This article is a case study of how the provost and senior executive leadership of one large university system capitalized on a long-standing advisory group as a tool to support communication and collaboration across a broad constituency. These advisory efforts help guide both future directions and investment. It is the story of how this group has evolved and recently updated a mission to create more targeted outcomes in alignment with the State University of New York (SUNY) strategic planning. (Contains 3 figures and 10 endnotes.)