topbrandingbar
corner.gif
Government Information Departments and Agencies NJ Business Portal MY New Jersey NJ people NJ Home Page
Commission on Health Science, Education, and Training Home Page Department of Health and Senior Services Home Page

6.o Rutgers Targeted Assessment

5.0 UMDNJ System Assessment

Table of Contents
 

 
6.1 Overview 6.5 Leadership
6.2 Quality and competitiveness 6.6 Processes
6.3 Strategic Vision 6.7 Funding
6.4 Structure and governance  

As per the Governor’s Executive Order No.14, the Commission’s assessment of Rutgers focused on the quality of health sciences education.  Our effort involved speaking with selected Rutgers leadership and science faculty and analyzing data from Rutgers and public sources.  We did not, however, undertake a comprehensive assessment of performance or systems at Rutgers, which is a large, complex university.  Rather, we briefly examined the quality of non-science Rutgers programs, particularly noting nationally recognized programs.  Rutgers’ educational programs appear solid overall and distinctive in several specific areas.  The Commission found the widespread sentiment that it is possible for Rutgers to rank among the top tier of public universities in the next several years with the proper support and that addition of a medical school and/or other health-related schools may help Rutgers realize this aspiration.

6.1  Overview

Rutgers, the State University of New Jersey, is a comprehensive public research institution in the New Jersey system of higher education.  First chartered in 1766 as Queen’s College in New Jersey, it has grown from one of the nation’s nine colonial colleges to a university that provides a broad array of educational programs.  Rutgers has about 50,000 students (38,000 undergraduates and 12,000 graduate students) and 2,600 full-time faculty members across its campuses in New Brunswick/Piscataway, Newark, and Camden.  The university has 29 degree-granting schools including 16 graduate and professional schools offering liberal arts and sciences and professional programs.  It is centrally administered from New Brunswick, though Provosts at the Newark and Camden campuses hold significant autonomy for some academic issues.  Governance rests with the Board of Governors and the Board of Trustees. 

6.2  Quality and competitiveness

Academic quality at Rutgers appears to be above the national average, though below top state universities.  In addition, several graduate programs rank among the best in the nation.  Rutgers overall is competitive within the Association of American Universities (AAU) institutions – a group of 63 top public and private universities in North America – ranking 32nd among all academic institutions, [65] and 14th among the 34 state AAU institutions [66] based on the last National Research Council’s (NRC) rankings which are based largely on faculty reputation.

Below are the highlights of the findings on quality of instruction, research and service [67] for the undergraduate and graduate programs at Rutgers University, based on interviews and publicly available data.

Undergraduate programs

      Overview.   Rutgers offers more than 100 bachelor’s programs in New Brunswick (28,351 students), Newark (6,118 students), and Camden (3,677 students). [68]  

      Education.

Ÿ       Rankings: The New Brunswick campus is competitive and ranks among the top 20 state schools for undergraduate education, according to U.S. News & World Report’s America’s Best Colleges 2003 (U.S. News), while the Newark campus is in the second tier of universities and the Camden campus is considered a Master’s University [69] and ranks highly within that group of schools. [70]

   The New Brunswick campus is ranked 20th among state universities for undergraduate education and is in the second tier among all (state and private) universities for undergraduate education – 249 state and private universities ranked. [71] The campus has improved its ranking from 24th last year.

   The Newark undergraduate programs are ranked in the second tier of all universities.

