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Physical Address:
Morrill Hall 105

Mailing Address:
875 Perimeter Drive MS 3010
University of Idaho
Moscow, ID 83844-3010

Phone: 208-885-6689

Email: vpresearch@uidaho.edu

Web: ORED

Map

Physical Address:

Morrill Hall Room 114
Moscow, ID  83844

Mailing Address:
875 Perimeter Dr., MS 3010
Moscow, ID  83844-3010

Email:
IACUC@uidaho.edu
IBC@uidaho.edu
IRB@uidaho.edu
ored-export@uidaho.edu
rcr@uidaho.edu
uifcoi@uidaho.edu

Phone: 208-885-6162

Web: ORA Website

Map

Physical Address:

Morrill Hall Room 103
Moscow, ID  83843

Mailing Address:
875 Perimeter Dr., MS 3020
Moscow, ID  83844-3020

Phone: 208-885-6651

Fax: 208-885-4990

Email: osp@uidaho.edu

Web: OSP Website

Map

Physical Address:
Morrill Hall 103
Moscow, Idaho

Mailing Address:
875 Perimeter Drive
MS 3003
Moscow, ID 83844-3003

Phone: 208-885-4550

Fax: 208-885-4550

Email: tamsen@uidaho.edu

Web: OTT Website

Map

Physical Address:
Water Center Suite 324
Boise, Idaho

Mailing Address:
322 E. Front St., Suite 324
Boise, ID 83702

Phone: 208-364-4568

Email: janajones@uidaho.edu

Full Proposal Guidelines

Overall Description:

Entities that receive white paper approval and are invited to create a formal plan must complete a Phase II Entity Plan. See the guidelines for developing this plan and include strategic, operational and business components.

A completed Entity Plan must be submitted to the Vice President for Research and Economic Development.

Required plan elements vary depending upon Entity Level (III, II, I), and this is noted after the topic/element. The questions listed under each topic are provided to stimulate applicants’ thinking and may or may not fit a particular situation. You may include creative ideas you have for each topic.

Applicants addressed some of these topics in the white paper and are encouraged to further refine them in the entity plan. You may also include the optional elements noted, as well as additional elements you feel are useful in presenting your case.

Entity plans are limited in size to 25 pages (8.5 by 11 pages, double‐spaced, 12 point type, half-inch margins). This includes graphics, references and appendices.

The plan is due approximately 30 working days (approximately six weeks) after the Vice President for Research and Economic Development informs applicants that their white paper concept has been approved and moved to the next level of development. Normally, applicants will receive a letter that identifies the exact date and the other target dates associated with the remaining process, culminating in a final approval of the entity for a five-year period.

Strategic Oriented Topics

If relevant, required of all levels of entities.

  • When was organization initially created? 
  • What products and services or outputs were produced? 
  • Who/whom used or uses them? 
  • What have been the major impacts or outcomes?

Required of all levels of entities.

  • What is your stated purpose, vision, values? — Other ways to think about this is in terms of what is your core focus, what products and services will be offered, and what are the projected long‐term impacts or outcomes?
  • What are your 3‐5 major goals?
    • Articulate these in a format that can serve as the basis for an annual review and what are associated measures of success you would regularly assess?
    • Are there different short-, mid‐ and long‐term metrics and what data would need to be collected to measure success during these time periods? (Think about this at this stage because you will be asked to include actual indicators and proposed measures in the Monitoring Plan element detailed later in this document.) 
  •     Relevance to University of Idaho (Why is it the right venture for the University of Idaho?)
    • How does it align with the university’s mission?
    • Alignment with strategic plan of the university and colleges?
    • What are the linkages to signature research areas?
    • What are other linkages to important state, regional and national initiatives? 
  • What is the potential impact — local, regional, national and international?
    • What will make us stand out or be distinctive from others?
    • What intellectual property opportunities are there?
    • What scholarship impact opportunities are there?
    • What economic development impact opportunities are there?

Required of level III and II entities.

  • What is your competitive position – unique, in an emerging area, etc. or how are you different from other similar entities in the region and nation?
  • What are your competitive advantages (e.g., existing group of human resources, existing set of grants, location, core competencies) and disadvantages (e.g., lack of technology, poorly designed space)?
  • Is there data you can use to benchmark your entity against others?

Required of all levels of entities.

  • Who are your core human resource assets that you see as being insiders?
  • What are your facility, technology and equipment assets?
  • What will your organizational structure and governance systems look like? — What are the working relationships? How and who makes policies and decisions? Who is responsible for innovation, fundraising, external communication, etc.? How will you facilitate communication?
  • Who are the audiences, constituents or market segments that you will be servicing and which of your products and services is linked to each? (A table might be useful.)
  • Who are your key potential collaborators outside of your core human resource assets and to which of your products and services are they linked? (A table might be useful.)
  • What are the potential barriers to success and how do you propose to reduce or remove them?

Business-Oriented Topics

Required of all levels of entities.

