Academic Master Plan:
Assessing Our Impact
Designing the Plan
Since 2021, the Rutgers–New Brunswick Academic Master Plan has served as a roadmap for institutional progress, outlining a vision for a modern public university that prepares students to address society’s most pressing challenges and lead in a rapidly changing world.
Developed through months of collaboration and designed to focus the university’s efforts, the Academic Master Plan has laid the foundation for progress across Rutgers–New Brunswick. Through its guiding principles, the university has strengthened its commitment to academic excellence, inclusive research, and service to the common good.
Grounded in four core pillars, Scholarly Leadership, Innovative Research, Student Success, and Community Engagement, the Academic Master Plan has shaped how Rutgers–New Brunswick teaches, researches, and serves. It has also reinforced the role of a public university in advancing knowledge, expanding opportunity, and improving lives on campus and beyond.
Across the university, faculty, students, staff, and alumni are putting institutional priorities into action through discovery, teaching, service, and community engagement. Together, they are helping move Rutgers–New Brunswick forward with purpose and momentum.
Timeline
July - September 2021
- Engaged campus academic leaders in a universitywide effort to evaluate academic strengths, identify emerging opportunities for growth and improvement, and outline strategies for advancing institutional goals.
August - November 2021
- Conducted extensive qualitative and quantitative research to better understand institutional strengths and areas of opportunity. Surveys distributed to faculty, staff, and students generated nearly 4,000 responses from across the Rutgers–New Brunswick community.
November - January 2022
- Established academic priorities and proposed programs designed to advance excellence, student experience, innovative research, inclusive pedagogy, and public service.
Spring 2022 - Summer 2026
- The Academic Master Plan is launched and implemented across Rutgers–New Brunswick.
These coordinated efforts laid the foundation for translating institutional priorities into sustained, aligned action. By strengthening collaboration, investing in people and ideas, and enhancing the student and research ecosystem, Rutgers–New Brunswick established the conditions necessary for meaningful progress. The results of these efforts are reflected in the outcomes and impacts that follow.
Laying the Foundation
University leadership launched a series of strategic initiatives, task forces, and institutional reforms designed to strengthen coordination and improve systems to support growth across the plan’s four pillars. These efforts created the administrative anchors that now underpin many of Rutgers–New Brunswick’s most significant institutional measures and areas of growth.
Academic and Research Initiatives
Chancellor Challenge
The Chancellor Challenge emerged as a signature administrative anchor to advance the university’s highest-priority research domains, including climate change, data science and cyber infrastructure, behavioral health and equity, and seed funding for emerging ideas. Through periodic campus-wide calls for proposals, it supports transformational, interdisciplinary projects that align with the university’s Academic Master Plan by providing funding, development support, and opportunities for collaboration across disciplines. Since its launch in 2022, the Chancellor Challenge has catalyzed innovation and produced impactful outcomes, including support for initiatives such as the Rutgers Climate and Energy Institute (RCEI) and its Wind Energy Test (W.E.T.) Center Project, the Cluster on Data Science and Artificial Intelligence (CDSAI), and the RU Engaged Service-Learning Byrne Seminars with Integrated Alternative Spring Breaks.
Discovery Advantage
Discovery Advantage is the result of coordinated task force and working group efforts as a cornerstone administrative anchor focused on transforming the undergraduate student journey and strengthening outcomes from entry through graduation. The Discovery Advantage Steering Committee, convened in Fall 2022, was comprised of nearly 200 Rutgers–New Brunswick faculty, staff, and students. The committee's final report, issued in 2024, outlined a comprehensive series of recommendations to enhance student success. In response, through aligned investments in academic support and mentoring, well-being and belonging, and career preparedness—alongside expanded advising networks, experiential learning opportunities, wellness initiatives, and integrated systems for assessment and engagement—Rutgers–New Brunswick is building a more unified and responsive student support ecosystem that continues to evolve to meet student needs.
