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Accountability:
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Table of Contents
Letter from the President
Overview
Mission and Goals
Mission Fulfillment
Cost Containment
Sum. of Key Co. Ind.
Board of Gov. & Trustee

Mission Fullilment:
Part I

    Section 1:
    Section 2:
    Section 3:
    Section 4:
    Section 5:
    Section 6:
    Section 7:
    Section 8:

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MISSION FULFILLMENT
     

     
MEASURES OF SUCCESS IN ACHIEVING GOALS
     
Self-Study and Strategic Planning

     In order to assure itself and the public that it is meeting its goals and fulfilling its mission, Rutgers engages in an ongoing process of self-study and planning. The most recent self-study and planning cycle began in 1991 with the appointment of university-wide administrative committees. It continued with the development of departmental, college and school plans; center, bureau, and institute plans; individual campus plans; self-studies and planning studies in specific administrative areas; a management audit conducted by Coopers and Lybrand; and a statewide communications analysis. The self-study and planning process created a shared sense of responsibility within the university community about its purpose and goals.

     This process, and the reports it generated, greatly improved the university's capacity to serve the public more effectively and more efficiently, and resulted in the development of a strategic plan for the university to propel it into the twenty-first century. The University Strategic Plan: a New Vision for Excellence is a synthesis of the many self-studies and planning documents which preceded it. The earlier work provided the knowledge and self-awareness of both institutional strengths and weaknesses which the strategic plan seeks to address.

     The University Strategic Plan focuses the university's attention on the following areas in pursuit of its mission:

    - Excellence in Rutgers' core mission activities of teaching, research, and public service will continue to be the primary focus for planning throughout the university.

    - Undergraduate education in the liberal arts and sciences is the university's academic foundation; a commitment to excellence in undergraduate education is central in planning for all three campuses.

    - Excellence in graduate and professional education and research, recognized in 1989 with election to the Association of American Universities, also remains a central thrust in Rutgers' planning.

    - Service to the state at a high level of excellence is the third basic commitment in Rutgers' tripartite mission as a public research land-grant institution and must continue to be one of the key concerns of the university, particularly in our extensive outreach efforts in research, instruction, and other forms of assistance.

    - Future development will build on our strengths in the academic disciplines, will provide innovative responses to critical needs, and will provide cost-effective use of university resources.

    - Growth areas in instruction and research will build upon existing strong programs on all three campuses. In addition to liberal arts and sciences, these include the academic disciplines of cognitive science and neuroscience, creative arts, engineering, environmental studies, gender studies, information science and related fields, international studies, and life sciences and agriculture. The university is also committed to enhancement of its professional studies programs.

    - The university will undertake innovative multidisciplinary initiatives at all campuses in order to strengthen its contributions to research, instruction, and public service throughout the state. These initiatives will be selected because they can build on existing university strengths, promise to result in unique academic opportunities for the university, or are of great social significance.

    - The university will continue to engage in a process of internationalization of the curriculum that will yield exciting opportunities throughout the university for research and instruction in global issues.

    - Computer and information technology will be integrated into the curricula, pedagogy, and administration of the university in order to provide our students with the knowledge and skills they need in the Information Age and to furnish the university with the tools it will need to function in this new era.

    - Enhanced cooperation among units will be strongly encouraged. Cooperation among the three campuses, and interaction among academic departments and centers, bureaus, and institutes will provide significant opportunities for improvements in instruction, research, and service.

    - Continuous quality monitoring, communication, assessment, and improvement will be conducted by the university to increase efficiency, control costs, and ensure accountability to the university's many stakeholders.

    - The criteria for assigning additional resources to units will be excellence, centrality to the university's tripartite mission, diversity, and responsiveness to critical needs:

    - Excellence in instructional programs, faculty scholarship and creative endeavors, and service will be nurtured. Units that have already achieved excellence, or are positioned to do so, at all campuses will have high priority.

    - Programs and activities that are central to our tripartite mission will be supported.

    - The university will continue to support diversity in student, faculty and staff recruitment and in curricular and college life programs.

    - Rutgers will continue to be responsive to emerging critical needs, so that the university, as a statewide system, remains at the forefront of instruction, research, and service.