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TheUniversityofMedicineandDentistryofNewJersey

AdvisoryCommittee

January25,2012

FinalReport


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i

TheUniversity

of

Medicine

and

Dentistry

of

New

Jersey

AdvisoryCommittee

Dr.SolJ.Barer,Chairman

RobertE.Campbell

JoyceWilsonHarley,Esq.

AnthonyJ.PernoIII,Esq.

Dr.

Harold

T.

Shapiro


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TRANSMITTALLETTER

January25,2012

TheHonorable

Christopher

J.

Christie

Governor,StateofNewJersey

TheStateHouse

125WestStateStreet

Trenton,NewJersey086250001

DearGovernorChristie:

On behalf of my University of Medicine and Dentistry of New Jersey Advisory Committee

colleagues, I respectfully transmit the Committees final report, in which you will find our

unanimousrecommendations

for

restructuring

health

sciences

education,

research

and

associated clinical activities statewide. While this set of recommendations represents an

essential first step toward improvinghealth sciences education and research inNew Jersey,

over time additional initiatives will be required to realize the full potential of the States

investmentsinthisarena.

Ithasbeenanhonorandaprivilegetoconfrontthesignificantandcomplexchallengeyouset

beforeus.

TheCommitteehasmetregularlysinceitcommenceddiscussionsinMay2011andhassolicited

theadviceofaverybroadspectrumofthosewithsignificantinterestandconcernintheareaof

ourcharge.

We hope our observations and recommendations reflect the thoughtful, deliberate and

informedconversationswecarriedoutwithinarobuststakeholderprocess.

Oncemore, ithasbeenourprivilegetocommence,continueandcompletethisworkonyour

behalfandtoservetheStateofNewJerseythroughtheseefforts.

Sincerely,

Dr.Sol

J.

Barer,

Chairman


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ACKNOWLEDGEMENTS

WesincerelyandrespectfullythanktheRobertWoodJohnsonFoundation.Overmanymonths,

theFoundationandparticularlyTinaHineswelcomedtheCommitteeanditsguestswithworld

classhospitality.

TheCommitteealsowishestothankinternVictoriaGilbert,astudentattheRutgersUniversitySchoolofLawinCamden,whoseexceptionalresearchaidedtheCommitteegreatly.


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CHAIRMANSLETTER

Inthisreport,theUMDNJAdvisoryCommitteeisrecommendingafundamentaltransformation

ofthestructureofhighereducationrelatedtoNewJerseyspublicmedicalandhealthsciences

schoolsandresearchuniversities.Thetransformationinvolvesseveralelementsdetailedinthe

report

but

overall

includes:

ArevampedandrecasthealthsciencesuniversitybasedinNewark,whichwearesuggestingbe called the New Jersey Health Sciences University (NJHSU). This powerful academic

institution, with significantly increased autonomy for three units University Behavioral

HealthCare,theSchoolofOsteopathicMedicineandthePublicHealthResearchInstitute

willestablish the foundation foraneweraofmedicaleducationandpatient care inour

State.

An affirmative and strong endorsement of support for the critical mission and role ofUniversity Hospital (UH) for the Newark community and for the State. The Committee

recognizesthehospitalsvitalrolewhilealsonotingthat itsprecariousfiscalpositionmust

beaddressed.

To

that

end

we

are

recommending

apublic

private

partnership

that

would

provideforthelongertermsustainabilityofthisvitalresource.

Abroader,expandedresearchuniversityinsouthernNewJerseycomprisedoftheassetsofRowanUniversityandRutgersUniversityinCamdenandencompassing,aswell,therecently

provisionally accredited Cooper Medical School of Rowan University. As detailed in the

report, this integration into an expanded RowanUniversitywill help propel themedical

schooltowardexcellenceandcreateahighereducationinstitutioncapableoftransforming

theregioneducationallyandeconomicallywhileservingtheentireState.

A Rutgers University focused on New Brunswick and Newark and comprisingrecommendations incorporated in theCommittees InterimReport,whichareaffirmed in

this

Final

Report.

Focusing

the

Universitys

operations

and

the

addition

of

a

medical

school,

publichealth schooland theorganizationallyelevatedCancer InstituteofNew Jerseywill

provideRutgersanopportunitytoascendfromgoodtogreat.

Giventhecomplexityofthesituation,regionalissuesandthehistoricalbackdrop,developinga

recommendation for an overall structure was not an easy task. It involved considerable

discussion among the members of the Committee and very importantly, input from all

interested constituenciesand thepublic.Wehaveengagedwith all theUniversities, Schools

andCenters,membersof theLegislatureandcommunities thatwished tobe involved in the

process,publicemployeeunionsandtheirrepresentatives,andofcourse,thefacultiesandthe

students.ThisengagementinvolvedvigorousdebateregardinghowbesttoserveNewJersey.It

wasthrough

this

process

of

examination

and

reflection

that

we

arrived

at

our

conclusions.

Werecognized,duringthisprocess,theimportanceofstrategicimperatives.Theseincluded,for

example,decentralization:Thisprovidesafoundationfortheeliminationoflegacyinefficiencies

engendered inbureaucraticandhighlycentralizedorganizations;and, theencouragementof

entrepreneurialbehaviorleadingtoinnovationthatcanfacilitateadirectresponsetonational

needsandthoseinlocalcommunitiesandregions.Ourvisionforautonomyencompassesboth

administrativefunctionalityaswellasindividualcomponentsfreedomtostrategicallyplanwith


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substantial independence. An additional imperative worth noting is that we saw it as our

responsibilitytoensurethatinanynewmodelallregionsofourStateservetheirpopulations,

setting the stage for the education of students, availability of healthcare professionals and

establishmentofthebaseforneweconomicgrowth.Inourview,successfullyachievingthislast

imperativemustinclude,insomecases,integration,whichcreatesthepotentialforsynergistic

criticalmass.

We also recognized the importance of the appropriate resourcing of UH as well as the

appropriateresourcingfortheuniversities.Theserecommendationswillbesuccessfulonlyif,in

the aftermath of implementation, there is the development of sustainable, appropriate

resourcing encompassing publicprivate cooperation and partnerships in addition to vital

Statesupport.

However,whatbecameclearisthatthemostcriticalfactordeterminingtheultimatesuccessof

our recommended university and medical school system is the leadership of the various

institutions.ThisisauniquetimeforourStateshighereducationalsystem.RutgersandRowan

Universityhave

commenced

presidential

searches.

There

is

an

interim

president

at

UMDNJ.

The

New Jersey Institute of Technology (NJIT) hasjust named a new leader. The confluence of

recommendations made by this Committee and impending leadership transitions on very

importantcampusesinourStatecreatesanunparalleledopportunityfornewleaderstocreate

immediateandlongstandingvalue.Itisonlythroughleadershipandvisionthatthepotentialof

their institutions, indeed of our entire recommended model, can be realized. There will be

challengesbutwithleadershipthesystemNewJerseydeservesispossibletodevelop.

Aboveallitshouldberecognizedthatthetimeforeffectingchangesisnow.Therehasbeen10

yearsofdiscussions,theorizing,recommendationsanddebateregardingNewJerseysmedical

andhealthscienceseducationandresearchuniversitystructure.Variousproposalshavebeen

putforth

during

this

period

of

time

and

yet

none

has

been

adopted

or

implemented

for

various

reasonsrangingfrompracticality,politicalwill,inertiaandlackofconsensus.Thesediscussions

haveoccurrednotbychancebutforlegitimatepurposes.Theyhavebeencompelledbyunmet

aspirations.Butalackofresolutionhasbroughtuncertaintyforstudents,forfacultyandforthe

variousinstitutionaladministrations.Ithasaffectedmoraleandtheabilityoftheinstitutionsto

attractandretainmoreofthebestfaculty.

Inatimeofunprecedentedtransitionandopportunitywhatisincrediblyimportant,inmyview,

isthatNewJerseyhasaGovernorwhohasdemonstratedthewilltoenact,inpartnershipwith

Legislative leadership, the appropriate changes necessary to positively transform the States

highereducationsystem.

There will be significant implementation challenges; each constituency should have its

opportunity for input; however, there are no fundamental bars to impede this historic

transformation. It is anopportunity tobegin the realizationof thepotential inherent inour

State.Andthetimetodoitisnow.

Dr.SolJ.Barer,Chairman


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TABLEOFCONTENTS

TransmittalLetter.ii

Acknowledgements...iii

ChairmansLetter

.

iv

ExecutiveSummary.2

Introduction.7

FinalRecommendations12

InterimRecommendations26Conclusion..32

Appendices.

33


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EXECUTIVESUMMARY

InthisFinalReport,theUniversityofMedicineandDentistryofNewJersey(UMDNJ)Advisory

Committee(theCommittee)completesthetaskGovernorChristiesetbeforeitinMay2011.It

istheculminationoftheCommitteeswork,portionsofwhichwerepresentedinaSeptember

2011

Interim

Report

that

focused

on

key

programs

in

medical

education

and

training,

biomedical and cancer research and treatment, and public health atRutgersUniversity and

UMDNJinNewBrunswickandPiscataway.

The Interim Report in full comprises Appendix A. The Committee affirms its interim

recommendations.

TheCommitteenotesthatthescopeofitstaskatthetimeoftheInterimReportsreleasewas

expandedbyGovernorChristietoallowittoconsideranintegrationofhighereducationassets

insouthernNewJerseybeyond,butinserviceto,medicaleducation.Atthattimeandforthat

reason and at the Governors direction the Secretary of Higher Education joined the

Committee

in

a

consultative

role.

In this Final Report, the Committee provides the following significant additional

recommendationsregardingthefutureofmedicalandhealthscienceseducation,researchand

associatedclinicalactivities.