Chancellor Signature Initiatives
The Chancellor Signature Initiatives—including the Life Sciences Alliance Provost Strategic Task Force, the Rutgers Climate and Energy Institute (RCEI), and the Rutgers Artificial Intelligence and Data Science Collaboratory (RAD Collaboratory)—reflect a coordinated effort to advance interdisciplinary research and deepen collaboration across the university and with external partners. Together, they connect faculty, students, and collaborators around shared strengths in life sciences, climate and energy, and AI and data science, with the RAD Collaboratory further supporting responsible innovation through cross-departmental research, fellowships, workshops, and seed funding. Together, these research hubs enhance Rutgers–New Brunswick’s capacity to address complex societal challenges while extending its academic and public impact in alignment with the Academic Master Plan.
ScarletWell
ScarletWell was created following the work of the ScarletWell Task Force, which was convened in Fall 2022 to assess Rutgers–New Brunswick’s wellness initiatives, benchmark them against peer institutions, and identify opportunities for stronger coordination and support. The Task Force’s final report informed the establishment of ScarletWell and the appointment of a Chief Wellness Officer and Director of ScarletWell. Guided by the 8 Dimensions of Wellness model, ScarletWell provides programs, resources, and initiatives that support the wellness of the Rutgers–New Brunswick community. Since its launch, ScarletWell has helped to foster a vibrant community for all, facilitate a sense of connection and belonging, and ensure that Rutgers serves as a national model for an educational and work environment that prioritizes mental health and wellness.
Experiential Learning
The role of Vice Provost for Experiential Learning was established following the work of the Working Group to Enhance Experiential Learning for Undergraduate Students at Rutgers–New Brunswick, which was convened in Fall 2021 as part of the Academic Master Plan planning process. The group’s final report provided recommendations that led to the creation of the inaugural position. The Vice Provost for Experiential Learning collaborates with partners across Rutgers–New Brunswick and universitywide to expand high-impact experiential learning opportunities, increase student access by reducing financial and logistical barriers, and strengthen the assessment and tracking of student participation and outcomes. Since its creation, the position has advanced a more coordinated institutional approach to experiential learning, helping to broaden opportunities for students while improving the university’s ability to measure and enhance the impact of these experiences on student success.
Transfer Policies and Practices
The Committee on Transfer Policies and Practices was convened in Fall 2022 as part of Rutgers–New Brunswick’s efforts to better meet the evolving needs of its transfer student population. The committee developed a final report with recommendations and strategies to improve transfer persistence, retention, graduation, and students’ connection to the Rutgers community. In Fall 2024, those efforts led to the development of the Dual Admission program, a partnership between Rutgers–New Brunswick and Middlesex College. Through this program, students begin at Middlesex College and, upon successful completion of their associate’s degree, are guaranteed admission to Rutgers–New Brunswick, creating a clearer and more supportive pathway to a Rutgers degree.
Honors School Integration
The Honors Integration Committee was convened in Spring 2024 to develop recommendations for integrating the Honors College and the three school-based honors programs into a unified honors experience; its work informed the redesign of the Honors College and guided implementation efforts during the 2024–25 academic year. The reimagined Honors College brings together the Honors College, the Engineering Honors Academy, and honors programs in the School of Arts and Sciences and the School of Environmental and Biological Sciences to provide a more cohesive and enriching experience for high-achieving students while preserving the legacy and strengths of each program. Launched in Summer 2025, the new Honors College represents a significant step toward strengthening collaboration across honors communities and expanding opportunities for academic engagement, leadership, and student success.