   The Rutgers-Camden undergraduate campus is categorized as a Master’s University and is ranked third among 166 state Master’s Universities in the North. [72]
Ÿ       Students: Undergraduate students at Rutgers score above national averages on the SAT (mean combined score of 1191 for regularly-admitted incoming students at Rutgers day colleges, versus 1020 for the nation and 1011 for New Jersey [73] ) with specific groups of excellent students enrolled through merit programs such as the New Jersey Outstanding Scholars Recruitment Program (mean combined SAT score of 1380).  Notably, U.S. News ranks Rutgers-Newark first in campus diversity with African-Americans (20 percent) and Asian-Americans (20 percent) constituting the largest minority groups. [74]

Graduate education

      Overview.  Rutgers offers more than 100 master’s and 80 doctoral and professional degree programs to 12,203 students on the New Brunswick, Newark, and Camden campuses.  In New Brunswick, 7,299 students are pursuing advanced degrees within the Faculty of Arts and Sciences or at Schools of Arts, Engineering, Pharmacy, Education, Planning and Public Policy, Psychology, Communication, Information and Library Studies, Management and Labor Relations, or Social Work.  In Newark, 3,484 are studying within the Faculty of Arts and Sciences or at Schools of Nursing, Management, Criminal Justice and Law.  In Camden, 1,420 students are pursuing degrees within the Faculty of Arts and Sciences or at Schools of Business or Law.  Some of these programs are offered in collaboration with other New Jersey institutions including NJIT (e.g., engineering), UMDNJ (e.g., biomedical sciences in New Brunswick and Newark), Western Monmouth Higher Education Center (e.g., nursing programs) and state colleges.

      Education.

Ÿ       Health-science rankings:  Rutgers health-sciences programs are solid, and several non-health-science graduate programs are nationally recognized.

       Among biological sciences programs, New Brunswick’s are strong nationally (e.g., 54/121 ranked by U.S. News; 36/194 for biochemistry and molecular biochemistry by NRC rankings) while those at Newark rank lower (113/121 ranked by U.S. News; 145/194 for biochemistry and molecular biochemistry by NRC rankings). [75] , [76]

       The Rutgers School of Nursing in Newark is ranked 59/175 schools by U.S. News, [77]
with its clinical nurse specialist in psychiatric mental health program ranked fifth among 10 ranked programs nationally.

       The School of Pharmacy in New Brunswick is also nationally recognized: it ranks seventh in NIH funding among the 85 schools of pharmacy in the country. [78]

Ÿ       Notable health-science centers: Several Rutgers health-sciences institutes and departments are nationally renowned for the quality of their faculty and research. We highlight several of these, however, this is not an exhaustive list:

       Center of Advanced Biotechnology and Medicine (CABM) was established in conjunction with UMDNJ.  This competitive research program focuses on structural biology, cell and developmental biology, and molecular genetics. The Center was established with funding from the Commission on Science and Technology, UMDNJ, and Rutgers. CABM has been successful in attracting significant federal funding for research [79] in structural genomics and continues to attract top faculty.  One faculty is a member of the National Academy of Sciences.

   Environmental and Occupational Health Sciences Institute (EOHSI) operates in conjunction with UMDNJ.  This is a national source of expertise for communities and government for environmental health, toxicology, and exposure assessment.  EOHSI core work is interdisciplinary, involving faculty in environmental health, toxicology, occupational health, exposure assessment, public policy, and health education.

   The Waksman Institute of Microbiology is renowned for its leadership in microbiology-related research and its focus on recombinant DNA technology.  Rutgers played a major role in developing streptomycin for the treatment of tuberculosis, and the Waksman Institute was funded by the compound’s licensing income.  Important new initiatives include computational and structural biology, molecular genetics of the regulation of gene expression and biomolecular interactions.

   Institute of Health, Health Care Policy, and Aging Research is a nationally respected interdisciplinary center for research on health-services research, federal and state health policy, and behavioral and social aspects of health and health care. Its programs in medical sociology, health psychology, mental health, medical history, and state health policy are highly regarded nationally and well funded by the NIH and various foundations.  Four members of the Institute have been elected to the Institute of Medicine of the National Academy of Sciences and one member has been elected to the National Academy of Sciences.

   Department of Chemistry is eighth among chemistry programs for total federal funding among 238 state institutions and for total R&D expenditures; it is ninth among 273 state institutions. [80]
Approximately half of the department’s faculty is conducting health-related research reflecting the national trend of increasing inter-disciplinary research.