There is an extraordinary opportunity to begin immediate reinvigoration of UMDNJsNewarkbased units, University Behavioral Health Care (UBHC) and the School of

OsteopathicMedicine (SOM) as a transformed,major health sciences universitywith an

academicandclinicalmissionfocusedonabroadportfolioofhealthscienceseducationand

avibrantresearchprogram

Additionally,this

reinvigorated

university

will

continue

to

provide

important

clinical

activities

that meet both its educational and medical research requirements aswell as critical public

healtheducationandhealthcareneeds.

The Committee recommends this transformed university be supported by a reorganized,

streamlined and appropriatelysized administrative structure overseeing the transformed

institution,emphasizingasetofuniqueandsignificantmissionsallunder thebannerofan

institutionalstructurethatmightbecalledtheNewJerseyHealthSciencesUniversity(NJHSU).

ItistheviewoftheCommitteethatUMDNJscentraladministrationshouldbestreamlinedto

reflectthecontractedbreadthofNJHSUtoensureitaddsmaximumvaluetotheenterprise.To

achievethe

goals

of

the

Committees

recommendations,

NJHSU

leadership

must

address

the

assertionswhichtheCommitteeacceptsthattheexistingcentraladministrationisadversely

burdened by what has become an excessive bureaucracy, an overly complex set of

administrative procedures, unproductive State regulations and the bureaucratic impact of

respondingtopastmissteps.Thisperceptioncontinuestoexistdespitethediligenteffortsand

thoughtfulness of UMDNJs current Board of Trustees to steadfastly adhere to the

requirements of its Corporate Integrity Agreement with the federal government; and, to


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preventfuturemisstepsofthetypethathavelefttheinstitutionsubjecttocriticism.Therefore,

the Committee recommends this vibrant, more decentralizedNewarkbased health sciences

university.NJHSUshouldbecomprisedof:

TheNewJerseyMedicalSchool(NJMS) TheNewJerseyDentalSchool(NJDS) TheGraduateSchoolofBiomedicalSciences(GSBS) TheSchoolofNursing(SN) TheSchoolofHealthRelatedProfessions(SHRP) UniversityBehavioralHealthCare(UBHC) TheSchoolofOsteopathicMedicine(SOM) ThePublicHealthResearchInstitute(PHRI)However,intheCommitteesview,alevelofsignificantlyincreasedautonomyshouldbemade

available to three specificNJHSUunitsUBHC,SOMandPHRI.Forexample, they shouldbe

allowedto

provide

some

of

their

own

administrative

services,

which

they

currently

purchase

from central administration. In these cases, NJHSU would maintain only an internal audit

functionoverthoseservicesthathavebecomedecentralized.Similarly, inotherareassuchas

strategic planning and facilities investments NJHSU should pursue and install a variety of

initiativesthatwouldallowforgreaterautonomyforthesethreeunits.

However, along with increased autonomy for these units is the need for increased

accountability: Streamlining administrative practices is intended to support and promote

efficiencieswhileensuringcompliancewithapplicableregulationsandlaws.

Nevertheless, the Committee believes there is the potential for additional vitality and

excellenceof

these

units.

In

the

Committees

judgment

this

potential

for

those

units

will

be

most successfully and sustainably achieved through substantial operating and planning

autonomywithintheoveralluniversity.

Asa thresholdmatter, theseunits shouldbeunconstrained to rethinkhow they receive the

servicesthatcentraladministrationtodayprovides.Localmanagementprerogativeshouldbe

expanded. Doing so is the beginning of a pathway to more efficient operations, in the

Committeesview.Tobe sure,anewmodelpresentsanopportunity to thinkcreatively.For

instance, the Committees view is that if an autonomous unit can procure services from a

vendor at a cost savings compared to what central administration charges, it should be

encouraged,indeedrequiredtodosoifapropercostbenefitanalysisprovesthecostsavings.

There are clearly services that will not fall into this category, such as legal services orcompliancemattersrelatedtothe institutions legacyCorporate IntegrityAgreementwiththe

federal government, both of which inherently fall within the institutions responsibilities.

However,purchasingandhumanresources,intheCommitteesview,potentiallydofallwithin

thedefinitionofautonomydiscussedhere,asdootherservices forwhichtheseautonomous

units shouldbecome responsible.NJHSU leadership should cultivate a spiritofmanagement

innovationandindependence.Indoingso,thesequalitieswillbecomevalued.


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meetsthisobjectiveand,ifimplemented,willallowtheresidentsofNewarkandEssexCounty

andotherswhoseekUHservicestoreceivetheminahighquality,modernenvironment.

Increased, concerted and, most importantly, formalized research and developmentcollaboration among NJHSU, the NewJersey Institute of Technology (NJIT) and Rutgers

University

Newark.

This collaboration should be in addition to existing CHEN (Council for Higher Education in

Newark)activities,whicharetodaysubstantiallylogisticinnature.TheCommitteerecommends

a formalized agreement through a memorandum of understanding (MOU), or some other

written,signeddocument,amongtheinstitutionsthatcreatesaprescribedprocessforresearch

collaborationbyboth students and faculties at these institutions to engage, share andhelp

their institutions and the State prosper. Such an MOU must allow the remarkable but

substantially parochial range of academic and clinical disciplines contained within Newarks

higher education community to navigate bureaucratic impediments. The leaders of these

institutions,bothonboardsoftrusteesandinpresidentialoffices,andindeedinfacultyoffices,

mustmake

this

apriority.

In

doing

so,

the

States

higher

education

institutions

can

better

meet

their full potential and enhance Newarks position as a center for research and economic

growth.

AnexpansionofRowanUniversitytonowinclude: RowanUniversity,Glassboro TheCooperMedicalSchoolofRowanUniversity,Camden RutgersUniversityCamden RutgersUniversitySchoolofLawCamden RutgersUniversitySchoolofBusinessCamden

TheCommitteebelievesthatinadditiontoservingthisgrowingregionproperlyandaddressing

a lackof capacityavailable tomeet the forecasteddemand forundergraduateandgraduate

degrees from aspiring students in this region, integrating these existing assets into one,

properlyresourcedinstitutionwillservetospurnotonlythedevelopmentofRowanUniversity

anditsnewmedicalschoolbutalsoservetoprovideagenuineeconomicdevelopmentboostto

thecityofCamdenandtheentireregion.

The expanded university should be granted statutory status as a public research university

underNew Jersey law.Governanceoftheexpandeduniversity,which isrecommendedtobe

calledRowanUniversity,basedinGlassboro,willrequireexpansionoftheuniversitysBoardof

Trustees.

Regarding theRobertWoodJohnsonMedical School, School ofPublicHealthandCancerInstituteofNewJersey, theCommitteeaffirms its InterimReport recommendation,which

statesthatthecaseforrealigningtheseUMDNJassetswithRutgersUniversityinPiscataway

isstrong.IntheCommitteesopinion,basicchangesintheorganizationandgovernanceof

theRobertWoodJohnsonMedicalSchool (RWJMS),theSchoolofPublicHealth (SPH)and


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theCancerInstituteofNewJersey(CINJ)willprovideamuchmorepromisingfoundationfor

achievinggreaterdistinctionoftheseunitsandRutgersUniversity.

Additionally,asstatedintheCommitteesInterimReport,CINJshouldbecomeanautonomous

institutewithinRutgerswhosedirectorwillhavethesamelevelofreportingaswillthedeanof

RWJMS.

It is theCommitteesview that the currentorganizationaldividebetweenRutgersUniversity

andRWJMS,CINJandSPHisanobstacletocollaborationofthemagnitudeNewJerseyshould

expect and demand from academic research entities engaged in activities that should

complementandenhanceeachother.

RegardingtheNewJerseyInstituteofTechnology,theCommitteeaffirmsitsInterimReportrecommendationthattheNewJerseyInstituteofTechnology(NJIT)remainconstitutedasit

istoday.TheCommitteecommendsthecurrentleadershipofNJITforrecentlywithdrawing

itsapplicationtotheStateBoardofMedicalExaminersseekingtoformapartnershipwith

St.

Georges

University

School

of

Medicine

and

for

its

commitment

to

increasing

the

strength

oftheuniversityscoreprogramsandcollaborationamongNewarkbasedinstitutions.

Asstated in its InterimReport,theCommitteedidnot favorNJITsplantoexpand itscurrent

relationshipwithSt.GeorgestoofferajointM.D.degreewiththeGrenada,WestIndiesbased

institution.TheCommitteeviewedthisproposedpartnershipasnot inherently improving the

qualityofmedicaltrainingthatisavailabletodayatNewJerseysmedicalschools.

IntheCommitteesview,NJIT isaunique, importantmember inNewJerseysrosterofpublic

highereducationassets.Theleadershipofthissignificantinstitutionshouldcontinuetonurture

thisimportantrole.NJITshouldfocusitseffortsonrefiningwhatitalreadydoeswellandavoid

expansionsthatdiluteitsacademictrainingandworkforcedevelopmentinthecriticalfieldsof

engineering,computerscience,architectureandothertechnologybasedacademicarenas.


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INTRODUCTION

Discussions regarding the restructuring and reform of medical education in New Jersey

generallyandtheUniversityofMedicineandDentistryofNewJersey(UMDNJ)specificallyhave

beenoccurringoffandonfornearlyadecadeinpolicycircles,gubernatorialtaskforcesandthe

higher

education

community.