Institute for Teaching, Innovative, and Inclusive Pedagogy (TIIP)
The Task Force for the Institute for Teaching, Learning, and Inclusive Pedagogy was convened in Fall 2022 to identify ways to strengthen support for effective and inclusive teaching at Rutgers–New Brunswick; the task force developed a final report whose recommendations led to the creation of the Institute for Teaching, Innovation, and Inclusive Pedagogy (TIIP) in Fall 2024. TIIP serves as a hub for instructors by advancing instruction, fostering student learning and academic thriving at Rutgers–New Brunswick, and providing programs, services, and resources that support innovative and inclusive pedagogy. Since its launch, the institute has expanded opportunities for instructor development and collaboration through initiatives such as the Student Pedagogical Partner Fellowship, the Course Design Institute, and teaching communities and networks, helping to strengthen teaching and learning across the Rutgers–New Brunswick community.
Center for Faculty Success
Established in Fall 2023, the Center for Faculty Success supports faculty across the full span of their careers with opportunities for development, advancement, leadership, and recognition. Since its launch, it has promoted faculty success, leadership, and excellence through a variety of inclusive professional development support and works in conjunction with campus, university, and external partners to support the growth and development of faculty. The Center for Faculty Success’ signature programs include the Lecturer Welcome and Orientation, Pathways to New Faculty Success, Provost Leadership Fellows for Faculty Advancement, and the Faculty Excellence Awards.
Data and Infrastructure
Inaugural Associate Vice Chancellor for Data Strategy
The inaugural Associate Vice Chancellor for Data Strategy role was established in the Chancellor's Office in 2025. The Associate Vice Chancellor for Data Strategy enhances data-informed decision-making efforts, provides strategic vision for future initiatives, serves as the principal liaison and point of contact between the Central data offices and Rutgers–New Brunswick, and gathers and coordinates emerging data needs from the schools and units.
Student Success Dashboards
Following the Discovery Advantage planning effort, a Student Success Dashboards Working Group was formed to implement recommendations from the committee’s report, including the development of data dashboards that identify actionable opportunities to support student progress and success. The working group develops and maintains dashboards that provide detailed insights into retention, graduation, and student progression, enabling academic leaders and advisors to better understand where students encounter challenges. Since its creation, the group has developed a suite of retention and graduation dashboards, expanded the university’s approach to retention analysis by tracking student progress semester by semester, and is building real-time dashboards that will help measure and strengthen efforts to improve student outcomes.
Navigate360 Academic Advising Platform
Building on the successful use of the Navigate360 academic advising platform across several Rutgers–New Brunswick schools and units, a campus-wide effort was launched during the 2025–26 academic year to onboard all advising offices from admitting schools onto a single platform. Navigate360 provides a streamlined and consistent advising experience for undergraduate students while equipping advisors with enhanced reporting tools and real-time insights to monitor student progress, identify potential challenges, and coordinate support. Since the launch of the campus-wide initiative, all advising offices from admitting schools have been integrated into the platform, and significant system enhancements have expanded reporting capabilities, laying the foundation for a broader student success ecosystem that will provide a comprehensive, 360-degree view of students across advising and support units.
Degree Audit Review
During the 2025–26 academic year, a university-wide committee was charged with identifying a replacement for Rutgers–New Brunswick’s degree audit software while also examining the broader academic course planning and degree progress ecosystem that emerged from the Academic Master Plan and Discovery Advantage efforts. The committee is evaluating the policies, processes, and systems that support academic course planning with the goal of transforming the technical infrastructure that guides students from enrollment to graduation.
Community Engagement
RCommunity
The RCommunity engagement portal, hosted on the GivePulse platform, was launched in 2024 to provide Rutgers–New Brunswick students, faculty, and staff with a centralized platform to find, organize, and promote engagement on- and off-campus. Since its implementation, RCommunity has strengthened the university’s ability to capture and showcase the breadth of its community engagement impact.
Publicly- and Community-Engaged Scholarship and Research Task Force
The Publicly- and Community-Engaged Scholarship and Research Task Force was convened in Spring 2023 to clarify and strengthen our collective understanding of publicly/community-engaged scholarship and to provide recommendations on how to document publicly-engaged activities in tenure and promotion packets. The task force’s final report provided a framework for defining and assessing publicly-engaged scholarship, outlined recommendations for tenure and promotion review practices, and emphasized the importance of community-engaged research as part of Rutgers’ mission and Academic Master Plan.