Ÿ       Non-health schools:

   There are seven distinctive non-health graduate programs ranked by U.S. News in the top 25 among all universities: Library Science (6, with the subspecialties of Information Systems ranked fifth, School Library Media ranked 1st, and Services for Children and Youth ranked 1st), Drama/Theater (12), Mathematics (16), English (18), History (19, with the subspecialty of African-American History ranked 4th and Women’s History ranked 1st), Applied Mathematics (21) and Physics (24).

   There are 11 distinctive graduate departments, ranked by the National Research Council in the top 25 among all universities [81]
: Philosophy (13), Geography (13), Statistics (17), English (17), Mathematics (19), Art History (20), Physics (20), History (20) Comparative Literature (22), French (22), and Materials Science Engineering (25).
   Both Law Schools in Camden and Newark are ranked in the second tier (between 52 and 90) of law schools by U.S. News.

Ÿ       Students: Rutgers graduate students in the health sciences are above average nationally

   Nursing students in Newark and biomedical students at New Brunswick score slightly higher than national average on GREs [82] while other biomedical students are at national averages. [83]   Pharmacy students score significantly better on GREs than national averages. [84]

Ÿ       Faculty: While there are many distinguished faculty in areas characterized in our interviews as “pockets of excellence,” overall faculty distinctiveness is below top state schools. The Commission chose to compare the number of faculty members of a few selected organizations; this is not a comprehensive picture of all faculty at the institution: [85]

   National Academy of Sciences (NAS) members: 14 Rutgers faculty (versus 18 to 119 at top 10 state AAU schools).

   American Academy of Arts and Sciences (AAAS) members: 17 Rutgers faculty (versus 24 to 204 at top 10 state AAU schools).

   Institutes of Medicine (IOM) members: six Rutgers faculty (versus seven to 30 at top 10 state AAU schools).

   Howard Hughes Medical Investigators (HHMI): three Rutgers faculty [86] (versus two to 18 at top 10 state AAU school).

      Research:  Rutgers has made a strong effort to increase external research funding, which has more than doubled in the past 10 years.  Most of this funding is awarded to the New Brunswick campus.

Ÿ       Total research grants and contracts for all fields [87] awarded were $222.4 million in 2001, compared to $95.9 million in 1991, representing a 22.9 percent increase per year.

Ÿ       Of this amount, in FY2001, 89.9 percent went to the New Brunswick campus, 8.3 percent to Newark and 1.8 percent to Camden.

Service and community

      Rutgers has an active program in service education, linking its academic programs with each campus’s local community.  Many of its programs that integrate community service into the curriculum are nationally recognized, among them: Citizens and Service Education (CASE), New Jersey Small Business Development Center, Elder Law Clinic, and the Center for Urban Policy Research (CUPR).

6.3  Strategic vision

Rutgers leadership adopted a comprehensive strategic plan, A New Vision for Excellence (1995), that set a framework for the development of innovative academic programs and the allocation of financial resources to build on Rutgers’ strengths in instruction, scholarship, and service:

The strategic plan aims to focus energies and resources on strengthening the core academic programs and building on the strongest programs in the three campuses in Camden, Newark and New Brunswick.  It emphasizes first and foremost academic excellence in instruction, scholarship, and service; it affirms the university’s key role as generator of new knowledge through innovative research; it recognizes the importance of diversity and commits the university to the principles of access and affordability; it consciously fosters a sense of community and collaboration; and it identifies and responds to emerging needs in the state and the nation. [88]

 

The strategic plan targeted a number of academic areas for growth including in the sciences: cognitive science and neuroscience, engineering, environmental studies, information science and related fields, and life sciences and agriculture. Additionally, the plan focused on administrative improvement (e.g., accountability, total quality management, and interinstitutional collaborations) and infrastructure development (e.g., computing and information technologies, libraries and facilities).  Through these efforts, Rutgers hopes to achieve its stated goal of “joining the ranks of the top public research universities by 2010.”