These

discussions

have

focused

on

the

possibility

that

a

thoughtful restructuring of UMDNJ and institutional realignment of its considerable assets

might enhancemedical education, research and associated clinical activities throughout the

State and also have a beneficial impact onhigher education inNew Jersey.Although these

discussionshaveproducedvariousthoughtfulplans,nonehaveinducedanysignificantactions

and in the interim the landscape of higher education in New Jersey has been altered

considerably.Moreover,continueduncertainty regardingbothState support forUMDNJand

the stability of the current institutional alignment of UMDNJ assets have undermined the

capacityofUMDNJtomoveforwardashavevariousmisstepsbyUMDNJmanagement,faculty

andstaff.

TheUMDNJ

Advisory

Committee

was

formed

as

aresult

of

aTask

Force

on

Higher

Education

recommendation.IntheSpringof2010,GovernorChristieestablishedtheTaskForceonHigher

Education,whichwaschairedbyformerGovernorThomasKean.Amongitsdutiesitwasasked

to:

consider and make recommendations to improve the overall quality and

effectivenessoftheStateshighereducationsystem.(ExecutiveOrder26,2010,pp.4).

TheTaskForceonHigherEducation(theKeanCommission) issued itsreport inJanuary2011.

Whilenotexplicitlytaskedtoaddressmedicaleducation,giventheimportancetoNewJerseyof

medical

and

health

sciences

education,

research

and

associated

clinical

activities,

the

Kean

Commission felt an obligation to note that on the basis of its initial observations and

consultations, immediate changes at UMDNJ were needed. The Kean Commission also

emphasizedthatalthough thenotionofa fundamentaltransformationofUMDNJhasbeena

matterofpublicdiscussionformorethanadecade, importantdecisionshadnotbeentaken,

eveninthefaceofdecliningStatesupportfortheenterpriseandaseriesofwellpublicizedand

verycostlymissteps.The resultinguncertainty regarding the futureorganizationandsupport

ofhealthscienceseducationandresearchinNewJerseyhasbeenanadditionalfactorinhibiting

efforts to enhance UMDNJs component schools and programs. As a result, the Kean

Commission recommended that an expert panel be assembled to handle these outstanding

issuesconclusivelyandinamannerthatwouldbestservethelongterminterestsofthecitizens

ofNew

Jersey.

In

anoteworthy

passage,

the

Kean

Commission

wrote:

Thisurgentneed is for thepublic good.New Jerseyneeds a clear visionofmedical

training and research for the 21st century. Educating physicians and other medical

professionals, conducting cuttingedge research, and serving the healthcare needs of

New Jerseys residentsneed tobebalanced.Theyneed tobeplaced in thehandsof


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institutional leaderswhowillprotectthehumanandstructuralassetsbehindallthese

operations.(Kean,2011,p.65)

Itwas in this context and a desire to finally address the issues surrounding health sciences

education, research and associated clinical activities in New Jersey that Governor Christie

appointed

the

UMDNJ

Advisory

Committee

(the

Committee),

chaired

by

Dr.

Sol

J.

Barer,

to

considerthebestoptionsavailabletoNewJerseyforsupportingtheseactivitiesandmaximizing

theStatessignificantinvestmentinmedicalandhealthscienceseducation.

InparticulartheCommitteewaschargedwith:

examining thedeliveryofgraduatemedicaleducation in theStateanddeveloping

recommendations fortheGovernorconcerningthis issue.TheCommitteeshallreview

the recommendationsmadeby theHigherEducationTaskForce concerninggraduate

medical education and UMDNJ. The Committee shall also examine and provide

recommendationsconcerning the following issues: (a)whetherRobertWood Johnson

Medical

School

and

the

School

of

Public

Health

should

be

merged

with

Rutgers

UniversitysNewBrunswickPiscatawaycampuses;(b)whetherUMDNJsNewarkbased

schoolsshouldbemergedwithanyoftheseniorpublichighereducationinstitutionsin

Newark;(c)whetherUMDNJsSouthJerseybasedschoolsshouldbemergedwithany

of the senior public higher education institutions in South Jersey; (d) the role and

missionofUniversityHospital;(e)whetherNJITshouldstartitsownmedicalschool;(f)

howgraduatemedicaleducationshouldbedelivered inSouth Jersey; (g)whether the

various public nursing schools should merge; and (h) such other matters as may be

referredtotheCommitteebytheGovernor.(ExecutiveOrder51,2011,p.3)

After accepting the challenge of Executive Order 51, the Committee activated a process to

carefullyconsider

the

current

status

of

UMDNJs

schools

and

programs

so

it

could

assess

how

theseassetsmightbestbedeployedtomosteffectivelyandefficientlymeettheStatesneeds

inmedicalandhealthscienceseducation,researchandassociatedclinicalservices.Moreover,

theCommitteeendeavored topursue this task fullycognizantofNew Jerseys fiscal realities

andevolvingpoliciesatthenationallevel.

Acknowledgingboththeurgencytoreorganizehighereducationassets inCentralNew Jersey

andthenecessitytoconductextendeddeliberationsregardinginstitutionsintheNorthernand

Southern regionsof the State, theCommittee issued a September2011 InterimReport that

includedthefollowingrecommendation:

Inthe

Committees

opinion,

basic

changes

in

the

organization

and

governance

of

RWJMS, the School of Public Health and CINJ will provide a much more promising

foundation for achieving greater distinction of these units and Rutgers University.

(Barer,InterimReport,2011,p.4)

IntheInterimReport,theCommitteealsonotedthatitrequestedanextensionfromGovernor

Christie:


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ItistheCommitteesview,however,thattoarriveatourfinalrecommendationsand

toserveNewJerseysinterestinamannerbefittingoursignificantchargewerequire

additional study to firm our thoughts, particularly with respect to the structure and

governance of public investments in medical education and associated research and

healthcare investments inNewarkand inSouthernNew Jersey. It isprudent thatwe

continueour

assessment.

We

extend

our

sincere

appreciation

to

Governor

Christie

for

agreeing to our request for an extended timeline through the end of the year to

completeourrecommendations.(Barer,InterimReport,2011,p.1)

In addition to the Committees own deliberations, it also pursued direct discussions with

countlessstakeholdersandheldasuccessionofmeetingswith interestedandknowledgeable

parties.TheCommitteealsoheldtwoopenmeetingsinNewarkandsolicitedcommentsviathe

Internet, receiving more than 70 comments in email messages. The Committee toured

UMDNJs Newark, Piscataway and Stratford campuses. It met numerous times with the

leadership of UMDNJ, its Board of Trustees and each of its major schools and institutes,

includingtheSchoolofOsteopathicMedicine,theCancer InstituteofNew Jersey, theRobert

WoodJohnson

Medical

School,

the

Public

Health

Research

Institute,

the

School

of

Health

Related Professions, the School of Nursing, the Graduate School of Biomedical Sciences,

UniversityBehavioralHealthCare,theNew JerseyMedicalSchoolandtheNew JerseyDental

School,UniversityHospitaland theSchoolofPublicHealth.Additionally, theCommitteemet

with leadership from each UMDNJ public employee union. It met with representatives of

UMDNJs faculty senate and of its student body. It met with the President and Provost of

Rutgers, the chancellors of Rutgers Camden and Newark campuses and the leadership of

RowanUniversity,CooperUniversityHospital,theCooperMedicalSchoolofRowanUniversity

andtheNewJerseyInstituteofTechnology.TheCommitteemetwithvariousmembersofthe

LegislaturewhosedistrictsincludeNewarkandEssexCounty.Itmetwithhealthsystemleaders

whooperate

teaching

hospitals

in,

among

other

locations,

Camden

and

Essex

counties.

Finally,

theCommitteemetwith an academicaccreditingbody relevant to recommendations in this

andtheCommitteesInterimReport.

Throughout,theCommitteemadeitaprioritytoencouragethepresentationofallperspectives

onitstask.Incarryingoutthismeaningfulanddeliberateprocess,theCommitteefounditfully

agreedwiththeKeanCommission,whichwrote:

The issue isalsoenormouslycomplex.Evidence receivedby theTaskForce, coupled

with past studies on this issue and developments over the past five years, all point

towardtheneedto initiate immediatelytransformationalchange [emphasisadded]at

theUniversity

of

Medicine

and

Dentistry

of

New

Jersey.

TheTaskForceappreciates themanyandcomplex interrelationshipamongUMDNJs

entitiesandotherStateinstitutions.Itisrecognizedthatcomplicatedpersonnel,logistic,

accreditation, and financial issues exist. These should not be reasons, however, to

ignore the need for change. Resolution of this serious matter for New Jersey is

imperative.Thequestionisnotwhethertoact,butwhen.Theanswerisnow.[emphasis

added](Kean,2011,p.65)


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10

On thesepoints, there isnodifferencebetween theposition theKeanCommission tookand

thatwhichtheUMDNJAdvisoryCommitteeexpressesinthisreport.

Medical education and health care delivery are particularly as they relate to UMDNJ

enormouslycomplicated,butnotsocomplicatedthatdecisiveactiononbehalfoftheStateand

for

the

States

benefit

should

be

put

off

any

longer.

At

stake

are

not

only

the

physical

footprints

ofUMDNJandother, importantpublic institutionsbut,muchmore importantly,the livesand

futuresofthefaculty,staffandstudentsthatbringtheseinstitutionstolifeand,ultimately,the

patientswhommedicalandhealthscienceseducationserves.Forallthesereasons,uncertainty

mustfinallybeputtorest.Thetimeforactionisnow.

It has been the Committees view that at this moment in New Jersey history there is an

enormousopportunitytosetanew foundation forexcellence inmedicalandhealthsciences

education,researchandassociatedclinicalservices,aswellasbringtoallregionsoftheState

theinfrastructurenecessarytobealeaderintheseendeavors,tobeeffectivepartnerswithkey

State industriesand, importantly, innovators inhealthcaremanagement,education,research

andservice

delivery.