  • Who or what unit (e.g., a new hire, existing college service, existing university service, would like to use Office of Research and Economic Development services) do you envision providing the kinds of financial services (e.g., travel, budgeting, processing purchase orders, monitoring subcontracts) your entity will need, and what level of funding will the entity have to pay for these services?
  • Who or what unit (e.g., a new hire, existing college service, would like to use Office of Research and Economic Development services) do you envision providing the kinds of human resource services (e.g., ensuring diversity, hiring, retention issues, workman’s compensation) your entity will need and what level of funding will the entity have to pay for these services?
  • What kind of capacity does the entity have among its core human resources to adequately address these types of issues?

Required of all levels of entities.

This outlines the needed capital, for equipment, human resource costs, etc. or what some call an operational budget. It is needed for a five-year period and the identification of revenue flows (e.g., sponsored project funding, revenues from sales of services or products, revenues from outreach programs, online education) and likely funding sources along with expenditures by major category is essential.

  • Will the arrays of funding sources and expenditures differ over the five year period? If so, how?
  • Of the revenue sources you have identified, which ones are most likely to be awarded, somewhat likely, and least likely? (Perhaps a table is a useful way to display this information.)
  • How do the revenue sources correlate to the type of expenditures the entity must make in order to be successful?
  • Does your mix of funding include a diverse range of sources such as government grant programs, foundations, private sector collaborators, etc.?
  • What are the funding sources that will commit for the entire five-year period?
  • What level of F&A does the entity project to generate for each of the five years?

Level II entities' advisory boards will be mostly internal to the university; Level III entities will also have an external board.

  • What size of a group makes sense for your situation?
  • Do you envision your advisory group working as a single group or subgroups? (If as subgroups a larger number becomes more manageable)
  • Which deans need to be active participants in your entity’s advisory committees? Are there key department heads or directors that it also makes sense to include?
  • What are the key voices to include on your advisory committee? (Think about the need to be inclusive, capture a diversity of perspectives, having an ability to impact revenue, bringing credibility to the entity, having voices who can help you steer, etc.)
  • Who are the best people to represent the voice? (Identify people who will invest the needed time, who are in multiple networks that can assist the entity in achieving its goals, who are politically connected, who are willing to work on teams, who are action oriented, etc.)

Required of all levels of entities.

  • If you had to close the approved entity, what would be the step-by‐step process you would use and in how short of a time period could the entity cease operations?
  • What liabilities would the university likely incur? (simple bulleted list)
  • What data and information would the university need to store and manage?

Operational Oriented Topics

Required of all levels of entities.

  • Who are the proposed leader(s)?
  • What key roles are envisioned both day‐to-day (e.g., approval of purchasing, health and safety practices, getting projects done) and strategic (e.g., fiscal accountability, legal compliance, ethical behavior, protection of collaborator interests); and why do you believe they are qualified to be the leader(s)?
  • How does leadership encourage high performance both in terms of outputs and outcomes?
  • How will leadership be included in position descriptions to ensure those in positions of leadership have adequate time?
  • How will performance evaluation of leaders occur and what mechanisms would be used to encourage adjustment and improvement?

Required of all levels of entities.

  • What graduate, undergraduate and certificate academic program(s) could be associated with the entity and what activities would provide the basis of the linkage?
  • How could you involve undergraduate and graduate students and perhaps academic program post‐docs and technicians?
  • How do you envision building relationships with faculty, students and professional staff in these academic programs (e.g., measure their satisfaction, offer stipends, fund student projects, serve as a scientist mentor)?
  • What aspects of the entity organizational culture will ensure students obtain a positive experience?
  • Is there educational programming the entity could offer that would increase student capacities and/or provide opportunities for hands-on learning?
  • What communication mechanisms will the entity use to regularly interact with academic program leaders and their faculty, students and professional staff?
  • What opportunities are there to utilize existing facilities and equipment managed by academic programs and how might the entity reimburse them for access?

Required of level III and II entities.

  • Who are your entity’s potential external collaborators, and what complementary capacities do they each bring?
  • How does the entity envision building relationships with external collaborators?
  • What kind of mechanisms (e.g., MOU, subcontract) does the entity propose to use to formalize relationships, to minimize risk and to adequately management projects?
  • What communication mechanisms will the entity use to regularly interact with collaborators, and who will be responsible for ensuring this takes place?
  • How might your governance system include external collaborators and empower them at an appropriate level?
  • What opportunities are there to utilize existing facilities and equipment managed by collaborators and how might the entity reimburse them for access?

Required of level III and II entities.

  • How will funded projects be managed and tracked?
  • What are the minimum work processes (e.g., equipment maintenance, sample data recording and management, local purchasing) the entity will need to have in place to efficiently function?
  • How do you rapidly share best practices that emerge?
  • How are security, safety and other university risk aspects enforced?
  • In event of emergency, how will the entity ensure hardware and software availability?
  • How will space, access to equipment, etc., be managed?
  • How do you manage and organize the workforce to capitalize on core human resource competencies and staffing levels?
  • How do you ensure the workforce has the needed capacities for the entity to be successful?

Required of all levels of entities.

  • What is the array of possible funding sources you have identified and with which of your goals, products, and/or services are they matched?
  • What do you envision the timing of funding sources to be over the five-year period of the entity? (Consider using a table or chart.)
  • What funding sources could your collaborators bring to the entity?
  • Are there funding streams the entity can develop based on products or services it could potentially market to customers? (e.g., sample preparation, analysis of samples, data processing and analysis, data collection, etc.)
  • How much cash does the entity project it can attract from sponsored projects or by charging for services by a particular source and for a defined period of time during the five-year lifecycle of the entity?

Required of all levels of entities.

  • What indicators will you monitor and measure to demonstrate on an annual basis that you are: (1) making progress toward your stated goals, (2) improving day‐to‐day operational performance, (3) meeting the budgeted financial performance, and (4) creating the organizational culture the entity set out to create? (The expectation is that you will at least have indicators for these four criteria categories.)
  • How will you get data from your academic program collaborators as well as your external collaborators to make sure you are building the type of learning and organizational working environments the entity set out to create?
  • Who has the responsibility to develop, collect evidence, benchmark and annually report performance?
  • What processes will be used to report back findings from the performance evaluation cycle and introduce improvements into the functioning of the entity? How often will this occur?
  • How do you propose to create a culture that fosters assessment, continuous improvement and relating assessments to success?

If relevant, then required of all levels of entities.

  • What are the potential outreach program themes that could be developed and who are the target audiences?
  • Are there ways to collaborate with Extension or other existing outreach programs offered by the University of Idaho or one of the external collaborators?
  • How can the achievements of your entity be integrated into University Communications and Marketing activities, university and college websites, college communication plans, etc.?
  • Are there opportunities to offer outreach programs (e.g., workshops for professionals, online webinars, capacity building programs) for other scientists, practicing professionals, on and off campus students, etc., that might create another revenue stream for the entity?

If relevant, then required of level III and II entities.

  • What opportunities do you have to develop intellectual property and could any of these provide another revenue stream?
  • Have you explored ways in which you might engage industry?
  • Are there ways that the entity might be able to impact workforce development (e.g., certificate program, technical certification)?
  • Are there any start‐up companies or other projected outcomes to begin considering that might have the potential to enhance local community development or improve quality of life?

Time Line

An estimated time line is listed below and will serve as a guide to this ongoing process. It may be necessary to modify depending upon the time of the year an entity is proposed.

  • Entity plan completed and electronically transmitted to the Office of Research and Economic Development, approximately 30 working days 
  • Review of plan (strategic, operational and business components) by relevant deans (level II and III), or deans and department heads/directors (level I), approximately 10‐15 working days
  • Review by Vice President for Research and Economic Development, Provost and Executive Vice President, and perhaps other faculty committees as appropriate (level II and III), approximately 15 working days
  • Possible review of external panel of external experts (level III) — 20 working day period occurring simultaneously with internal review by Deans and VPs
  • Final approval within University of Idaho, approximately 10 working days
    • Review and approval of President upon recommendation of Vice President for Research and Economic Development and Provost and Executive Vice President (level III)

  • Review and approval by relevant dean(s) and Vice President for Research and Economic Development and Provost and Executive Vice President (Level II)
  • Review and approval by relevant dean(s) and department heads/directors (level I)
  • Formation of advisory committees (internal and external when required)
    • Appointment of relevant deans and department heads/directors for level II entities by Vice President for Research and Economic Development and Provost and Executive Vice President.
    • Appointment of relevant deans and department heads/directors, and approval of external consultative board members for Level III entities by Vice President for Research and Economic Development and Provost and Executive Vice President.
  • Preparation and Submission of Notices of Intent (NOI’s) to State Board of Regents of the University of Idaho, as appropriate
  • Implementation

Physical Address:
Morrill Hall 105

Mailing Address:
875 Perimeter Drive MS 3010
University of Idaho
Moscow, ID 83844-3010

Phone: 208-885-6689

Email: vpresearch@uidaho.edu

Web: ORED

Map

Physical Address:

Morrill Hall Room 114
Moscow, ID  83844

Mailing Address:
875 Perimeter Dr., MS 3010
Moscow, ID  83844-3010

Email:
IACUC@uidaho.edu
IBC@uidaho.edu
IRB@uidaho.edu
ored-export@uidaho.edu
rcr@uidaho.edu
uifcoi@uidaho.edu

Phone: 208-885-6162

Web: ORA Website

Map

Physical Address:

Morrill Hall Room 103
Moscow, ID  83843

Mailing Address:
875 Perimeter Dr., MS 3020
Moscow, ID  83844-3020

Phone: 208-885-6651

Fax: 208-885-4990

Email: osp@uidaho.edu

Web: OSP Website

Map

Physical Address:
Morrill Hall 103
Moscow, Idaho

Mailing Address:
875 Perimeter Drive
MS 3003
Moscow, ID 83844-3003

Phone: 208-885-4550

Fax: 208-885-4550

Email: tamsen@uidaho.edu

Web: OTT Website

Map

Physical Address:
Water Center Suite 324
Boise, Idaho

Mailing Address:
322 E. Front St., Suite 324
Boise, ID 83702

Phone: 208-364-4568

Email: janajones@uidaho.edu