Based on the Commission’s assessment of the fertile ground for higher education in New Jersey and the strong academic foundation that exists at Rutgers University, the Commission believes that Rutgers can improve the quality of its programs and schools.  During its data gathering, the Commission identified several potential strategic challenges:

      Lack of a medical school has a significant negative impact on the ability of Rutgers to recruit top-flight health sciences faculty. Many of Rutgers’ peer institutions (e.g., University of Virginia, University of Wisconsin, University of Michigan) have medical schools, which makes it difficult to compete for talent.

      Administrators and faculty noted that state funding for Rutgers is lower than university funding in other states, which may have a negative effect on its academic mission.  

      Opportunities to build partnerships between Rutgers and New Jersey’s industries, especially pharmaceutical companies, have been underleveraged, despite the large number of graduates working in these industries. States with fewer pharmaceutical companies have often built closer partnerships between the state university and pharmaceutical companies.

6.4  Structure and governance

Rutgers, a comprehensive research university with a broad range of program offerings, has several health-related schools, including the School of Nursing in Newark, the School of Pharmacy in New Brunswick, and a joint UMDNJ-Rutgers physical therapy program in Camden.  It has not had a medical school since 1970, when the Rutgers Medical School separated to become part of the College of Medicine and Dentistry of New Jersey.  Of the top 20 undergraduate universities as ranked by U.S. News, six do not have associated medical schools. [89]

Rutgers is organized into three campuses (Appendix 2).  Despite some academic and operational autonomy on the three campuses, the Rutgers system remains highly centralized in New Brunswick. The Rutgers system of centralized control, contrasts with other multi-campus systems where campus-specific administrations are responsible for most academic, administrative, and operational issues. The Commission’s studies reveal the following themes:

      Leadership is receptive to faculty initiatives and plans, but has limited funding, particularly in the area of providing start-up packages for promising new faculty in the sciences.

      Perception among faculty is that the administrative leadership team is too large, top heavy, and bureaucratic in its reporting requirements, especially in activities such as purchasing and budgeting.

      Despite some campus autonomy for Newark and Camden campuses, many critical academic and operational functions require approval from or negotiations with New Brunswick leadership.

      Because Newark and Camden Provosts report to the University VP for Academic Affairs, who also serves as the de facto Provost of New Brunswick, conflicts of interest may arise resulting in preferential treatment for New Brunswick. The Newark campus has grown to sufficient scale and research intensity such that it seems to have outgrown its current “satellite” status.

      The administrative leadership team operates largely independently of academicians and does not sufficiently engage Deans and faculty in its decisions.  Moreover, faculty governance structures and representation have weakened in recent years.

 6.5  Leadership

The Board of Governors holds overall responsibility and control for Rutgers University.  The President of Rutgers, the core leadership team, and the central administrative offices are located in New Brunswick.

      Rutgers boards.  Rutgers governance rests primarily in the Board of Governors (BOG) with the Board of Trustees (BOT) serving as an advisory group.  Board members are New Jersey business and community leaders including many Rutgers alumni.

Ÿ        Board of Governors:  The BOG serves as the principal decision making body of the University in a similar capacity to the boards of other universities (e.g., Board of Regents for the UC or UT systems).  The Rutgers BOG consists of 11 voting members, six appointed by the Governor and five elected by the BOT to serve six-year terms.  The Chair is elected by members of the BOG.  Non-voting members include the Rutgers President, and two faculty members and one student elected by the University Senate.  Three committees conduct most BOG activities: educational planning and policy, budget and finance, and buildings and grounds.  Its members include prominent New Jersey business and community leaders (e.g., CEO of the Bank of NY, CEO of the CIT Group, a major New Jersey philanthropist, VP at Becton Dickinson and Co., former CEO of Merck & Co., Inc.) and many members are Rutgers alumni. The University can only benefit from inclusion of even more prominent members who have made significant accomplishments managing and leading organizations and are committed to enhancing academic excellence.