To

believe

in

this

view

as

the

Committee

does

one

must

believe

that

there

iswillandresolvetoinvestintheStatesfuture.Tobesure,achievingthevisionthatunderlies

the recommendations of this report and the Committees Interim Report will require

courageous and sustained leadership at the State level and at eachof thehigher education

institutionsinvolved.

Notably, theCommitteewasconcerned throughout itsprocesswith the statusand futureof

UniversityHospital(UH) inNewark.Ontheonehanditcontinuestoprovideimportanthealth

careservices to thepeopleofEssexCountyandbeyondand servesas theprincipal teaching

hospitalforUMDNJsNewJerseyMedicalSchoolandNewJerseyDentalSchool.Thus, it isan

essentialconstituentoftheNewarkcommunityandakeycomponentformedicalanddental

students.On

the

other

hand,

UHs

continued

viability

is

clearly

in

question.

UH

has

been

runningasubstantialdeficit,hasasubstantialdebttoUMDNJand itsotherconstituentunits,

andall thewhilehasbeenunable toassemble the financial resources tomakeessentialon

going investments inmedicalequipment andother capitalneeds. Indeed,UHsnegativenet

worthisagooddeallargerthanappearsonitsfinancialstatementsbecauseessentialongoing

investmentsinnewequipment,othercapitalitemsandnewtechnologyhavebeenpostponed

formanyyears.Oneresultofthisisthatthequalityandextentofitsabilitytoservethemedical

needsofthecommunityaswellastheeducationalneedsofmedical,dentalandotherstudents

fromNewarkbasedschoolsremainsseriouslythreatened.

Indeed,itistheCommitteesviewthatwithoutaturnaroundplanofsomesortUHsabilityto

meetits

medical

care

obligations

will

be

increasingly

threatened.

LookingmorebroadlyatUMDNJ,theCommittee iswellawarethatanysubstantialchange in

thestatusofUMDNJsunitswill initiateareviewoftheaccreditationofthecomponentsand

programs involved. It will be very important, indeed critical, to begin discussions with the

appropriateaccreditingbodies toensure thatallprograms retain theirgoodstanding. In this

regard,theCommitteenotesthatitmetwiththepresidentoftheMiddleStatesCommissionon


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11

HigherEducation,which isamongtheaccreditingbodiesrelevanttotheserecommendations.

There must be and, in the Committees view, can be an implementation process that

ensuresnogapinaccreditation.

Lastly, the Committee is fully aware of UMDNJs Corporate Integrity Agreement with the

federal

government,

the

details

and

causes

of

which

are

well

known.

There

will

be

a

need

to

modify and adapt this agreement in an appropriate, satisfactory manner to the federal

governmentiftherecommendationsofthisCommitteearetobeimplemented.Itwillbecritical

tobegindiscussionswiththeappropriatefederalgovernmentrepresentativestoensureafull

understandingexistsamongthepartiestothe integrationsrecommended intheCommittees

reports.

Inshort, theCommittees recommendationsare far reachingbutachievable. Implementation

requiresleadership,abroadrangeofeffortsandcommitmentfromaffectedconstituencies,as

wellasconsiderablestrategic investments.However, in theCommitteesjudgment, the long

termbenefitsforthecitizensoftheStatewillbequitesubstantial.


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12

FINALRECOMMENDATIONS

NewJerseyHealthSciencesUniversity

TheCommittee recommends that theNewarkbased units of theUniversity ofMedicine and

DentistryofNewJersey,andUniversityBehavioralHealthCareandtheSchoolofOsteopathic

Medicine,become

atransformed

university

headquartered

in

Newark

and

named

the

New

JerseyHealthSciencesUniversity.

TheCommitteesviewisthattheUniversityofMedicineandDentistryofNewJersey(UMDNJ)

assets delineated above should be known as the New Jersey Health Sciences University

(NJHSU),anamereflectingthemissiononwhichthisNewarkbasedhealthsciencesuniversity

shouldfocusitsinitiativesandprogramsinmedicaleducationandtraining,biomedicalresearch

andassociatedclinicalactivities.

AstheCommitteeviewsit,NJHSUrepresentsaquitedifferentinstitutionthancurrentlyexists

andhas thepotential toevolveauniqueandvibrant setofprograms inmedicalandhealth

scienceseducation,

research

and

associated

clinical

activities

while

supported

by

amore

streamlined,sustainableadministrativestructure.

TheCommitteeacknowledges thespecialchallengestheestablishmentofUMDNJbroughtto

parts of the Newark community and also, conversely, the sense of pride with which many

members of the Newark community now view the institution. It is seen by some as the

community school, and it is clear that UMDNJ faculty and alumni, staff and students

associatedwiththeschools inNewarkhavecontributedagreatdealtothatcommunity. It is,

however,theCommitteesviewthatthecomponentsofUMDNJnowselectedtoformNJHSU

can contribute even more effectively to the needs of the community and to the worlds of

medical and health sciences education, research and associated clinical activities. Many

committedandoutstandingfacultyandalumni,staffandstudentscalltheirrespectiveNewark

basedschoolshomeandthisrecommendation is intendedtomagnifyandempowertheiron

going effortsby laying amore secure foundation for a renewed spiritwithin a transformed

university,helping to finallymovebeyondthe residueofwellknownmisstepsthathavecost

UMDNJsignificantlyinreputation,goodwillanditsabilitytomeetNewJerseysaspirationsin

variousendeavors.Onlythroughsuchatransformation,theCommitteebelieves,cantheState

turn the page on an unfortunate period in institutional history that renders UMDNJ, in its

currentconstructanddespitesignificanteffort,powerlesstoturnthepagefullyonitsown.

Importantly, it is also the Committees view that all the potential benefits from this

transformationwill

occur

only

when

leadership

at

the

university

and

State

levels

demonstrates

thewilland resolve toensure ithappens.With that leadership inplaceandcommitted toa

morefocusedmission,thistransformedandreenergizeduniversityshouldset itsobjectiveas

nothing less than national prominence in its areas of education and research, teaching and

patientcare,attractingandretainingmoretopfaculty,studentsandleadershiptoNewark.

ThroughthisrecommendationtheCommitteeintendstoinstillasenseofinherentstabilitythat

willallowNJHSUtoachievethevisionthatthisCommitteehasarticulated.Overthecourseof


19/57

13

itsdeliberations,theCommitteeheardtimeandagainthatuncertaintyaboutthe institutions

futureimpededitovermanyyearsfromachievingallthatitmight.Indeed,theexistenceof

thisCommitteeandothersbefore it,aswellasunresolveddiscussionsamongpolicyand law

makers, andothers, that arose from time to time regardingUMDNJs future,have certainly

affected the university in numerous harmful ways: From an inability to recruit and retain

additionaltop

students,

leadership

and

faculty;

to

an

inability

to

plan

strategically

and

effectively for the future;and,ultimately, toan inability to reviveanenterprise inamanner

thatreflectsthetalentedandcommittedfacultyandalumni,staffandstudentsassociatedwith

theinstitution.

This recommendation, if implemented, would quell that uncertainty surrounding the future

structureofUMDNJandprovideamoreefficient,sustainablefoundationonwhichNJHSUcan

planand recruit,educate, trainandnurture its studentsand faculty tocarryout itsmission.

How well NJHSU educates and trains professionals to deliver clinical services and conduct

researchonthepressingpublichealthissuesendemicinNewarkissuesthatareillustrativeof

public health issues throughout the country are the criteria on which NJHSU should be

judged.

Transformation

WhiletheCommitteeheardoftenoftheuncertaintyrampantatUMDNJ,itheardjustasoften

of central administrations accumulated, complex and debilitating administrative procedures

and requirements. These, the Committee believes, have hindered the institutions ability to

fulfillitsmissioninthemosteffectivemanner.

And while the Committee acknowledges that some portion of the excessive bureaucracy

described here is a consequence of the Corporate Integrity Agreement and that claims of

administrativeinefficiency

are

commonplace

on

campuses

across

the

country,

particularly

at

large statewide enterprises such as UMDNJ, it recommends that rationalization and

decentralizationofthecentraladministrationfunctionsinthistransformeduniversitybecomea

priorityoftheBoardofTrusteesandNJHSUleadership.

Rationalization to a certain extent isnotonlyprudentbutnecessary, considering that in its

Interim Report the Committee recommended that three units (the Robert Wood Johnson

MedicalSchool, theSchoolofPublicHealthand theCancer InstituteofNew Jersey)become

integratedwithRutgersUniversity,inPiscataway.

In this final report, theCommittee further recommends thatUniversityHospitalenter intoa

publicprivate

partnership

with

aNew

Jersey

based

non

profit

health

system,

creating

another

opportunitytoreconsiderthebreadthofcentraladministrationasNJHSUcedessubstantiallyall

operation and management prerogative to the private partner in the recommended

agreement.

It isalsotheCommitteesrecommendation thatUniversityBehavioralHealthCare (UBHC), in

Piscataway,andtheSchoolofOsteopathicMedicine(SOM),inStratford,beprovidedwiththe

potential to become substantially autonomous units of NJHSU. While this leaves these two


20/57

14

unitswithintheNJHSUentity, itcreatesadditionalclearopportunitiestofurtherconsiderthe

extenttowhichcentraladministrationcanbestreamlined.

UBHC is clearly an innovative unit, relying not on State subsidy but on entrepreneurial

leadership and staff creativity to discover revenue streams through novel clinical service

delivery

mechanisms.

The

Committee

believes

that

UBHC

has

even

more

to

offer

in

this

regard

andthroughincreasedautonomywillhavetheabilitytoservetheStateandnationevenmore

sothanitdoestoday.Thisclinicalandeducationalunitprovidesacknowledgedexcellenceand

creativityinmedicalandmentalhealthservicesstatewide,andinnovativeservicesbothinNew

Jerseyandnationwide.ItisindeedanentityofwhichNewJerseyshouldbeproud.

