About the Roadmap

The kick-off

Shortly after President Harvey Stenger arrived at Binghamton University, he launched an ambitious strategic planning process – the Road Map to Premier – which was unveiled in 2013.

At the time, the University was at a crossroads, with local and national economies struggling; a demand for accountability from schools, colleges and universities; and some questioning the value of a college education.

Binghamton University, however, was continuing to advance academic excellence, interdisciplinary education and outstanding preparation for our students, and to positively impact our region both economically and culturally.

NYSUNY 2020 provided a rare opportunity to build on this momentum to become the premier public university in the United States by establishing rational tuition increases and allowing the University to grow both its enrollment and faculty ranks.

As we get bigger and better, we must continue to make wise choices. Our Road Map strategic plan, built through a transparent, inclusive process, helped us develop  our vision that will guide Binghamton University as strive to be the premier public university of the 21st century.

Our progress

As we look back on the process through the documents that were created to help guide us, and through the Road Map updates that were sent to retain interest from our stakeholders, we marvel at all that was accomplished and look forward to the day when we arrive at our destination.

Our Road Map Renewal

Binghamton University President Harvey Stenger kicked off the Road Map Renewal via video Thursday, Dec. 8, 2016, speaking to more than 300 volunteers in Old Union Hall.

"Now, we don't need to write or design a new plan," he said. "We have our five strategic priorities and our 23 goals."

So why a renewal and why then? "We have our vision to be premier," Stenger said. "We won the regionals and now we have to go to the nationals."

The five Road Map Renewal Teams – one for each strategic priority – came together for five bi-weekly meetings over 10 weeks in spring 2017. 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.

Renewal Updates