Ÿ       Board of Trustees: The BOT serves as an advisory group to the BOG [90] and consists of 59 voting members. Of the 59 members, there are 28 charter trustees elected by the BOT, 20 alumni elected by the BOT, three students, and 11 public members, including six appointed by the Governor.  The Chair is elected by the BOT.  Additionally, there are two faculty and two student non-voting members, elected by the University Senate.

      Administrative leadership.  The Rutgers leadership team provides academic, administrative, and operational guidance and support.

Ÿ       The Rutgers core leadership team includes the President, the University VP for Academic Affairs (also serves as the New Brunswick Provost), the provosts in Newark and Camden, VP for Research, VP for Institutional Research and Planning, SVP and Treasurer, and the VP for University Budgeting.

Ÿ       The provosts in Newark and Camden have some latitude for directing academic programs. Many other areas are managed centrally in New Brunswick or require approval/support from central administration (e.g., allocation of resources, admissions, foundation, recruiting of high profile faculty).

6.6  Processes

The Commission has not undertaken a through assessment of Rutgers administrative and operational processes, but has focused on functions related to the health-science departments and interactions with UMDNJ.  The Commission has found several issues of concern:

      Interactions with UMDNJ.  There are many academic collaborations between Rutgers-New Brunswick/Piscataway and UMDNJ; there are interactions on the other campuses as well.  Most collaborators experience some degree of administrative obstacles in managing joint programs or grants

Ÿ       Academic collaborations: Numerous partnerships and shared interests exists between departments and faculty on research; key themes emerging from data gathered are:

   Life sciences faculty consider the Rutgers-UMDNJ/RWJMS relationship to be critical for research efforts at both institutions.

   With few structural means to support or facilitate information exchange, most partnerships are created through grassroots efforts by individual faculty members.

Ÿ       Administrative obstacles: Numerous differences in UMDNJ and Rutgers processes and requirements often make joint efforts cumbersome; some themes that the Commission found are:

   With no uniform administrative process to guide cross-institutional research, all issues are resolved independently and in an ad hoc manner.  A particularly thorny issue has been the building of new facilities where disagreements between Rutgers and UMDNJ on responsibility for capital costs, debt servicing, maintenance, etc., have slowed progress and hindered collaborations.|

   Students in joint programs often have different benefits (e.g., Rutgers provides housing, recreation services, and parking, UMDNJ does not; Rutgers students pay student and computer fees, UMDNJ students do not, but often use Rutgers services).
      Interactions with NIH and Federal agencies.  Federal agencies appear to be confused by the separate administrative structures at UMDNJ and Rutgers.  This puts both institutions at a disadvantage in competing for federal program project and training grants.  Faculty emphasized that their interactions with funding agencies were “awkward” given the lack of other institutions with a comparable “bizarre” structure and that reporting to federal agencies was much more complex for two institutions involved in a single project.

      Grant management.  A number of faculty cite an overly bureaucratic and slow grant-management process; they noted that less centralization and a more responsive grants-management group would be welcome.  For example, decisions on the rate of indirect costs returned to various units are not made transparent.

      Hiring of new faculty.  Faculty recruitment is a challenge, in part because health-sciences recruits express a strong desire to be affiliated with a medical school and are concerned that collaborations with UMDNJ will be administratively complex.

      Student issues.  Centralization has created problems for students and administrators; for example, conducting admissions for some programs centrally in New Brunswick has led to confusion for students and delays in processing. Also, having a single registrar located in New Brunswick has made cross-registration with UMDNJ and NJIT difficult to manage.

6.7 Funding

The Commission’s analysis indicates that state support for Rutgers is at the low end of state universities, lags the Higher Education Price Index, and is a decreasing share of the state budget.

      State support for Rutgers is somewhat lower than top state schools.