SOM is among the nations top schools of osteopathic medicine. The Committees view,

expressedlaterinthisreportinarecommendationspecifictotheschool,isthatSOMshouldbe

partofNJHSU.WhiletheCommitteeisconfidentthatSOMmightalsothriveaspartofRutgers

University or within the expanded Rowan University recommended later in this report, the

CommitteebelievestheoptimalsolutionatthispointintimeisforSOMtobepartofNJHSU.As

Rowandevelops

its

allopathic

medical

school

and

in

the

aftermath

of

the

Committees

recommended integration of southernNew Jersey higher education assets, SOMmight find

thatitsbestfit,foravarietyofgeographic,academicandaffiliationrelatedrationale,iswithin

Rowan.TheCommitteebelievesthis isadecisionthatshouldbeaddressed inthefuture.For

now,however,theCommitteerecommendsthatSOMshouldbepartofNJHSU.Regardlessof

thataspectof thisdiscussion, inany institutional construct,SOM leadership requiresanew,

sufficientlevelofmanagementprerogativethatclearsadministrativeandotherobstaclesfrom

theschoolsdevelopment.

This streamlining of central administrations breadth should also recognize that Rutgers

University will assume ongoing responsibility for and sponsorship of the sizeable program

todayoffered

by

UMDNJs

Graduate

School

of

Biomedical

Sciences

(GSBS)

in

Piscataway.

This

is

a necessary and prudent outcome of the Committees Interim Report recommendations

relatingtocentralNewJersey.GSBS,however,willremaininNewarkasasubstantialacademic

componentofNJHSU.

Lastly,theCommitteegavegreatconsiderationtothePublicHealthResearchInstitute(PHRI).

PHRI,anentirelyselfsupportedacademicresearchaffiliatewithinNJMS,wouldalsobegreatly

assisted by an increased level of administrative and strategic autonomy. PHRI should be

provided the administrative autonomy it requires to act nimbly in its endeavors while still

attached to the medical school, a relationship the Committee believes is beneficial to both

components.It

will

be

important

to

allow

for

the

potential

to

modify

existing

structures

for

PHRI in areas such as procurement, contracting and recruitment, as well as in investing in

infrastructurethatPHRIleadershipbelievestheinstituterequiresinordertoachieveitsvision.

It is the Committees view that PHRIs vision to be among theworlds preeminent public

health research organizations is achievable only through a new relationship, defined by

increasedautonomy,withinitssponsoringuniversity.


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15

Thus, the Committee recommends that NJHSU be comprised of five primary constituent

academicunits,inNewark,forwhichanappropriatelysizedcentraladministrationshouldserve

toaddvaluebyefficientlyprovidingcoreadministrativefunctions.Thesefiveunitsare:

TheNewJerseyMedicalSchool TheNewJerseyDentalSchool TheSchoolofNursing TheSchoolofHealthRelatedProfessions TheGraduateSchoolofBiomedicalSciencesThree decentralized, substantially autonomous components, in the sense described above,

comprisetheremainderofNJHSU:

UniversityBehavioralHealthCare TheSchoolofOsteopathicMedicine PublicHealthResearchInstitute


22/57

16

TheUniversityHospital

TheCommitteerecommendsthattheStateseekandimplement,ascarefullyandasquicklyas

possible, a longterm publicprivate partnership with a New Jerseybased nonprofit health

system tomanageUniversityHospital inamanner that securesand strengthens its roleand

mission.

The Committee has been asked to define University Hospitals (UH) multifaceted role and

mission. Itsmost importantmissionsarea)toservesomeofthecriticalhealthcareneedsof

the region, including as a Level One Trauma Center and, b) to serve the educational and

researchprogramsoftheUniversityofMedicineandDentistryofNewJerseys(UMDNJ)New

JerseyMedical School (NJMS),New JerseyDental School (NJDS), SchoolofNursing (SN) and

otherhealthsciencesschoolsandprograms inNewark. InboththesekeymissionsUHshould

pursuethesegoalsincooperationwithotherhospitalsintheregion.

DetailsthattheCommitteeheardandreviewedthroughoutitsdiscussionspaintapictureofUH

as

financially

and

medically

unsustainable

under

existing

arrangements.

It

seems

clear

that

withoutsubstantialchangesUHwillbeunabletomeetanyofitsprincipalcurrentobligationsin

educationand clinical care. Inparticular, longdelayedcritical investments in capital facilities

and equipment and critical IT needs must be addressed both by UH and the State. In this

respect, estimates of UHs critical deferred maintenance costs presented to the Committee

rangefrom$100milliontomorethan$200million.Whateverthetruecost,therealityisthat

UHandUMDNJcannotcurrentlyinvestsufficientlyintothehospitaltomatchtheannualcostof

depreciation, let alone the growing needs of a premier supplier of tertiary health care and

associatedmedicalanddentaleducationneeds.

MuchhasbeenmadeinrecentyearsaboutUHsabilityfinallytostrikeabalancedbudget,for

whichit

and

UMDNJ

deserve

in

the

Committees

estimation

some

gratitude.

The

fact

of

the

matteristhatUHhasonlybeensustainedeveninitsdiminishedstatusbyloansfromUMDNJ,

whichhaveseriouslydepletedthecapacityofUMDNJtoproperlyfinance itsotherunits.This

debt,UMDNJ financialdocuments show, ismore than$85million.Otheroffbudget realities

includeanapproximately$90millionhealthandfringebenefitscontributiontoUHbytheState.

AstheCommitteewroteinitsInterimReportandstillbelievestoday,thestatusquoforUHis

unsustainable.ThecombinationofthecurrentlevelofresourceallocationtoUHfromUMDNJ

andtheStateandfederalgovernmentsandtheallocationofUHrevenuesrequiredtofundits

operationsisuntenable.Inshort,UMDNJnolongerhasthereservestofinancehospitaldeficits

andwithoutsignificantchangeUHwillbeunabletooperate inasafemanner, leaving itwith

neitheralegitimate

opportunity

to

serve

its

proper

role

in

the

community

nor

an

ability

to

achieve its longstanding, vitalmissions to the clinicalneedsof thepeopleofNewark,Essex

Countyandtheregion,ortotheeducationalandclinicalresearchneedsofUMDNJsNewark

basedschoolsandstudents.

ItisthereforetheCommitteesviewthatthebestopportunitytobeabletofulfillUHsmission

is a publicprivate partnership in which UH remains an instrumentality of the State but is

managedbyaresponsibleprivateentityunderalongtermcontract.Afinancialfirewallshould


23/57

17

beinstitutedbetweenUHandthetransformedhealthsciencesuniversitysothatsituationsthat

havearisen toexpedientlyaccommodate financial shortfallsatUHandUMDNJdonotoccur

again. The Committee must emphasize its view that there must be instituted within the

agreementnotedheresignificantfinancialandmanagementseparationbetweentheproposed

New Jersey Health Sciences University (NJHSU) and UH, including but not limited to the

recommendedfinancial

firewall.

Without

that

separation

there

is

little

chance

for

change,

in

theCommitteesview.

The State, under an arrangement like that which the Committee is recommending, would

partner preferably with a nonprofit health system with deep roots in New Jersey and in

medical education; and, with the financial and intellectual means to properly manage the

hospital.Inthispartnership,theprivatepartnerwouldoperateUHasaCoreTeachingHospital

andholdsubstantiallyallprerogativesovermanagementdecisions.ItistheCommitteesview

that theStatespartner in thisagreementshouldhave inconsultationwith theState the

authoritytoaddressissuesrelatingtorelevantfacultypracticeplans,clinicalconsolidationsand

otherbusinessrelateddecisionsafteraccumulatingtheinputandadviceofpotentiallyaffected

constituencies.This

power,

the

Committee

believes,

can

be

realized

only

through

the

appropriate voting representationandauthoritiesonboth theNJHSUBoardofTrustees and

UHsBoardofDirectors.

Onlywiththisauthority,throughtherecommended financial firewalland inpartnershipwith

theStatecan thearrangementenvisionedby theCommitteeproduceovertimeastable,

sustainableUH.

TheCommittee iswellawareof theduediligenceperiodandnondisclosureagreement that

UMDNJandUHenteredintoearlierthisyear.InitsInterimReport,theCommitteecommended

the leadershipatUMDNJandUHforundertakingthisactionthatacknowledgesthereality in

whichUH

exists.

The

Committee

does

so

again

here

and

emphasizes

the

need

to

now

move

on

to the next step in this process: Seek, through the appropriate public processes, a private

managementagreementforUH.

WhiletheCommitteecannotitselfcommittheStatetoapublicprivatepartnershipofthetype

recommendedhere,itcanadvocatethresholdcriteriaonwhichtheStateandaprivatepartner

mightconsidernegotiatingasamanagementagreementisconstructed.Thesecriteriainclude,

butarenotlimitedto:

LengthofPrivateManagementAgreement

Inspeaking

with

representatives

from

various

health

systems

about

how

an

agreement

of

this

typemightbestructured, itwasassertedthat inUHsparticularsituation,anagreementofat

least10yearsisrequired.TheCommitteeagrees.Itlikelywilltakeatleasthalfthetermofa10

year contract to extract significant benefits from improved management practices that the

partnerstotheagreementwillinstitute.


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18

CapitalExpenditurePlan

The State and private partner must come to some agreement on capital improvements,

whereby theStatecouldcommit to financecertainjointly identifiedpriorityprojectsand the

privatepartnermightagreetoreinvestcostsavingsandotherrevenuederivedfromimproved

management

practices

into

UH

through

capital

improvements

financing

that

supports

the

hospitalsroleandmission.