External Recognition
External validation has reinforced the merits of our strategy. In July 2024, Rutgers–New Brunswick was designated as an Innovation and Economic Prosperity University by the Association of Public and Land-grant Universities, a prestigious honor recognizing our commitment to maximizing the economic and community engagement impact of the institution. And in 2026, the university earned the Carnegie Community Engagement Reclassification from the American Council on Education and the Carnegie Foundation for the Advancement of Teaching, our third recognition since 2010.
Promoting Academic Excellence
To strengthen scholarly leadership, the Academic Master Plan focused on faculty career progression, inclusive pedagogy, online course development, and community-engaged learning.
Goal
Elevate scholarly leadership by supporting collaborative research, advancing the public good, and expanding the impact of Rutgers–New Brunswick across the state and around the world.
Rutgers–New Brunswick is a globally recognized leader in research, scholarship, teaching, and community engagement. The Academic Master Plan builds on these strengths through strategies that support faculty excellence, expand instructional innovation, strengthen partnerships, and improve access for nontraditional students.
Impact Highlights
Strategic Curriculum Development
At the School of Arts and Sciences, a strategic curriculum development program provides incentives and structured support for faculty and instructors developing or redesigning online courses, with particular attention to courses that support diverse learners.
Since its launch in 2022, the program has supported the design or redesign of 20 online courses across the humanities, social sciences, life sciences, and mathematical and physical sciences, reaching more than 3,680 students.
Innovations in Student Wellness
ScarletWell, an initiative based on public health and prevention-focused approaches to mental health and wellness, was created for students, faculty, and staff. A Holistic Wellness Minor, the first of its kind in the country, integrates wellness principles into any career path and reinforces wellness as a transferable competency.
Minors elsewhere are mostly theoretical. Our courses focus more on skills and strategies for deliberately fostering wellness in all areas of our lives.
Joshua Langberg
Professor of Psychology, Graduate School of Applied and Professional Psychology & Chief Wellness Officer, Rutgers–New Brunswick
Expanding Thought Leadership
Rutgers Business School organized 17 national conferences in 2025 alone, attracting more than 2,300 scholarly and executive participants from around the world. Its flagship Innovations in Undergraduate and Graduate Business Education (IUGBE) conference convened deans from institutions including the University of California, Berkeley; Northwestern; the University of Pennsylvania; and Cornell to explore the future of business education.
More Impacts
To explore additional impacts in within the Scholarly Leadership pillar, review the highlights below or browse the full list of submissions (NetID required).
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The newly developed Minor in Spanish and Health builds on courses such as Spanish for the Health Professions and Spanish for Community Engagement and includes a faculty-led program in Oaxaca, Mexico. The program integrates health-focused coursework with immersive learning experiences in a region with deep ties to New Brunswick. Through the minor, students are prepared to serve Spanish-speaking communities in New Jersey and beyond.
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The Rutgers Network of Women Faculty in Engineering is a faculty-led initiative that supports professional growth, leadership development, and community among women faculty in the School of Engineering. Funded through a Rutgers Mutual Mentoring Grant, the program includes collaborative mentoring, leadership roundtables, and guest speaker luncheons featuring senior leaders in engineering and academia.
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In collaboration with the School of Public Health, the Graduate School of Applied and Professional Psychology developed a 12-credit online certificate program in Suicide Prevention, Practice, and Policy. The interdisciplinary program integrates clinical, organizational, workplace, public health, and policy approaches to suicide prevention and is taught by leading scholars in the field.
Students examine the economic, political, commercial, and social factors that shape suicide risk while preparing to support prevention efforts across health care, education, criminal justice, organizational settings, and media.
