President's Office

Administration Building
Room 105
875 Perimeter Drive MS 3151
Moscow, ID 83844-3151
Phone: (208) 885-6365

Strategic Plan and Priorities

First, thanks to the efforts dedicated committee members and nearly 2,500 faculty, staff and students who provided input for “Leading Idaho,” our new, five-year, strategic plan which was completed in January. This builds on past successes and moves us forward to further success. This includes positioning us for the next accreditation process we just began with the Northwest Commission on Colleges and Universities.

This plan will help guide all of our organizations as they clarify unit goals and prioritize work to fulfill our mission and meet the needs of our stakeholders. Each of our organizations plays a key role in the success of our University. Thus, it is critical that we work collaboratively to achieve our four interlocking goals: teaching and learning; scholarly and creative activity; outreach and engagement; and community and culture.

In this new plan, we detail the context of our university, our shared vision, goals, objectives and strategies. This university-level plan will guide our collective work over the 2011-2015 period ensuring we have a common path for continued improvement and targets that we can work towards as a community. It will help us shape our own destiny.

A Concise Statement of Our Mission

Our plan clearly outlines our mission that focuses on quality education, competitive research, and a connected community. The University of Idaho is a public land-grant research university, with locations throughout the state that educates students from Idaho, the nation and the world, and improves the wellbeing and health of individuals and communities through integrated programs of teaching, research, and service.

Our teaching and learning mission includes undergraduate, graduate, professional, and continuing education offered through both resident instruction and online delivery. Our educational programs are enriched by the cutting edge knowledge, diversity, and creativity of our faculty, students, and staff.

Our scholarly and creative activities promote human and economic development, global understanding, and progress in professional practice through the expansion of knowledge and its applications in the natural and applied sciences, social sciences, arts, humanities, and the professions.

We reach out and engage. As Idaho’s land-grant university, we provide access and public service to support the citizens of the state. We engage in collaborative activities with public and privates sector partners here and abroad to generate, disseminate, integrate, and apply knowledge that is valuable to society.

We will continue to work on many of our existing goals, but the successful passage of SJR 101, our corporate and alumni development efforts, and the approval of our tuition and fees package allows us to add some new priorities that fit within our strategic plan. Specifically, we will seek to do the following:

  1. Implement the University Strategic Plan for 2011-15 and corresponding unit plans in coordination with the NWCCU accreditation process with aim of promoting transformational learning experiences.
  2. Continue to stabilize university budget dynamics to enable institutional investment in strategic initiatives with an emphasis on finding funding sources to reward and retain our valuable faculty and staff.
  3. Begin development of the implementation plan for a full three-year law program in Boise.
  4. Operationalize the university's strategic research areas by aligning related scholarship, research infrastructure, academic programs and new research and outreach entities (centers and institutes).
  5. Expand corporate partnerships and private support of instruction, research and outreach. Included in this goal is the effective “public” launch of our capital campaign.
  6. Strengthen communication with alumni groups, elected officials and friends around the state and region.
  7. Continue to develop and strengthen collaborations across the state and region with other institutions associated with such efforts as through the Center for Advanced Energy Studies, INBRE and regional climate science centers.
  8. Continue support of leadership efforts for expansion of the WWAMI program and our partnership with the University of Washington School of Medicine.
  9. Continue to enhance support and college going rates of K - 12, through such initiatives as STEM, concurrent enrollment, online learning and broader enrollment enhancement initiatives.
  10. Continue to build transformational learning approaches that include concepts of service-learning, online learning, and more effective uses of facility space.