EducationandTraining

Bycontract,UHmustremaintheprimaryteachinghospitalforstudentsfromNJMS,NJDS,the

SchoolofNursing (SN)andother constituentacademicandclinical componentsofNJHSU in

Newark.

RolesandResponsibilities

TheprivatepartnershouldcommitinthecontracttomovingUHtomeetandmaintainwithin

anagreed

to

timeframe

various

industry

standard

quality

metrics

for

teaching

hospitals

that

relate,forexample,topatientoutcomesandsatisfaction,amongotheragreedto indicesand

industrystandards.Additionally,theprivatepartner,inconjunctionwiththeStateandNJHSU,

mustagreetoarationalizationofservicesprovidedbyUHthatallowsthehospitaltomeetits

obligation toNewark,EssexCounty and the region.Only after thearrayof services thatUH

must provide has been identified and agreed to by the partnership should any additional,

significantoperationalchangesbemadebytheprivatemanager.

ItistheCommitteesviewthatthepublicprivatepartnershipdescribedherewillallowUH,over

time, topreserveandenhance its roleandmission,whichshouldbeasahubofhealthcare

deliveryinNewarkandtheprimaryteachinghospitalforNewarkbasedmedical,dental,nursing

andother

students

in

health

related

professions.

SuchapartnershipwillallowNJHSUtofocuson itsacademicenterprisewithoutthe financial

drainUHhasbecome.


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19

CollaborationBetweenNewJerseysNewarkbasedInstitutionsofHigherEducation

The Committee recommends that institutions of higher education inNewark should expand,

commit to andformalize an existing butfaltering collaborative enterprise to enhance their

programsandservicesaswellaspositivelyaffectthecityseconomic,culturalandeducational

future.

Yearsago,RutgersUniversityNewarkandtheNewJerseyInstituteofTechnology(NJIT),Essex

County College (ECC) and theUniversity of Medicine andDentistry of New Jersey (UMDNJ)

createdaninformalcollaborativeenterprise,knownasCHENtheCouncilforHigherEducation

in Newark by force of leadership at the institutions. CHEN sought to serve the host

community,Newark.Byallaccounts,CHENservedanimportantroleinthe1970s,80sand90s,

butitwasnotinstitutionalizedinthesensethatlongtermstrategiesandagreementswereput

in place to transcend institutional leadership. As that leadership moved on, CHEN has not

sustainedandbuiltonitspromisingstart.Indeed,CHENhasbecomeamorelimitedoperation

as these institutions have withdrawn their intellectual and time commitments to it. This

withdrawalis

due

to

various

reasons.

Among

them

are

unresolved

institutional

realignment

discussions that have caused potential collaborators to assume more internal postures.

Additionally,amoreautonomousand largelyeffectiveStategovernance structure forhigher

education that leaves substantially all decisionmaking with the institutions, while a

considerablebenefit forhighereducation inmanyareashas lefta leadershipvacuum in this

particular area. Declining State financial support for higher education also has affected the

degree to which institutions feel they can effectively and responsibly participate in such

collaboration.

Newarkisinsomerespectsacollegetown,withmanyinstitutionsofhighereducationsuchas

Rutgers,UMDNJ,NJIT,ECC,SetonHallUniversitySchoolofLawandBerkeleyCollege.Thecity

attractstalented

students

and

accomplished,

innovative

faculty.

The

existing

educational

infrastructure shouldbeable todoevenmore tohelp thecityand regionwith itseconomic

developmentobjectivesandtoprovideintellectual,problemsolvingleadership.

ItistheCommitteesviewthatthefurtherdevelopmentofCHEN,throughaformal,longterm

andcollaborativearrangementamongthepublic institutionsofhighereducation inNewark

andperhapsothers aswell isnecessary. Through suchdevelopment, those affiliatedwith

these institutionsmightcometogether,aspermanentanchorsand intellectual leaders in the

city,togreatlyaffectNewarksfutureinmanypositivesways.

The Committees view is that this collaboration must be an academic and research driven

collaboration,moving

beyond

the

vestiges

left

in

Newark

today

from

previous

efforts.

While

transportation forstudentsandcampussecurity,aswellasother logisticalcollaborationsare

importantandindeedessential,theCommitteesviewisthatthereisthecapacityinNewarkfor

muchmoreextensive academic, research and clinical collaborationbetween and among the

citys institutions of higher education as well as other important institutions public and

privateinthearea.


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20

Such collaboration will retain existing institutional autonomy in Newark while allowing for

enhanced interactions in teaching and research among the key institutions faculty and

students.Such collaborationsenhance the leverageofallparticipating institutions througha

sharingofhumanandphysicalresourcesandamorerobustcapacitytoexploitcollaborations

amongresearchersandkeyNewJerseyindustriesopeningapotentiallysustainablepathway

tocommercialization

of

innovation

while

also

providing

the

maximum

opportunity

for

students

in the city to benefit fully from the substantial public investments in higher education in

Newark.

Incitiesandregionsacrossthecountryhostcommunitiesandregionsarederivingsignificant

socialandcultural,medicalandeducationalbenefits.Newarkshouldbeamongthem.

TheCommitteealsobelievesthatthehealthcaresystemultimatelychosentopartnerwiththe

StateandUniversityHospitalcouldalsoplayakeyroleinthiscollaboration,bringingarefined

levelandperspectiveofclinicalpracticeandtrainingthatcouldexpandthevisionofwhatmight

beaccomplished.

Tomakethispursuitsuccessful,strategicleadershipmustbeexertednotonlyattheuniversity

andcollegelevelbutalsofrompolicymakersinTrenton.NewJerseymustconsiderhowbestto

incentivize new and existing collaboration through policy decisions, such as targeted

investmentforspecificresearchanddevelopmentinitiatives.


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21

TheSchoolofOsteopathicMedicine

TheCommittee recommends that theSchoolofOsteopathicMedicinebecomea substantially

autonomousunitwithintheNewJerseyHealthSciencesUniversity.

TheCommitteeacceptsthepremisethattheSchoolofOsteopathicMedicine(SOM)canfulfill

itseducational,

research

and

clinical

care

roles

only

within

apublic

research

university.

It is the Committees view that this arrangement allows SOM to advance important

relationshipswithhealthcaresystemsacrosstheStateandparticularlyinsouthernNewJersey,

as well as avail its faculty of opportunities to provide diverse training to students through

interdisciplinary instructionandcollaborationwithhealthsciencesfacultyfromotherareasof

the university. Such an arrangement is optimal for faculty, medical students, patients and

hospitals.IthasclearlyservedSOMwellinits35yearsofexistence.

That said, it is also the Committees view that SOM is a strong, vibrant enough academic

enterprise that within the New Jersey Health Sciences University, Rutgers or the expanded

RowanUniversity

recommended

in

this

report,

it

would

function

well,

continue

to

serve

its

role

andservetheresidentsofthisState.Thispointofdeliberationwasamongthosemostdebated

withintheCommittee.Therewere,intheCommitteesview,threedistinctpotentialalignments

forSOM,allofwhichfoundtheschoolsuccessfullyoperatingwithinauniversityconstructfrom

whichitmightdrawacademicsupportandcollaboration:

RutgersUniversity RowanUniversity NewJerseyHealthSciencesUniversityRutgersUniversityistheStatesonlycomprehensiveresearchuniversityandiswellpositioned

toaccept

SOM

as

an

academic

unit

within

the

larger

university.

And,

particularly

in

light

of

the

impending integrationof theRobertWood JohnsonMedicalSchool (RWJMS)andothernew

components into it, Rutgers could be seen as a suitable destination, one embarking on a

stimulatingnewchapterinitsstoriedhistorymedicaleducationandresearch.

RowanUniversityinitsnew,expandedconstructasrecommendedlaterinthisreportpresents

an interestingopportunityas it relates toSOM,one theCommitteebelievesmightserve the

medicalschool,andtheState,well.IntegratingSOMwithRowanmakesgeographicalsenseand

would add an established, successful enterprise to an expanded university proposed in this

report to attain public research university status under New Jersey law. This construct has

genuine

potential,

in

the

Committees

view.

Attaching

SOM

to

the

expanded

Rowan

University

couldbeakeyingredientthatmighthelppropelRowanswiftlytowardthegoalarticulatedhere

by the Committee: A comprehensive public research university operating in southern New

Jersey.

NJHSUprovidescontinuityforSOM,animportantfactortotheCommittee,whichbelievesthe

school is a verypositive forcewithin the Statesmedicaleducation andhealth caredelivery

regime whose impact must be sustained. This alignment also provides for continued


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22

collaboration andpartnershipswithin an importanthealth sciencesuniversity inNew Jersey

and allows SOM to continue existing interprofessional educational tracks with the various

Newarkbasedschools.

TheCommitteeiscompelledtonotethatwhileNJHSUwillbecomeatransformedentity,there

is

potential

for

old,

cumbersome

administrative

arrangements

to

flourish.

This

must

not

be

permittedtoimpedeSOMscontinuedprogress.TheCommitteebelievesthatadecentralized,

substantially autonomous role as the Committee has defined it will prevent this from

happening to SOM. It is the Committees view, as well, that any move toward increased

autonomymustcarrytheexpectationofa levelof improvedefficiencyandeffectivenessthat

would allow for strategic flexibility and require increased accountability, both in academic

achievement,researchand,indeed,inbusinesspracticesandaffiliationagreements.Itwouldat

thesametimeclearlysimplifytherelationshipwiththesponsoringuniversitycomparedtothe

existingrelationshipwithUMDNJ.