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Through the recently established Graduate Certificate on Workers' Rights, students learn about their own rights and the rights of other working people, including how rights have been expanded historically. They discuss how efforts to reduce rights today might be countered, or how to expand existing rights to more groups of employees. The program focuses on workers' rights in the U.S., while allowing opportunities to learn from international perspectives to inform change.
Fueling Research Innovation
To advance discoveries that address major societal challenges, the Academic Master Plan targeted recruitment and expanded support in key areas including climate change, cyber infrastructure and data science, and behavioral health and equity.
Goal
Strengthen Rutgers–New Brunswick’s capacity to address major challenges through research that advances the public good.
At Rutgers–New Brunswick, research is a public mission. As a leading R1 university, we are committed to generating knowledge that benefits New Jersey, the nation, and the world. Guided by the Academic Master Plan, Rutgers–New Brunswick is strengthening research through deeper collaboration, broader inclusion, and expanded interdisciplinary engagement.
Impact Highlights
Catalyzing Cross-Disciplinary Research
The university’s Machine Learning and Artificial Intelligence seed funding initiative accelerated breakthroughs in joint faculty research. By providing interdisciplinary teams with pilot funding, it enables researchers to generate early data, refine ideas, and compete for major external grants.
Supported projects have ranged from poverty mapping to whale conservation, sparking collaborations with partners including MIT, Microsoft, and the Bordeaux School of Economics, while attracting interest from the National Science Foundation, the U.S. Department of Energy, and Canadian federal agencies.
Empowering Emotional Literacy
At the Graduate School of Applied and Professional Psychology, researchers developed Say More, a conversation-based educational game designed to help people navigate complex mental and sexual health topics. Used in educational, clinical, and family settings, the game fosters communication and promotes emotional literacy.
Advancing Climate Collaboration
The Rutgers Climate and Energy Institute was launched to bring together scholars across science, policy, engineering, and the arts to develop collaborative solutions for a sustainable future. Through research grants, student fellowships, and other initiatives, the institute supports emerging scholars while expanding Rutgers–New Brunswick’s global research footprint.
Learn More About the Institute
More Impacts
To explore additional impacts in within the Innovative Research pillar, review the highlights below or browse the full list of submissions (NetID required).
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The New Jersey Healthy Corner Store Initiative is a food security research program led by the New Jersey Healthy Communities Network at Rutgers Cooperative Extension in collaboration with the New Jersey Department of Health, NJ SNAP-Ed, and community partners. The initiative supports local corner stores in low-income communities with resources and technical assistance to increase access to fresh, affordable food.
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COSMOS3 is an NSF-funded expansion of the COSMOS smart-city wireless research testbed, enabling experimental research on next-generation 6G networks. Hosted at WINLAB, the platform connects Rutgers–New Brunswick’s Busch Campus with Columbia University’s New York City testbed while integrating smart-city sensing capabilities. COSMOS3 expands Rutgers’ leadership in wireless networking and smart-city infrastructure research by supporting large-scale experimentation on emerging 6G technologies.
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The Rutgers University Center for Ocean Observing Leadership advances understanding of ocean systems, marine and coastal ecosystems, and fisheries through interdisciplinary research, technological innovation, and public engagement. The center develops new observing technologies, supports blue economy solutions, and prepares future generations of researchers and practitioners for a more resilient and sustainable future.
The center includes 10 core faculty members in the Department of Marine and Coastal Sciences whose work spans research, teaching, and community outreach at local, national, and global levels.
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The USDA NIFA NEXTGEN Animal Science Discovery Program is a summer experiential learning, career development, and scholarship initiative connecting LaGuardia Community College and Rutgers–New Brunswick. Through the program, students transfer to Rutgers–New Brunswick to pursue academic and career pathways in food, agriculture, veterinary medicine, and biomedical research at the School of Environmental and Biological Sciences.
Strengthening Student Support
Rutgers–New Brunswick is committed to building a beloved, diverse campus community where students thrive, opportunities are abundant, and debt is minimized.
Goal
Transform the student experience.
