As the University of Idaho continues to combine large research programs now being offered by many funding organizations with those projects conducted by individuals, it is necessary to experiment with ways that facilitate teams and networks of faculty both on and off our campuses. In today’s research and outreach world there is an expectation that partner organizations will employ flexible approaches that bring together needed expertise. Often this requires interdisciplinary or transdisciplinary efforts.
Level I, II and III entities provide an organizational vehicle to facilitate such boundary crossing efforts. These large-scale complex projects involve more risk and require careful oversight and attention to fiscal management. Likewise, it is essential for UI as an institution to understand the level and kind of progress being made by an entity.
The requirement for entities to produce an annual report addressing their progress and performance provides the university community with essential information upon which to base decisions. Additionally, it provides a formal mechanism for new and creative ideas to come forward for consideration, and, once approved, gain support and recognition.
It applies to all entities that advance peer-validated scholarship. The scholarship of research, pedagogy, artistic creativity, integration, outreach and engagement comes in many forms. The commonality is that to be considered scholarly and creative activity, they must involve active communication and validation through an appropriate peer-review process. Further information can be found at FSH 1560 c-2.
This question cannot be answered without better understanding the reasons for the loss. The key is accountability. Some creative activities may take several years to realize a positive return. However, in most cases, an entity that loses money will be required to undergo an immediate review to understand the causes for the loss. This review could result in a closure, but could also result in changes in the entity’s director, structure or business plan. All proposed entities are required to develop a strategic business plan that will help to mitigate the possibility of a sudden loss of funding.
Yes, provided the recharge or cost center (organizational units or activities that provide goods and services primarily to internal university operations and secondarily to external users, and charge the users for these services) is relevant to attaining the mission and vision of the institute or center.
An annual report and review by boards and/or department heads, dean(s) and vice president(s) will be required for all entities, regardless of level. The purpose is to demonstrate achievement of goals and movement toward the vision laid out in the strategic plan. For additional information, see Operating an Entity.
Programs that are funded either by statute or as separate line-item allocations are exempt from this process. State-mandated and state-supported entities still undergo an annual review process.
F&A distribution to entities will be determined upon the entity’s establishment.
If you have additional questions not addressed in the FAQs, email the Vice President for Research and Economic Development.