TheCommitteebelievesthis fundamentalchange in theschoolsrelationshipwith thehealth

sciencesuniversity

as

awhole

will

help

drive

SOM

to

continue

to

achieve

and

remain

avery

positiveforceintheState.


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MedicalEducationDeliveryinSouthernNewJersey

TheCommitteerecommendsthatRowanUniversityandRutgersUniversityCamdenuniteunder

theRowanname,providingsouthernNewJerseyacademicandhealthcaredeliveryleaderswith

anacceleratedopportunitytosupportCooperMedicalSchoolofRowanUniversityanddevelop

a

comprehensive

public

research

university

that

benefits

the

region

and

the

State.

The Committee notes that, across the nation, medical education and training programs

anchored to robust researchprogramming and supportedbyotheruniversitybasedpursuits

provide students and faculty significant opportunities to learn and progress, respectively, in

their training and professions, ultimately providing excellent care to those seeking it and

economicbenefittoaregionorstate.

Accordingly, the recent creation of CooperMedical School of Rowan University in southern

NewJerseydrewtheCommitteesattentionandinspiredindepthstudyofthemedicalschools

current status and what investments it requires to grow and succeed. By all accounts, the

medical

school

is

progressing

well

through

its

accreditation

process,

which

is

a

credit

to

its

sponsors,includingtheState.Theschoolsfirstclassof50studentswillenterintheFallof2012

and each incoming class thereafter will increase by 10 students until all classes seat 100

students,foratotalpeakenrollmentof400.

Today,southernNew Jerseyhastheelementsneededtosupportthemedicalschoolbut it is

theCommitteesview that current institutionalalignmentsdonot allow for thoseelements

bestuse.Theregionboastsstrongundergraduateandgraduateprogramsofferedbytwogood

universities,RowanUniversityandRutgersUniversityCamden.

OnlyRowansprogramsarecurrentlyconnectedtoCooperMedicalSchool.

Tomeet

the

medical

schools

future

needs

and

the

higher

education

and

workforce

and

economic development needs of this growing region in the most expeditious, responsible

mannerpossible,theCommitteesviewisthatafullintegrationofRutgersCamdenintoRowan

Universityshouldbeundertaken.This integrationshould include the lawschoolandbusiness

schoolatRutgersUniversity inCamden. Itmustbecarriedout inamanner thatprotectsthe

criticalacademicinterestsofallstudents.Itisthebestandmostefficientmeansofgettingthe

most from existing programs and educational capacity in the region while also enhancing

Rowansprogramsandlayinganimportantbuildingblocknotonlyforthedevelopmentofthe

medical school but also, in the Committees view, forproviding the elementsnecessary for

Rowantobecomeacomprehensivepublicresearchuniversity.

Inaddition, it is theCommitteesview that theexpandeduniversity shouldbe calledRowanUniversity,based inGlassboro.Moreover, it is theCommitteesview thatRowanUniversitys

BoardofTrusteesshouldbeexpandedtosuitthefiduciaryneedsofthisexpandeduniversity.

While theCommitteedoesnot recommend a specificnumberofnew trustee seats, itdoes

believe that theexpansionshouldputRowansBoard in linewith thoseatotherNew Jersey

publicresearchuniversitiesasdefinedbyNewJerseyhighereducationstatutesandregulations.


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24

In this model, Rowan University, ultimately, would be a twocampus institution with

undergraduateandgraduateprogramsofferedonbothGlassboroandCamdencampuses.This

modelwillallowmedicalandhealthsciencesstudentsandfacultytointegratewiththeCooper

MedicalSchool,theCooperCancerCenterandother,Camdenbasedresearch institutes,such

as theCoriell Institute forMedicalResearch.The cancer center inCamden isamong the life

sciencesresearch

hubs

where

the

Committee

believes

opportunities

for

medical

school

faculty

and student collaborations with key New Jersey industries exist. These hubs exist in New

Jerseysthreeregions:theCooperCancerCenterinCamden;theCancerInstituteofNewJersey

inNewBrunswick,whichisamongonly40NationalCancerInstitutedesignatedComprehensive

CancerCentersinthecountry;and,thePublicHealthResearchInstituteinNewark.

It is important to note that the Committee recognizes the considerable complexity of this

recommended realignmentandacknowledges thatan integrationof thismagnitude,coupled

with concurrently growing a medical school, is a formidable task. However, it is the

Committeesviewthat ifresources, leadershipandpublicsupportcoalescearoundthesetwo

projects, thebenefits for themedical school, thepeopleof the region and the Statewillbe

significantand

durable.

Integrating

these

existing

higher

education

institutions

will

increase

researchcapacityandspurthecontinuedvitalityofaregionnolongersupportedbyhistorical

strengths in manufacturing and agriculture. Furthermore, undertaking and completing this

realignmenthasthepotentialtohelptostoptheannualescapetootherstatesofthousandsof

studentsandpatients,andmanymillionsinclinicalresearchinvestmentdollarsfromkeyNew

Jerseyindustries.

Over time theexpandeduniversitycanbecomeanadditionalcomprehensivepublic research

university inservicetotheStateandregion.Thisprocessshouldbestarted immediately.The

expandeduniversityshouldbegrantedpublicresearchuniversitydesignationfromtheStateto

afforditsimilarpowersandstatutoryprivilegesthatareaffordedtoNewJerseysotherpublic

research universities. Rowan should be expected to build the capacity to compete for andreceivefederalandprivatesectorresearchgrantsthatwilldrivetheuniversity,anditsmedical

school,tonewdistinction.

Thisnewalignmentwouldintimecreateaneducationalandeconomicforcefortheregionand

theState.

In seeking all that is possible through this recommended realignment, the Committeemust

reemphasize that university, State and other leaders should undertake no action during

implementation thatwillputat risk thecriticalacademic interestsofcurrentstudents inany

way. Careful planning will be necessary to ensure that accreditation for all programs is

sustained.

Indeed,theCommitteesviewisthatRowanandRutgersCamdenprovidethenecessarycourse

offeringstostudentsinexistingfacilitiestosupporttheintentofthisrecommendation,whichis

to foster the development of the Cooper Medical School specifically, and the education,

trainingandhealthcaredeliveryneedsoftheregiongenerally.Thisrecommendationcallsfor

thecurrentcomponentstobeintegratedsoastoincreasethequalityofexistingprograms.


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This vision for southern New Jersey is aggressive and challenging. With an appropriate

allocation of resources, a strong Boardof Trustees and presidential leadership, aswell as a

commitmentatall levelstosuccess,thisvision isentirelyachievableand indeedafoundation

forvibrantgrowththatwillbenefittheregionandtheState.

In

the

Committees

view,

investing

in

and

developing

medical

education,

higher

education

and

the economy of southern New Jersey will promote vitality for the State as a whole. This

opportunity to invigorate the regionaleconomy througha renewedcommitment tostudents

and the higher education system is unprecedented. Integrating these entities into one

universitywillcreatethefoundationtheCommitteebelievesisneededtoensurethesuccessof

programsandstudents,patientsandgraduatedprofessionals.

In crafting this recommendation, the Committee has considered varied viewpoints of the

academic communities in southern New Jersey, from the students and alumni, faculty and

leadersofRutgersCamdenandRowanUniversity,theSchoolofOsteopathicMedicineat the

UniversityofMedicineandDentistryofNewJerseyandCooperHospital,aswellastheCooper

MedicalSchool

of

Rowan

University.

With

such

notable

and

numerous

communities

involved,

avarietyofviewsregardingthefutureofthisacademiccommunityexist.TheCommitteesview

isthatthestatusquodoesnotcreate theenvironmentnecessarytosatisfytheregionsbest

interest.AnexpandedRowanUniversity, ifproperlyresourcedand led,willovertimeprovide

the potential to offer exceptional educational options, including the potential to attract

additionaltopstudentsfromallregionsoftheState.Moreover,itwouldanchortheacademic,

socialandeconomicdevelopmentofCamdenandtheregion.

TheCommitteeacknowledgesthatthisrecommendationisnotaconventionalchoice,butitis

an opportunity for groundbreaking, beneficial change, representing what the Committee

believes isthebest foundation forasuccessfuleducationalandeconomic futureofsouthern

NewJersey.

To

successfully

integrate

these

institutions

while

at

the

same

time

commencing

the

operationofanewmedicalschoolwillrequirewisdom.Theserecommendationswilltaketime

and enormous effort to enact, this much is clear. As far as the Committee can ascertain,

completingthisundertakingwouldbeanunprecedentedtask.

With the proper resources, leadership and support from State government, it is the

Committeesviewthatsuccessispossibleandthattheprizeisworththeeffortofallconcerned.


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RECOMMENDATIONSFROMTHECOMMITTEESINTERIMREPORT (September21,2011)

The Robert Wood Johnson Medical School, the School of Public Health and the Cancer

InstituteofNewJersey

ShouldRobertWoodJohnsonMedicalSchoolandtheSchoolofPublicHealthbemergedwith

RutgersUniversitys

New

Brunswick

Piscataway

campuses?

The Committee believes the case for such a reorganization is strong and affirms the

recommendationoftheGovernorsTaskForceonHigherEducation(Kean,2011),which,infull,

reads:

RobertWoodJohnsonMedicalSchoolandtheSchoolofPublichealthshouldbemerged

withRutgersUniversitysNewBrunswickPiscatawaycampusestoestablishafirstclass

comprehensiveuniversitybasedhealthsciencescenter.(pp.66)

WealsobelievethattheCancerInstituteofNewJersey(CINJ)shouldbemergedsimilarlywith

RutgersUniversity

in

New

Brunswick.

