Rutgers Edge Newsletter

Advancing Impact. Amplifying Innovation. Building the Edge.
March 25, 2026 Issue

Rutgers’ Enduring Value: Navigating Challenge, Delivering Opportunity

Over the past decade, national polls have painted a picture of a public losing confidence in higher education, especially around three concerns: unaffordability, lack of preparation for jobs, and the promotion of political agendas. These polls appear at a time when a chorus of pundits contends that higher education has lost its value. They also coincide with dwindling appropriations for higher education in many states. These arguments persist despite evidence to the contrary that higher education remains a vehicle for producing a more engaged citizenry and advancing social mobility.

I myself have questioned whether national polls and debates capture the perspectives of state residents about their own public higher education flagship system. We put this question to the test in New Jersey.

Positive Image of Rutgers

To better understand public perceptions, the university commissioned polling expert Patrick Murray to survey residents and businesses across New Jersey. The results reveal a very positive image of Rutgers and strong recognition that the university provides meaningful value to the state, warranting continued support. The survey indicated that 77% of residents report a positive view of Rutgers, and 60% rank the university above its peers. Seventy percent say Rutgers contributes to the state’s economic vitality and quality of life. These findings reflect the deep connection between the university and the communities it serves.

The survey results highlight the importance New Jersey residents place on opportunity and access.

• 74% of respondents say Rutgers’ support for students from families with limited resources is extremely or very important.
• 85% of residents believe Rutgers equips students with the skills they need for good jobs.
• 82% say the university helps students develop strong critical thinking skills.

These responses affirm Rutgers' central role in preparing students not only for careers, but also for thoughtful participation in civic life.

The business community expresses equally strong confidence in the university.

• 94% of businesses familiar with Rutgers hold a favorable view of the institution.
• 90% of employers who have hired Rutgers graduates say those graduates stand out in the workplace.

These findings underscore Rutgers' essential role in strengthening the state’s workforce and economy.

The results from this survey illustrate that New Jersey residents recognize the importance of public investment in higher education. Eighty-one percent support the state government providing financial support to Rutgers to help retain talented students in the state. The survey reveals the strong regard in which the institution is held by residents and business leaders alike, along with recognition of the exemplary work our faculty and staff perform every day in support of our students.

Both Excellent and Accessible

These findings reinforce an important truth: the people of New Jersey expect Rutgers to remain both excellent and accessible. Our commitment to social mobility and affordability for families across the state requires thoughtful stewardship and, at times, difficult choices.

University leadership understands that affordability and opportunity remain central concerns for the residents of our state, and we keep those priorities at the forefront as we plan. In terms of affordability and opportunity, U.S. News & World Report ranks Rutgers among the nation’s leading universities for social mobility, with both Rutgers–Newark and Rutgers–Camden placed in the top 10 nationally. It is essential that the pathways to excellence and opportunity remain secure at Rutgers.

At the same time, Rutgers continues to achieve remarkable academic distinction. National rankings by U.S. News & World Report place Rutgers among the country’s leading institutions of higher education, with nearly 50 graduate programs ranked among the top 25 nationwide. These achievements reflect the extraordinary dedication and talent of our faculty and staff, whose work sustains the university’s tradition of excellence.

Shared Governance, Meaningful Engagement

As we address the financial realities facing higher education, we remain committed to transparency and to taking a data-informed approach focused on advancing Rutgers’ vision and mission while remaining steadfast in our commitment to affordability and opportunity. This approach is grounded in a renewed commitment to shared governance and meaningful engagement. Most recently, that approach has been exemplified through a series of problem-solving sessions with our unions, where members of my cabinet and our four chancellors have listened carefully to concerns as we co-construct solutions in the best interests of the institution.

Our goal in these discussions remains clear. We seek to advance our mission of affordability and social mobility while elevating student success, sustaining an outstanding faculty and supporting the staff whose work makes the university function every day. We recognize the essential contributions of our faculty and staff and approach these conversations with deep respect for their expertise and dedication.

Navigating Compliance

I recall in May 2025, before my official arrival at Rutgers, asking myself, “How will you navigate the legal actions taken against Rutgers related to anti-discrimination and the significant political pressures on higher education to eliminate discriminatory practices?” My answer was twofold.

First, Rutgers must comply with anti-discrimination laws and related government guidance. This position seems obvious, but it must be understood that many institutional practices, traditions, and policies align with collective and individual values. Respecting these values, along with free speech and academic freedom, is required while navigating compliance with anti-discrimination law. To be clear, we must protect boundaries. The government should not be in the business of dictating a professor’s course content or eliminating academic fields.

Second, Rutgers needed to organize the best legal and political defense to protect the institution. How did I define success? The answer to this question is straightforward: resolve the active state and federal discrimination claims and steer the university away from active litigation, investigations, and broad federal and state subpoena requests. To date, we have accomplished these aims, while many of our sister institutions experience significant legal battles, political oversight, frozen grants, canceled contracts, and financial penalties.

Not everyone will appreciate our stance. Why? Imagine you are the owner of the home of your dreams, and building regulations change. You have choices. Secure the necessary resources and finances to align your dream home with the regulations, incur endless fines and legal battles for noncompliance, or sell the house. The first choice costs money, and the code changes may affect your home. The second choice is untenable over a long period. The final option is devastating as you lose a part of your life that you highly value.

At Rutgers, we choose to keep our great university, build it to code, and maintain our commitment to access, affordability, and academic excellence while navigating complex financial realities. Through continued dialogue and collaborative problem-solving with our unions and campus leaders, we will identify solutions that support our students, faculty, and staff; strengthen our community; and ensure the long-term vitality of the institution.

Together, through data-informed practices, shared governance, and distributed leadership, Rutgers is making meaningful progress in addressing affordability, understanding our students’ readiness for the workforce and civic life, and aligning the institution with anti-discrimination law, while positioning the university for a strong and sustainable future.