an important measure of our success as a university, and a key factor in attracting the strongest students to our institution • Rutgers athletics will balance competitiveness with academic performance, focus on accountable and ethical behavior, and move toward a financial position that supports the University mission • To be successful, Rutgers must re-create its financial, fundraising, and operating infrastructure to reflect best practices, with a focus on efficiency, effectiveness, and service 1 2 3 4 5 6 7 8

7. In the Spring, central, campus and RBHS planning will continue, incorporating school planning University-wide strategic plan • Overall vision & aspiration • Guiding principles • Strategic framework • Metrics • Goals and aspirations • Prioritized list of initiatives • Metrics to measure success • High-level timing for the plan • Overview of funding sources New Brunswick campus Newark campus Central Camden campus RBHS Schools, institutes, centers Contribute to development of campus and cross-campus strategic plans

8. Chancellors will lead process to create a more specific plan for each campus and RBHS University-wide strategic plan Campus / RBHS strategic plan Sets an aspiration for the entire University Unites the broader Rutgers community behind a common vision and common values Lays out a set of high-level strategic priorities that guide campus, RBHS, and school planning Translates University-wide priorities into the unique context of a campus or RBHS Defines the aspiration and goals for the campus or RBHS Outlines concrete initiatives that the campus or RBHS will pursue Lays out a funding strategy to support those initiatives Identifies specific metrics to measure the success of these initiatives

9. Rutgers University in Newark • Serving as an anchor institution in the city of Newark and the Northeast region of New Jersey. • Taking advantage of its urban locationand the high concentration of graduate and professional programs, the campus excels in impact-oriented scholarship that complements strengths in the traditional arts and sciences. • Among the leading public research universities in the New York metropolitan area, Rutgers-Newark has achieved national recognition as aleader in both diversityand social mobility for undergraduate and graduate students.

10. Becoming A Great Urban University • As an anchor institution, transforming the a local cultural, economic and social capacity • Building cross-unit partnerships, internally, and with local public and private groups, to accomplish shared aims • Producing scholarship-in action--high-impact research that tackles some of the most pressing problems affecting urban settings • Meeting the needs of a diverse student body for whom socialmobility can only be accomplished through education

11. Newark is Different • Unlike most college campuses, Rutgers in Newark is a researchuniversity and houses academic programs with high scholarly rankings • Unlike most research universities, Rutgers in Newark is oriented toward first-generation and "access" college students, with a 100+ year tradition of embracing the ethic of social mobility • With the integration of RBHS, Rutgers in Newark now has one the highest concentrations of graduate students in the state • Thus, Rutgers in Newark is something unique: a research university in an urban setting creating social mobility

12. Who We Are • STUDENTS • About half of undergraduates qualify for need-based scholarships • 40% of undergraduates qualify for Pell grants • About half of bachelor’s graduates attended community colleges • FACULTY • New hires match student body in diversity (50% women; 45% non-Caucasian; international) • 47 Distinguished Professors (10% of faculty) • Faculty raised record research funding in FY 2013 ($31 million) • ALUMNI • U.S. senators and congressmen, Presidential cabinet member, NJ governor, NJ legislators, NJ Supreme Court justices, CEOs and CFOs of Fortune 500 companies, New York Times best-selling authors, prominent philanthropists and scholars

13. Leader in Diversity and Social Mobility • National recognition for diversity • U.S. News & World Report’s “most diverse” national university 17 years in a row (dynasty) • Forbes magazine “most diverse” • U.S. News & World Report “A+ schools for B students” (2011) • Washington Monthly: • Among top national universities for “social mobility” • A “best bang for buck” national research universities • Unique combination • Outstanding research faculty in arts & sciences with nationally-ranked professional programs providing access to diverse undergraduate population

14. Graduate and Professional Programs • 36% of Rutgers-Newark students are enrolled in more than 50 graduate programs • Rutgers-Newark programs are nationally ranked • Top ten: School of Criminal Justice, School of Public Affairs and Administration, Business School • Nationally regarded: Law, Biology, Chemistry, Mathematics, Neuroscience, Nursing, Psychology • Record number of PhDs awarded in 2013: 106

15. Urban Location: City of Newark, N.J. • New Jersey's largest and most important city • Part of the nation’s largest and most important metropolitan area • Dense combination of public and private partners • Most diverse population center in the U.S. (NY/NJ metro area) • Center for culture and multinational business

16. An Anchor of the Citygenerating high-impact scholarship while building community • Nationally recognized for “community engagement” (Carnegie Foundation for the Advancement of Teaching) • Working on mutual challenges through collaborations with NJIT, ECC, and RBHS; as well as other community, business and civic partners • Research on issues affecting urban life • Initiatives to improve our urban setting • Problems impacting urban quality of life • Urban history and culture Louis Stokes Alliance for Minority Participation Gluck Lab: African Americans & Alzheimer’s Disease

17. Education that Connects • High rates of community engagement by students and faculty • More than 85 community engagement activities that focus on local neighborhood groups, non-profit organizations, and corporate initiatives • Reputation among students for access to faculty and close working relationships outside the classroom • National recognition for rate of graduation success (predicted vs. actual graduation rates) Student Earth Day volunteers

18. The New Rutgers in Newark:A Great Urban University • Closer collaboration for a vibrant future • RBHS • NJIT • Essex County College • A center for professional and graduate study • Highest concentration of graduate students in NJ • 60% of baccalaureates are professional degrees • Unique combination of access and excellence with strong liberal arts core • Working through partnerships to make scholarship a part of urban mission Rutgers-Newark NJIT Essex County College RBHS

19. Questions • 1. What is your gut reaction to what you have seen today? • 2. What aspects do you like? • 3. What do you not like? • 4. What are you already doing that is consistent with this vision for Newark? • 5. What should we be thinking about that's not already here?

20. Next steps • Another Newark info session will take place on December 12 to: • Provide more detailed assessment of Newark's current position and what it will take to become an anchor institution • Outline a process for Newark campus planning in the Spring • Continue to provide questions, comments, and feedback at University-wide strategic plan website: http://www.universitystrategy.rutgers.edu