Members of the Strategic Priority 4 Road Map Renewal Team begin their work at the Road Map Renewal kickoff Dec. 8, in the Mandela Room.
Photo by Jonathan Cohen
Road Map Renewal kicks off
December 8, 2016Tweet
Though he wasn’t able to be there in person, Binghamton University President Harvey Stenger kicked off the Road Map Renewal via video Thursday, Dec. 8, speaking to more than 300 volunteers in Old Union Hall.
Stenger reviewed the history of the Road Map to Premier, a strategic planning process he launched upon his arrival as president in 2012. With the assistance of about 400 volunteers, the University “wrote and designed the plan and has been making ongoing minor modifications and clarifications since,” Stenger said. “Now, we don’t need to write or design a new plan. We have our five strategic priorities and our 23 goals.”
So why a renewal and why now? “We have our vision to be premier,” he said. “We won the regionals and now we have to go to the nationals.”
Stenger highlighted a number of successes achieved since the original Road Map was implemented:
• Established a school in the life sciences – the School of Pharmacy and Pharmaceutical Sciences
• Created our Transdisciplinary Areas of Excellence
• Increased the quality and number of PhDs
• Enhanced the Center for Learning and Teaching
• Improved classroom design
• Fostered a culture of undergraduate research – the Freshman Research Immersion program
• Focused on gateways to success, introductory courses (flipping many of them) and calculus redesign.
Stenger admitted that the Road Map process has been both exciting and exhausting, but it’s time for an update and the renewal process will use teams to look at how the past achievements were made even as they explore what should come next. “This will allow us to review what made our growth successful – lots of collaboration – and bring us some new ideas,” he said. “What better way to do it than by putting together large groups of people?”
The five Road Map Renewal Teams – one for each strategic priority – will come together for five bi-weekly meetings over 10 weeks in the spring. As for outcomes from the discussions, Stenger suggested the teams think backwards, starting with the desired outcomes. “Think about what you’re trying to achieve, how it relates to our strategic plan and what you need in terms of resources – then determine what outputs we’re going to measure,” he said.
“We’re looking for proposals from the process. Don’t worry about how they will be funded or how much they will cost. We can work on that later,” he said. “Try to remove that restriction from your thought process. Think big and think new.”