Binghamton University’s

Strategic Plan

Strategic Plan Road Map Renewal Results, August 2017

Last December, 311 members of the University community [1] gathered together to launch our Road Map Renewal. The purpose of the renewal was to build on the successes of the University Road Map that has guided the campus since 2012. I called for a renewal to address the changing environment in which Binghamton University now finds itself – the end of NYSUNY 2020 funding, changes in the state Regional Economic Development Council process and society’s expectations of higher education.

For four months, the renewal teams brainstormed, debated and developed a substantial list of ideas and collaborative initiatives that they believed would move the campus forward while addressing the needs of current and future students, faculty and staff. In April, these initiatives were presented to the Road Map Steering Committee where they were evaluated and ranked with input from the Faculty Senate, Professional Staff Senate and student representatives. During these discussions, several proposals with similar goals were combined, strengthening them and minimizing duplication.

At the June 15, 2017, meeting of the Road Map Steering Committee, after online scoring of the 36 renewal proposals submitted for consideration, five proposals were chosen as University Initiatives (UIs). In addition to these five UIs, 10 proposals were selected by vice presidents to advance using divisional resources. These proposals will be referred to as Divisional Initiatives (DIs).

The UIs and DIs will be further developed by teams who will determine resource requirements for the successful implementation of each initiative. Resources (funds, personnel, space) will be allocated as needed when UI and DI plans are developed.

University Initiatives

The five proposals selected as University Initiatives were reduced to four, listed in the table below, by combining the Brain and Body Imaging Center and Health Sciences Core Facility Support proposals.

Each UI will be further developed and executed by a team of 10 to 15 subject-area experts of faculty, staff and students chosen by the president with input and nominations from campus governance organizations including the Faculty Senate, Senior Officers Group, Professional Staff Senate, Graduate Student Organization and Student Association. Members will be invited and selected for these teams at the beginning of the fall semester.

Developing a College of Nursing and Health Sciences

Moving the Decker School of Nursing to Johnson City near the School of Pharmacy and Pharmaceutical Sciences and UHS Wilson Hospital creates an opportunity to expand the curricular offerings of the school into new, allied health graduate programs. This will significantly change the nature of the Decker School and truly make it a College of Health Sciences. 

Health Sciences Core Facilities Support combined with the Brain and Body Imaging Center

Our expanding research and education activities in health sciences has increased the demand for modern and advanced instrumentation. These facilities will enhance our ability to attract external funding as well as build research partnerships with industry and other universities.

Data Science Initiative

The application of data science theory and practice is rapidly expanding across almost every discipline in higher education. Recruiting faculty and building facilities to support this evolving area will enhance our research and education offerings across the campus.

Presidential Diversity Postdoctoral Fellowships

This fellowship program will provide a mechanism to increase the diversity of our faculty by supporting postdoctoral fellowships in academic departments and programs where diversity is needed and that can successfully recruit diversity faculty candidates.

Tasks for UI implementation teams

  1. They will create mission and vision statements for their initiatives.
  2. They will create goals, metrics and targets for their Initiatives that can be measured objectively. These will be informed by and will complement the goals, metrics and targets that are currently used to assess the successes in our five strategic priorities.
  3. They will identify annual milestones to measure the rate of their progress.
  4. They will create a multi-year business plan to assess the revenues and expenses for their initiative, including what investments of funds, space and personnel they need to be successful. This business plan will be done in parallel to the steps above and will be considered a work in progress throughout the 2017-18 year. 
  5. Each UI will provide regular updates to the Road Map Steering Committee at its quarterly meetings.

Divisional Initiatives

The 10 proposals that were selected as DIs are listed in the table below along with the divisions that are responsible for their implementation. Many of these proposals were at a scale that would exceed available resources, therefore they will be reduced in scope to accomplish portions of their goal that are most critical for our success. The appropriate division heads will consult with stakeholders and individuals with relevant expertise to refine, develop and execute the initiatives. Progress on the DIs will be presented at the quarterly meetings of the Road Map Steering Committee, as well as at meetings of the Faculty Senate Executive Committee and the Professional Staff Senate Executive Committee.

Draft scope for proposals chosen as Divisional Initiatives

Divisional responsibility

Enhancement of Innovative Technology Infrastructure: To include digital signage, cellular access expansion, outdoor Wi-Fi, Wi-Fi density increases and building access controls. These high-priority improvements are needed, but require significant investments. The vice president for operations and chief technology officer will prioritize these requests and develop a multi-year financial and installation plan with implementation to begin in fall 2018.