Guided by the Academic Master Plan, Rutgers–New Brunswick prioritized creating a welcoming, equitable, and supportive learning environment that promotes global competencies, cross-cultural engagement, and dialogue across a diverse student body. By emphasizing timely graduation, affordability, and high-impact learning, the university is preparing graduates to lead from day one.
Impact Highlights
Enhancing the Student Experience
The Discovery Advantage initiative was launched to strengthen the undergraduate experience through three areas of identified student need: academic support and mentoring; well-being and belonging; and career readiness.
To improve collaboration in student advising and support, the Annual Student Success Conference brings together faculty and staff from Student Affairs and Enrollment Management to share strategies and align student-focused efforts.
Improving Outcomes
With nearly 10% of the student body identifying as neurodivergent, the College Support Program, housed within the Rutgers Center for Adult Autism Services, works to broaden access, integrate mental health services, and provide training for faculty and staff.
These efforts aim to improve academic, social, and wellness outcomes for students with autism and ADHD, who have historically experienced lower graduation rates.
Centralizing Student Resources
A redesigned student success website was launched as a centralized entry point for student resources. Developed collaboratively with campus partners, the site features a custom backend that allows content owners to update information regularly, with automated prompts to support accuracy.
Early results show improved user engagement, longer visit durations, and more efficient pathways to needed services.
More Highlights
To explore additional impacts in within the Student Success pillar, review the highlights below or browse the full list of submissions (NetID required).
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The Student Employee Enrichment (SEE) Program supports the professional and personal development of student employees at Rutgers University by connecting meaningful on-campus work experiences with career readiness competencies. Through mentorship, skill-building, and reflection, the program helps students build career confidence and prepare for post-graduation success.
The SEE Program also provides supervisors with tools and training to create impactful student employment experiences that support student growth and professional development.
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The Grow@SEBS program is a student engagement platform that helps School of Environmental and Biological Sciences undergraduates explore the G. H. Cook campus and connect with the community through co-curricular and extracurricular activities. As students earn Grow Points, they develop competencies that enrich their educational experience and strengthen their preparation for employment, scholarships, and continued academic study.
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Hosted in fall 2024, the RU Researching Symposium highlighted the role of research in the academic experience of EOF students at the School of Environmental and Biological Sciences. The symposium introduced students to research as a pathway to academic success, leadership development, intellectual curiosity, and long-term professional growth.
Fostering Connections
Civic engagement drives student success and faculty innovation, while strong partnerships expand opportunity and create pathways for real-world learning and research collaboration.
Goal
Build on Rutgers–New Brunswick’s strong foundation of community engagement.
Guided by the Academic Master Plan, Rutgers–New Brunswick strengthened its public impact by embedding community engagement across teaching, research, and service. Since 2021, the university has expanded opportunities for community-engaged learning, increased support and recognition for faculty scholarship with external partners, and built infrastructure to deepen partnerships across the institution.
Impact Highlights
Distinction in Teaching
In 2026, Rutgers–New Brunswick earned the Carnegie Community Engagement Classification from the American Council on Education and the Carnegie Foundation for the Advancement of Teaching, its third recognition since 2010. The distinction reflects a long-standing commitment to public service dating back to 1864 and Rutgers’ role as New Jersey’s land-grant institution.
Distinguished Community Leadership
In 2024, Rutgers–New Brunswick earned the Innovation and Economic Prosperity Designation from the Association of Public & Land-Grant Universities in recognition of its substantial and sustained commitment to regional economic engagement. This designation highlights Rutgers’ role as an economic catalyst through transformative innovations in academic initiatives, pioneering research, and impactful community outreach programs.
Supporting Access
The Bonner Leaders Program, a four-year leadership initiative, supports first-generation and underrepresented students as they work with community partners in New Brunswick and Piscataway. Students contribute to projects focused on food access, health equity, college readiness, and youth development, completing more than 7,000 service hours annually while helping community organizations expand programs and reach more residents.
