The University Strategic Plan
On February 4, 2014, following more than a year of universitywide discussion and analysis initiated by President Robert Barchi, the Rutgers Board of Governors approved a five-year strategic plan that establishes a clear ambition for the nearly 250-year-old institution:
Rutgers aspires to be broadly recognized as among the nation’s leading public universities: preeminent in research, excellent in teaching, and committed to community.
The plan offers a thorough and frank assessment of Rutgers’ current position, set within the context of American public higher education, and offers a bold yet actionable and achievable strategy for achieving excellence that reflects input from faculty, students, staff, board members, alumni, and other stakeholders. Written for Rutgers, by Rutgers, the plan is designed to build on the university's historic strengths while developing new areas and programs that will take Rutgers to new levels.
The strategic plan sets four strategic priorities for the coming five years to improve Rutgers' performance and foster a broader environment of change:
- Envision tomorrow’s university
- Build faculty excellence
- Transform the student experience
- Enhance our public prominence
The plan rests on five foundational elements upon which to build Rutgers’ future success:
- Strong core of sciences and humanities
- Inclusive, diverse, and cohesive culture
- Effective and efficient infrastructure and staff
- Financial resources sufficient to fund our aspirations
- Robust shared governance, academic freedom, and effective communication
Five integrating themes will bring these priorities and elements together in ways relevant to Rutgers’ particular areas of strength and potential excellence:
- Cultures, diversity, and inequality—local and global
- Improving the health and wellness of individuals and populations
- Creating a sustainable world through innovation, engineering, and technology
- Educating involved citizens and effective leaders for a dynamic world
- Creative expression and the human experience
President Barchi has charged the university’s four chancellors to continue the process by developing strategic plans for Rutgers University–Camden, Rutgers University–Newark, Rutgers University–New Brunswick, and Rutgers Biomedical and Health Sciences, leveraging their own distinctive attributes within the larger framework provided by the university strategic plan.
Rutgers' strategic plan includes a framework of assessment tools and metrics that will evaluate progress both qualitatively and quantitatively. Employing measurements that emphasize transparency, ease of use, and accessibility, Rutgers' academic and administrative leadership and the Board of Governors will set specific targets and completion dates and will assign accountability for improvement in each area of the plan.