Operations and Academic Affairs

High-Impact Learning Innovations Council (HILIC): Providing experiential learning opportunities (study abroad, undergraduate research, internships and service learning) has been identified nationally as an important component to student success. While we do a good job helping to provide these to students, we believe coordinating the various offices that develop and oversee these experiences will enable us to increase their number and quality. Funding for the operation of this council will be shared by the provost and vice president of student affairs. Additional funding to offer more high-quality experiences will be a focus of development activities.

Academic Affairs, Student Affairs and Advancement

Recruitment and Retention: We have experienced unprecedented growth in faculty and staff during the past five years, and retention of these new employees must be a high priority. Strategic investments will be made by all vice presidents to ensure our high-performing new hires remain at Binghamton and are successful. This project will address topics of relocation to the Binghamton area, start-up support, mentorship, benefits, orientation, professional development, partner and spousal support, salary compression and career counseling.

Academic Affairs; Advancement; Student Affairs; Research; Operations; Athletics; Foundation; Diversity, Equity and Inclusion

Digital Commons and Innovation Lab: Creativity and innovation are concepts critical to student success but are sometimes difficult to teach in the typical classroom setting. Physical infrastructure will be designed and built that will create spaces to enhance the creative problem-solving process. A development program has already been successful in raising funds for this project and our increased critical maintenance budget from SUNY may enable us to move this project forward in the near future.

Operations, Advancement and Academic Affairs

Center for InterProfessional Education and Research: Because healthcare professionals work in teams, Binghamton University must embed inter-professional education in the curricula and co-curricular experiences it provides students in pharmacy, nursing and social work. This project will develop a structure for coordinating and advancing interprofessional education vital to the success of students preparing for careers in the health professions.

Academic Affairs, Research

Social Science Experimental Suite: The renovation and upgrading of the current Political Science Computer Lab to a Social Science Experimental Suite will enhance research in several fields of study. The lack of a social science experimental suite has limited the research activity of faculty in a wide variety of disciplines including economics, management, political science, systems engineering, social work, environmental science and others. This proposal will be implemented by faculty in the fields listed above with assistance from the Center for Learning and Teaching and the Division of Operations.

Academic Affairs and Operations

Binghamton University Neighborhood Improvement Plan: Removing blighted properties and improving the aesthetic, functional and safety aspects of the Triple Cities has been and will continue to be a University priority. The strategic purchasing of properties for renovation and/or demolition will enhance the appeal of downtown living and improve the livability of the Greater Binghamton area.

Foundation, Operations, Advancement and Student Affairs

University Conference and Welcome Center: A University conference and welcome center near or on campus is a project that could improve the quality of campus visits for alumni, parents, prospective students and friends. It will also provide a site dedicated to support on campus conferences that can attract visitors from other institutions. The branding and marketing of the campus would be enhanced by this facility and could also provide revenue for the University.

Operations, Student Affairs, Foundation and Advancement

Global Initiatives Project: Making Binghamton a preferred destination for international students is a high priority and implementation of several aspects of this proposal have been initiated by the divisions of Academic Affairs and Student Affairs.

Academic Affairs and Student Affairs

Expansion of the Glenn G. Bartle Library: Expansion of Bartle Library is an expensive and complex project that is not feasible with current resources. However, we have been given a strong multi-year commitment of critical maintenance funds that can be used to renovate several floors of the library to better utilize existing space and more effectively serve the changing needs of faculty and students in an inviting, contemporary library space. In addition to this renovation project, we are in the process of relocating our remote book storage to a facility much closer to campus so that it can be accessed more easily by faculty, students and staff.

Operations and Academic Affairs

It is important to note that many other proposals submitted by the renewal teams have strong individual components that complement the objectives of the UIs and DIs, and may be included in their implementation. If you have any questions about a specific proposal that you don’t see on this list, contact one of your strategic priority co-chairs.

I want to thank everyone who has been involved in the Road Map Renewal process. This has been a valuable exercise for the University and I am confident that the transformative impact of these initiatives will place the University in a stronger position for the future.

Periodic progress reports and updates will be posted on the University website at

Harvey G. Stenger


[1] 27 alumni, four community members, 80 faculty, 154 staff and 46 students