Showcasing the Arts
The Zimmerli Art Museum advances community engagement through free public programming that welcomes tens of thousands of visitors each year. At the same time, students at the Mason Gross School of the Arts partner with local nonprofits to develop arts-based community projects in dance, theater, and music.
More Highlights
To explore additional impacts in within the Community Engagement pillar, review the highlights below or browse the full list of submissions (NetID required).
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The Zimmerli Art Museum presents a wide range of public programs that are free and open to the public, serving more than 15,200 people during fiscal year 2025. As a public-facing institution committed to community engagement, the museum welcomes more than 45,000 visitors annually, including many from the Rutgers community.
Through exhibitions, programs, and educational initiatives, the Zimmerli uses the visual arts to foster learning and connection among Rutgers students, faculty, and visitors from across the region.
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Departments within the Mason Gross School of the Arts partnered with New Brunswick nonprofit organizations to create arts experiences and collaborative projects for community participants. These arts-based collaborations gave students the opportunity to better understand community needs while developing creative projects designed to support local organizations and their constituents.
Integrated into coursework, the projects combined academic learning, research, and community engagement while preparing Mason Gross students to build artistically grounded, research-informed partnerships with community organizations.
Measuring Our Progress
Tracking measurable outcomes across strategic priorities within Rutgers–New Brunswick's Academic Master Plan clearly showcases successes, highlights where momentum is building, and identifies where ongoing focus is needed.
National Rankings
| Metric | 2022 | 2023 | 2024 | 2025 | 2026 |
|---|---|---|---|---|---|
| National Rank | 63 | 55 | 40 | 41 | 42 |
| Top Public Colleges and Universities | 23 | 19 | 15 | 15 | 16 |
| Top Performers on Social Mobility Rank | 51 | 63 | 42 | 36 | 52 |
| Student to Faculty Ratio Rank | 211 | 210 | 221 | 249 | 236 |
| Percent of Faculty Who Are Full-Time Rank | 282 | 265 | 254 | 252 | 264 |
| Educational Expenditures Per Student | $48,995.24 | $47,915.36 | $46,434.3 | $45,672.58 | $50,231 |
| Bibliometric Rank | - | - | 82 | 71 | 61 |
| Field Weighted Citation Impact Rank | - | - | 95 | 88 | 78 |
| Standardized Tests Rank | 85 | 64 | 49 | 50 | 33 |
| SAT Reading and Writing Score | 633 | 656 | 669 | 671 | 684 |
| SAT Math Score | 667 | 688 | 693 | 692 | 705 |
Source: U.S. News & World Report Academic Insight
Progress Across Pillars
| Metric | 2022 | 2023 | 2024 | 2025 | 2026 |
|---|---|---|---|---|---|
| Sponsored Award Expenditures (in millions) | $262.9 | $288.2 | $294.4 | $324.2 | - |
| Faculty Elected to National Academies | 3 | 6 | 3 | 3 | - |
| 6-Year Graduation Rate | 84% | 85% | 83.9% | 84.3% | - |
| First-Year Retention Rate | 91.6% | 92.6% | 93.0% | 93% | 93% |
| First-Year Retention Rate—Pell Grant Recipients | 90.5% | 92.4% | 92.5% | - | - |
| Undergraduate Student Participation in at Least One Internship | 57% | 58% | 54% | 61% | - |
| Overall Positive Career Outcomes—All Graduating Students | 82% | 89% | 84% | 84% | - |
| 6-Year Graduation Rate—Pell Grant Recipients | 83% | 81% | 80% | 81% | - |
| Number of Total Community Engagement (CE) Courses | 159 | 165 | 182 | 167 | 176 |
| Number of Community Partnerships Throughout New Jersey | - | 76 | 140 | 156 | 162 |
Sources: Office for Research, Institutional Research Portal, Post-Graduation Survey, Community Engagement (CE) Courses Dashboard, and Collaborative Center Community Partnership Information