CINJ now situated within the Robert Wood Johnson Medical School (RWJMS) should

becomeaunitdistinctfromRWJMSandbeplacedwithinRutgersUniversity;itsdirectorshould

have thesame levelofdirectreportingandauthorityas thedeanofRWJMS.Going forward,

CINJshouldremainastatewideasset. Itspresence inallregionsoftheState issignificantand

essential.

ThecurrentsituationwithrespecttohighermedicaleducationinNewJerseyisuniqueinmany

aspects. While New Jersey has the largest health sciences university in the country with

numerousdistinguishedfacultyandstudents,inrecentdecadestheUniversityofMedicineand

Dentistryof

New

Jersey

(UMDNJ)

has

faced

many

difficult

challenges.

Some,

the

Committee

believes, are the result of a very challenging administrative structure describedwell by the

GovernorsTaskForceonHigherEducation(Kean,2011):

As presently configured, UMDNJs central administration is seen by many as

organizationally cumbersome and adversely affected by a bureaucratic approach,

politicalintervention,andexpedientfinancialdecisions.(pp.64)

IntheCommitteesopinion,basicchanges intheorganizationandgovernanceofRWJMS,the

School of PublicHealth (SPH) and CINJ will provide a much more promising foundation for

achievinggreaterdistinctionoftheseunitsandRutgersUniversity.

It isourview that thecurrentorganizationaldividebetweenRutgersUniversity,andRWJMS

and SPH is an obstacle to collaboration of the magnitude New Jersey should expect and

demand from academic research entities engaged in activities that should complement and

enhanceeachother.

The Committee recognizes that a level of collaboration exists today, for example, among

Rutgers University, RWJMS and SPH, including nearly a dozen fulltime joint faculty


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27

appointments.Additionally,inFY2011,RutgersUniversity,andRWJMSandSPHsubcontracted

numerous researchgrants to theother.RutgersandCINJhave similarcollaborations. Other

collaborations find Rutgers University, RWJMS and SPH offering a number of graduate

programsjointly.The twouniversitiesalsojointlymanage twomajor research institutes: the

Center for Advanced Biotechnology and Medicine (CABM) and the Occupational Health

SciencesInstitute

(EOSHI).

But institutional disparities continue to impede the full potential of collaboration that the

Committeeenvisions.Researchprotocol,standardsandotherdistinctrequirements,aswellas

operational and administrative distinctions ranging from facility access to differences in

stipendspaidtoresearcherswithsimilarexperienceandeducationsworkingonjointprojects

are,infact,significantobstacles.

In short,barriersnot intentionally imposedby either institutionbut that inherently existby

virtueofanorganizationaldividehindercollaboration.

Moreover,

we

have

to

acknowledge

that

despite

a

great

deal

of

effort,

UMDNJs

reputation

andability torebuildandenhance itsprograms inaperiodof resourceconstraintshasnot

recoveredfromfraudandabusebyindividualswhohavesinceleftUMDNJ,thedetailsofwhich

are well known. While UMDNJ has made important and significant strides in restoring the

integrity of its programs, serious losses in faculty and senior administrative personnel have

beenverydifficulttoreplace. Indeed itseemsclearthatthepresentorganizationofUMDNJs

substantial assets is unlikely to be the best structure to maximize the effectiveness of the

States investment in medical, dental, nursing and health sciences education, associated

researchandhealthcare.UMDNJsconstituentschoolscontainmanydistinguishedfacultyand

programs and The University Hospital (UH) provides much needed health care services to

residents of Essex County and surrounding communities. However, it is the Committees

judgmentthat

there

are

strong

arguments

for

aset

of

new

and

revitalized

institutional

and

organizationalaffiliationssince itwillbeverydifficultforUMDNJas itcurrentlyexiststoever

fullyrecoveritsreputation.

The historic accumulation of inappropriate practices, the resultant negative goodwill and a

cumbersomeadministrative structure continue to represent aburdenboth to themoraleof

UMDNJsmanytalentedstaffandtoUMDNJscapacitytocontinuetoenhanceitsprograms.

TheCommitteehasreluctantlyconcludedthatthis isthecaseevenafterenormousefforton

the part of UMDNJ and particularly its current Board of Trustees to comply with the

requirementsofa federalmonitor from2005 through2007and, subsequently, theongoing

CorporateCompliance

Agreement

(2009)

between

UMDNJ

and

the

Office

of

the

Inspector

GeneralwithinthefederalDepartmentofHealthandHumanServices.

UMDNJsBoardofTrusteesistobecommendedfortheirthoughtfulnessanddiligenceinthese

andotherregards.

Nevertheless, to fully realize the substantial human capital resources it retains as well as

maximize the impactof thepublic resources invested inmedical,dental,nursing andhealth


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28

sciences education, associated research and health care, the burdens of UMDNJs history

render itscurrentorganizationalstructure inadequate. In this respectwebelieveagood first

step istosupporttherecommendationoftheGovernorsHigherEducationTaskForce(Kean,

2011)withrespecttoRWJMSandSPHand,concurrently,toelevateCINJasadistinctreporting

unitwithinRutgersUniversity.Thegeographicproximityofthesespecificpublicassetstoeach

otherprovides

aseries

of

potential

opportunities

that

have

not

been

realized

in

their

current

organizationalstructure.

WhiletheCommitteebelievesthattherecommendedinstitutionalrealignmentofRWJMS,SPH

and CINJ presents a number of significant opportunities, it will remain a challenge to fully

realizetheseopportunitiesevenundertherecommendedmodel. Inspiteofthosechallenges,

the potential benefits are real andwouldprovide anew and excitingopportunity for these

schoolsandprogramsandfortheState.ItistheCommitteesviewthatthismergerhasthe

potentialtosubstantiallyenhancetheprogramsofallpartiestothisreorganization.

More than anything else, the future success of this reorganization will depend on the

commitmentand

leadership

exerted

by

Rutgers

University,

its

Board

of

Governors

and

Board

of

Trustees,andtheleadersofRWJMS,SPHandCINJ,inconjunctionwiththeState.Withoutthat,

theprospectofnew,expansivecollaborativeopportunitieswillremainonlyprospects.Withit,

thepotential canbe realized to compete foraccess to important clinical trials,majormulti

disciplinary federal grants and increasingly important industry research and development

dollars, generating medicallyoriented intellectual property, fostering the creation of new

companiesandventuresandspawningprivatesectorjobgrowth.

We note the period of resource constraints in which higher education now exists. In this

environment, itwill likely be necessary to reconsider the allocationof existing resources to

meettemporaryandpermanentcostsassociatedwiththereorganization.Suchreallocationwill

requireadeft

touch,

vision

and

strategic

planning.

Itwill likelybe avery significant fiscaland technical challenge forRutgersUniversityand its

potentialnewpartnerstomeetexpectations,buttheCommitteebelievesitcanbeandshould

bedone.

TheCommitteeacknowledgestherelativetechnicalcomplexitythatareorganizationofthese

UMDNJassetsintoRutgersUniversitycreates.Issuesofafinancialandlegalnaturearisewhen

contemplating the implementation of this reorganization. Among the issues related to this

reorganizationtheCommitteewillcontinueto investigateas itprepares itsnextreporttothe

Governorinclude:

Bondcovenantsanddebtserviceattached,forexample,toUMDNJsPiscatawayandNewBrunswickinfrastructure

Lease Agreements between Rutgers University and UMDNJ in Piscataway and NewBrunswick

Afair,appropriateoverallallocationoftheStateoperatingappropriation


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Existing contracts between UMDNJ and unions representing personnel that are to betransferredtoRutgersUniversity

Existing tenureagreementsbetweenUMDNJand its facultywhoare tobe transferred toRutgersUniversity

ExistingclinicalsitesandaffiliatesoftheUMDNJassets inNewBrunswickandPiscatawaythat

are

to

be

transferred

to

Rutgers

University

AtimelineandplanforimplementationFinally,theopportunitythisspecificreorganizationoftheseparticularpublichighereducation

assetsinCentralNewJerseypresentstotheentireStateofNewJerseyshouldbeexercisedand

realizedassoonaspossible.AfinalvisionofwhattheCommitteebelievesisthebestpossible

organization and possible deployment of all UMDNJs considerable assets will only be

completedwhentheCommitteesubmitsitsfinalreport.


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TheNewJerseyInstituteofTechnology(NJIT)

ShouldNJITstartitsownmedicalschool?

TheCommitteerecommendsthatNJITnotstartitsownmedicalschool.Inparticular,wedonot

favor NJITs plan to expand its current relationship with St. Georges University School of

Medicineto

offer

ajoint

M.D.

degree

with

the

Grenada,

West

Indies

based

institution.

The

Committee believes this proposed partnership will not inherently improve the quality of

medical training that is available today at New Jerseys medical schools. We believe it is a

divergencetoofarfromtheschoolsprimarymission.AsNewJerseyslonetechnicalresearch

focused public institution, NJIT should seek to achieve a comparable level of academic

excellenceachievedbythepremiere technologyeducation institutionsofhighereducation in

the country. The Committees view is that the school should allocate its resources and

intellectual capital in amanner that improvesexisting areasof academic training toprotect

against diluting its mission through academic expansion into areas of academic training for

which,atthistime,itisnotsuited.

TheCommitteeacknowledgesthatsomemightargueourrecommendationtounitetheRobert

WoodJohnsonMedicalSchool,for instance,withRutgersUniversity isadivergencefromthat

schools focus. The Committee disagrees. Rutgers University currently offers numerous

programs, includingbiology,chemistry,pharmacology, lifesciencesandotherresearchareas,

that imply a strong strategic and synergistic benefit from expanding its scope into medical

educationandtraining.

NJITholdsaunique, importantplace inNewJers

Download - UMDNJ Advisory Committee Final Report

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