Ÿ       The state appropriation was $6,097 per student (FY2002); total state appropriation was $307 million for 50,349 students (total enrollment). [91]

Ÿ       State appropriations at selected state universities without an affiliated medical school per student for FY2001 were $17,512 at UC Berkeley, $11,648 at UC Santa Barbara, $6,176 at UT-Austin and $13,740 at University of Georgia. [92]

Ÿ       State appropriations per student at selected Northeast state universities without an affiliated medical school $10,518 at University of Maryland-College Park, $4,425 for University of New Hampshire-Durham.  For the University of Connecticut appropriations, excluding those for the medical school, were $8,128. [93]
      State appropriations have fallen short of the rate of inflation and the Higher Education Price Index (HEPI). [94]

      The FY2001 state appropriation to Rutgers was $311 million, compared to $235 million in FY1990, [95] representing an annual growth rate of 2.6 percent. Over this same period, the Consumer Price Index (CPI) increased three percent annually and the HEPI increased 3.5 percent annually. [96]

      The Rutgers share of the state budget has steadily decreased from 2.2 percent in 1990 to 1.55 percent in FY2001.  The percentage of education and general costs supported by the state has decreased from about 63 percent to 57 percent between 1994 and FY2001, reflecting a statewide decline in funding for higher education.


[65] Institutions with more than 15 programs ranked in the 1995 National Research Council’s Report: Research – Doctorate Programs in the United States: Continuity and Change.

[66] From Webster, David, and Tad Skinner, “Rating Ph.D. Programs: What the NRC Report Says . . . and Doesn’t Say,” in Change: The Magazine of Higher Learning, May/June 1996; rankings are determined by taking the average ranking for faculty quality for all programs as ranked in the 1995 National Research Council/National Academy of Sciences Report.

[67] These are the three dimensions of Rutgers’ mission.

[68] Student enrollment by campus for fall 2001for undergraduates in colleges or in professional/specialized schools
      (Nursing in Newark; Engineering, Arts, or Pharmacy in New Brunswick) from Rutgers’s Student Unit Record
      Enrollment Report (S.U.R.E.).

[69] U.S. News & World Report America’s Best Colleges (2003 premium on-line edition) classifies schools into categories based on mission: 249 national universities (doctoral) offer a full range of undergraduate majors, plus master’s and Ph.D. degrees, and emphasize faculty research; 573 universities-master’s offer a full range of undergraduate programs and some master’s degree programs but few, if any, doctoral programs. The universities-master’s category is further subdivided and schools ranked by geographic region (North, South, Midwest and West). U.S. News rankings are based on data from colleges for peer assessment, retention, faculty resources, student selectivity, financial resources, graduate rate performance and alumni giving rate. These reputation-based rankings can be limited due to low response rates to surveys, significant time lags in respondents’ knowledge of programs, and the varying number of programs rated.

[70] U.S. News.  Each campus of Rutgers is evaluated and ranked separately.

[71] Second-tier schools are those schools ranked between 52nd and 130th by U.S. News. These are not individually ranked.

[72] North region includes: PA, MD, DE, NJ, NY, CT, RI, MA, NH, VT, ME.

[73] The College Board’s SAT National and New Jersey State Reports.

[74] U.S. News.

[75] U.S. News & World Report Guide to America’s Best Graduate Schools (2003 edition premium on-line version); the New Brunswick program ranked 54 is a combined UMDNJ and Rutgers program and rank.

[76] 1995 NRC/NAS Rankings of Faculty Quality at Graduate Research Programs for biochemistry and molecular biochemistry.  In addition, the New Brunswick campus ranks 60 of 179 for cellular and developmental biology, 31 of 103  for molecular and general genetics, 46 of 102 for neurosciences, 37 of 127  for pharmacology and 36 of 140  for physiology; the Newark campus is ranked 57 of 102 for neurosciences and unranked for other programs.

[77] 12 members of the School of Nursing’s faculty are fellows of the American Academy of Nursing.

[78] FY2001 NIH total funding, data from the American Association of Colleges of Pharmacy: Rutgers University School of Pharmacy total NIH funding is $6.2 million.

