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Welcome to Rutgers–New Brunswick

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What You Need to Know

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Office of the Provost

The provost and executive vice chancellor for academic affairs reports to Chancellor Francine Conway and serves as the chief academic officer for Rutgers–New Brunswick. Working closely with the chancellor, deans, and faculty, the provost and vice provosts advance the institution's Academic Master Plan (AMP).

The Office of the Provost's responsibilities include, but are not limited to:

  • Supporting the Office of the Chancellor for Rutgers–New Brunswick in all areas related to academic and faculty affairs, including academic program development, approval, and review;
  • Development and oversight of policies and procedures; and
  • Building infrastructure at Rutgers–New Brunswick to support academic excellence across the academic units, residential colleges, and institutes.

In addition, the Office of the Provost provides oversight and supports faculty development in three key areas: leadership, faculty mentoring, and career advancement. The office offers general support for faculty recruitment, mentoring, retention, success, and community engagement, including oversight of the Big Ten Academic Alliance leadership programs.

Photo of Provost Geary in front of a Rutgers building and Rutgers flag post

Meet the Provost

Provost and Executive Vice Chancellor for Academic Affairs Jason Geary is Rutgers–New Brunswick's chief academic officer. In this role, he has oversight over the university's vast academic ecosystem of 14 schools and colleges, 3,800+ faculty, and more than 40,000 students. Learn more about Provost Geary.

Priority Areas and Goals

The Office of the Provost guides the strategic implementation of the Academic Master Plan's academic directives, setting overall goals, and fostering collaboration across the following focal areas:

    • Strategically expand interdisciplinary academic programming
    • Improve the efficiency of the Academic Affairs office by reviewing current policies and procedures and amending or establishing new approaches as necessary
    • Promote the success and achievements of our faculty, students, departments, and units
    • Continue to use COACHE survey data to inform new efforts to support faculty success
    • Increase visibility of the Center for Faculty Success' website and physical space at 24 College Avenue
    • Enhance the Center for Faculty Success signature programs, including programs for mid-career faculty, support for Department Leaders, programs to support NTT faculty and robust new faculty orientation and welcome programs for lecturers and full-time faculty 
    • Continue to liaison with the Big Ten Academic Alliance Dean’s Leadership, Department Executive Officer, and Academic Leadership Programs
    • Increase the number of professional development and engagement opportunities for master-level graduate students
    • Increase the funding to support doctoral students in all areas of the School of Graduate Studies
    • Provide a clear and uniform set of guidelines and policies for graduate students and graduate faculty
    • Work to integrate all areas of graduate student life into university life to make for a transparent and seamless experience
    • Broaden participation for students in interdisciplinary research and develop flexible, modular, interdisciplinary research and collaborative spaces within New Brunswick and RBHS; collect relevant data and evaluate appropriate programs
    • Develop a strategy for life sciences research alliances and partnerships; initiate behavioral health and health equity scholarly community-building process
    • Develop guidelines for financial models for interdisciplinary research and joint hires across CLUs and between schools and Centers/Institutes
    • Build capacity for research and academic programs in Climate and Artificial Intelligence/Data Science/Cyberinfrastructure through a Cluster hire program in collaboration with the EVPAA
    • Convene interdisciplinary research ideation forums and distribute seed funding for cross-disciplinary research
    • Support diverse faculty and research administrator development with the NIH Academy for Early Career Faculty and Research Development Professionals
    • Align division-wide and unit-level goals with Discovery Advantage recommendations and initiatives
    • Implement a division-wide assessment plan to evaluate the effectiveness/impact of current programming and identify opportunities for collaboration within the division and with other campus partners
    • Expand support for graduate students

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