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8/3/2019 UMDNJ Advisory Committee Final Report
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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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ii
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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v
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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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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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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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
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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
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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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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
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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
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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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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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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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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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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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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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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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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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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