[79]   For the start-up funds, the Commission on Science and Technology provided $2 million and Rutgers and UMDNJ contributed $20 million in bond issues for the CABM building. Total federal grants and contracts to CABM in FY2001 was $13.7 million including $10.3 million in federal funding (NIH, NSF and DOD).

[80] Federal financed R&D expenditures for 2000 was $8.1 million and total R&D expenditures for 2000 was $12.4 million; NSF WebCASPR database.

[81] 1995 NRC/NAS ranking of Graduate Research Programs – this is the most recent national rankings by the NRC, their next report is expectd in 2003-04; in addition, the Philosophy program was ranked third by the Philosophical Gourmet Report (Brian Leiter; UT Austin).

[82] Gap for nursing 188 points above national total GRE average (Rutgers-Newark: 1689; national average: 1501); 124 points for Biomedical Sciences at New Brunswick (1829 as compared to national averages of 1705).

[83] Biomedical Sciences program at Camden is 87 points above as compared to national composite GRE average  (Camden: 1792; national average: 1705); Newark program is 20 points below composite national averages (Newark: 1685).

[84] Pharmacy students total GRE averages are 246 above national averages (Rutgers: 1896 as compared to national average of 1650).

[85] From “Rutgers Fact Book” (2002) available on their website and publicly available information from NAS, AAAS, IOM, and HHMI; IOM faculty members exclude faculty associated with medical schools and professors emeritus.

[86] One of three members is located at the joint Rutgers-UMDNJ CABM.

[87] Includes all fields: biological sciences, engineering, professional schools, social & behavioral sciences, environmental sciences, agriculture, physical sciences, math & computer sciences, arts & humanities and others; Source is FY2001 Rutgers Annual Report on Federal research and sponsored programs and Office of the University Controller.

[88]   University Strategic Plan, A New Vision for Excellence (1995); University Strategic Plan Progress Report III (1999) and IV (2001).

[89]   Princeton University, California Institute of Technology, Massachusetts Institute of Technology, Rice University, University of Notre Dame, and UC Berkeley are top 20 undergraduate universities ranked by U.S. News without a medical school; UC Berkeley, Princeton University, Massachusetts Institute of Technology, California Institute of Technology, UT-Austin, and University of Illinois-Urbana-Champaign are top 20 universities ranked by the Gourmet Report (Brian Leiter, UT Austin; based on NRC and U.S. News rankings) without a medical school.

[90] In addition, the Board of Trustees hold fiduciary responsibility for assets the university held prior to becoming a state university in 1956.

[91] Excludes appropriation to Rutgers Agricultural Experiment Station.

[92] UC Berkeley (ranked first by U.S. News for undergraduates) has 31,401 students and receives $549.9 MM in state appropriations; UC Santa Barbara (ranked 15) has 20,373 students and receives $237.3M; UT-Austin (ranked 15) has about 49,000 students and receives $302.6 MM; University of Georgia (ranked 18) has 31,288 students and receives $429.9M; State appropriation amounts were obtained from the Grapevine Center for Higher Education and Educational Finance at the Illinois State University.

[93] University of Maryland-College Park has 34,160 students and receives $359.3 MM in state appropriations; University of Connecticut (without the Health Center) has 23,178 students and receives $188.4 MM; University of New Hampshire-Durham has 12,317 students and receives $54.5 MM; State appropriation amounts were obtained from the Grapevine Center for Higher Education and Educational Finance at the Illinois State University.

[94] HEPI is an indicator of price changes for goods and services consumed by institutions of higher learning.

[95] State appropriation as stated in Rutgers financial reports.

[96] Enrollment increases and salary increases, based on state contracts, outpaced both the HEPI and CPI growth over this time.




 
State Privacy Notice legal statement DHSS Feedback Page New Jersey Home

 
department: njdhss home | index by topic | programs/services
statewide: njhome | my new jersey | people | business | government | departments | search

Copyright © State of New Jersey, 1996-2003
Department of Health and Senior Services
P. O. Box 360
Trenton, NJ 08625-0360

Last Updated: