Rutgers University has entered a period of opportunity and potential that is perhaps unprecedented.
This is a time for self-reflection and self-appraisal.
We are only 11 days into the historic integration of the former University of Medicine and Dentistry of New Jersey into Rutgers. Led by President Barchi and members of his administration, with the support of the Board of Governors and the Board of Trustees, integration is a transformative moment for Rutgers.
Rutgers has always been a great institution, with outstanding students, faculty and staff, and with a commitment to academic excellence. But we are now a school with more than 65,000 students, 33 degree-granting schools and colleges, an annual budget of more than $3 billion and even higher aspirations as we strive for distinction in medical education, life-changing research and clinical care.
Beyond the integration, which took effect on July 1, Rutgers also has become member of the prestigious Committee on Institutional Cooperation, a consortium of 15 top American universities, including the University of Chicago, the members of the Big Ten and the Big Ten’s incoming members – Rutgers and the University of Maryland.
Our CIC membership provides new opportunities for sharing expertise and leveraging resources as we prepare to join the Big Ten next year.
I have full confidence in the foundational structures of this university. But as we enter this period of opportunity, I believe we should also ask hard questions and be bold enough to explore whether there are opportunities for Rutgers to become a more efficient and effective institution.
With that in mind, today I’m pleased to announce that I am creating, together with Dorothy Cantor, chair of the Board of Trustees, a task force that will take a comprehensive look at governance at Rutgers. This is the time to look at best practices in governance, and to consider whether there are improvements that can be made.
I have full confidence in the leadership of President Barchi. He has done a tremendous job leading the university during his first year in office. To his great credit, the planning and execution of the integration – an unprecedented undertaking – went smoothly and continues to do so. He has also begun development of a strategic plan, a vital effort that will chart a path for Rutgers to achieve ambitions worthy of a world-class university.
It is our expectation that this task force will work closely with President Barchi, as we examine governance issues and consider whether there are ways to improve accountability and performance, across the university.
I’ve asked our fellow board member and past chair of the board, the Rev. William Howard, to lead the task force. I can think of no better individual to do so. Over the next few days, working with Rev. Howard, Dorothy and I will work to round out membership of the panel and finalize details of its charge. My expectation is the task force will be up and running by the end of this month, with a deadline to report back to the boards of Governors and Trustees shortly after Thanksgiving.
As I said before, the transformation brought about by integration presents a timely opportunity to look at best practices in governance. We are creating a new Rutgers. And now is the time to consider whether there are ways we can strengthen the institution as we move forward.