Strategic Goals for Rutgers University and 2007–2008 Areas of Emphasis and Effort

Below are the five strategic goals for Rutgers University established by university president Richard L. McCormick and the Board of Governors in 2004. They are intended to provide a pathway for achieving our two overarching aspirations for the university— greater academic distinction and more significant service to communities beyond our campus, particularly to the citizens of our state. These strategic goals remain the basic framework for determining the focus of our activities over the next several years.

Within each goal are specific areas of emphasis and effort for 2007–08. They have emerged from ongoing discussions within the university community, and they are designed to delineate key benchmarks against which our progress in accomplishing the goals can be evaluated. In almost every case, the areas of emphasis will yield measurable outcomes that can be assessed in one way or another.

Each spring the university president will report to the Board of Governors on accomplishments related to that year’s areas of emphasis and effort.  Each fall the president and the board will together decide on an updated complement of objectives for the year ahead.

ACADEMIC EXCELLENCE

Strategic Goal: Improve the quality of Rutgers’ academic programs, especially in areas where there are comparative advantages and opportunities.

Areas of Emphasis and Effort for 2007–08

• Advance the transformation of undergraduate education in New Brunswick, with particular attention to enhancing academic support and study abroad programs; increasing Rutgers’ success rate in gaining external fellowships; improving classrooms; and expanding opportunities for research, internships, externships, and community outreach.
• Continue to develop major new academic programs including: 
  
  
  • Universitywide: Expanded programs in stem cell research in anticipation of the Stem Cell Institute of New Jersey.
    
    New Brunswick: International and global programs; multidisciplinary programs in nutrition and in computational sciences; integrated program in cognitive sciences, including basic and applied psychology; expanded teaching and research on race and ethnicity.
    
    Newark: Ph.D. in American studies; M.F.A. in writing; public service major.
    
    Camden: Ph.D. in computational biology; four-year undergraduate business program; M.F.A. in creative writing.

• Strengthen graduate education through improved recruitment and retention of top students, enhanced fellowship support, and better training programs.
• Promote and support faculty research in key areas essential to challenges facing New Jersey and the world, including climate change, clean energy, nanotechnology, homeland security, AIDS, cancer, urban revitalization, crime reduction, and economic development.
• Complete a comprehensive reorganization of Rutgers’ research support structures.
• Expand the benefits of diversity in education and research by increasing the university’s commitment to a diverse faculty, hosting an academically focused summit on diversity, and increasing student recruitment in diverse communities. 
• Complete the Middle States accreditation process with strong universitywide participation. 

STUDENTS AND CAMPUSES

Strategic Goal: Enhance the effectiveness of student services, the livability of our residence halls, and the attractiveness and accessibility of our campuses.

Areas of Emphasis and Effort for 2007–08

• Strengthen counseling and psychological services on all campuses.
• Begin or advance student housing initiatives on all campuses, including renovations to residence halls in New Brunswick, new graduate housing in Newark, and completion of apartment renovations in Camden.
• Adopt a plan to increase recruitment, retention, and student services at Camden.
• Address transportation needs of Newark students, faculty, and staff, including a severe parking shortage on campus.
• Expand use of security cameras beyond residence halls.
• Develop a comprehensive plan for the Livingston Campus, including academic, residential, and commercial facilities.
• Advance the College Avenue Campus redesign and begin landscaping work for the greening project.
• Work toward establishment of a major university bookstore in Newark.
• Begin, advance, or complete major facilities projects including:
  
  
  • New Brunswick:  Gateway Building; Proteomics; College of Nursing; Livingston Student Center and Dining Commons; Institute for Health Sciences; Douglass Developmental Disabilities Center; Food Innovation Center (located in Bridgeton); stadium expansion.
    
    
  • Newark:  Rutgers Business School at One Washington Park; fifth and sixth floors of Life Sciences Building.
    
    
  • Camden: Gymnasium; Integrative Biology and Genomic Medicine Institute; School of Law.

• Continue to improve Rutgers’ environmental performance through initiatives in recycling, energy conservation, sustainable design and purchasing, and the use of alternative fuels.

SERVICE AND CONSTITUENCY RELATIONS

Strategic Goal: Improve Rutgers’ service to, and reputation among, all the relevant internal and external constituencies.

Areas of Emphasis and Effort for 2007–08

• Discuss the task force report on alumni relations and implement recommendations to enhance Rutgers’ partnership with alumni.
• Establish a Rutgers Future Scholars scholarship program to encourage high school completion by current eighth-graders in Rutgers’ host communities of Camden, Newark, New Brunswick, and Piscataway. 
• Pursue opportunities for Rutgers leaders and experts to engage with New Jersey citizens through public-speaking engagements, media events, and outreach programs such as Huddle with the Faculty: Gameday Seminars.
• Implement a communications strategy to increase awareness of Rutgers’ unique research contributions to New Jersey among the top leaders in state government.
• Continue implementation of the university’s comprehensive communications program, including the launch of an institutional advertising campaign. 
• Expand services to visitors on all campuses and complete the planning for a visitors’ center at New Brunswick.

RESOURCES FOR RUTGERS

Strategic Goal: Increase Rutgers’ resources to the levels of peer AAU public universities and manage those resources more strategically and efficiently.

Areas of Emphasis and Effort for 2007–08

• Continue preparations for a major capital campaign by setting fundraising goals and priorities with wide participation, completing professional and volunteer appointments, and developing a communications plan.
• Seek targeted state support for several science and technology initiatives with significant potential for economic development.
• Advance efforts to place a higher education facilities bond issue on the ballot.
• Continue to examine current business practices, contracts, relationships, and operations to identify potential cost savings and process improvements. Areas of emphasis will include energy efficiency and conservation, telecommunications, technology, and insurance.
• Implement a plan to enhance resources through programs of continuous education, outreach, distance learning, and executive education.
• Extend All Funds Budgeting to administrative functions.

LEADERSHIP AND ADMINISTRATION

Strategic Goal: Continue to develop an administration that will provide leadership for achieving Rutgers’ strategic goals.

Areas of Emphasis and Effort for 2007–08

• Respond fully to New Jersey State Commission of Investigation report on New Jersey public colleges and universities, including corrective actions where necessary.         
• Establish central leadership of diversity programs universitywide and on each campus.
• Complete searches to fill key leadership positions: 
  
  
  • Senior Vice President for Finance and Administration
    Provost, Rutgers–Camden
    Dean, School of Arts and Sciences, New Brunswick
    Dean, School of Communication, Information and Library Studies
    Dean, Graduate School–New Brunswick
    Director, Dana Library, Newark

• Appoint Vice President for Government Relations to oversee state, federal, and community relations, with a special emphasis on state government.
• Complete union contract negotiations and implement new bargaining agreements as well as Pay-for-Performance for unaligned employees.
• Review, revise, and implement policies on ethics, outside appointments, contracts, and purchasing. 
• Complete second phase of Oracle implementation (general ledger and financial data warehouse) and plan third phase (human resources, payroll, and budgeting).