U of I's strategic plan

We are transforming undergraduate, graduate and continuing education by leveraging advanced technologies, data-driven insights and personalized approaches to enhance the learning experience. Our commitment to innovation includes using emerging tools such as AI to create customized recruitment, retention and academic support strategies. By integrating cutting-edge solutions, we empower every student to thrive.

Signature initiatives

• A1. Provide a high-impact education with a focus on delivering the best value in the West: Ensure all qualified Idaho students can pursue an education at the University of Idaho with superior outcomes—including the opportunity to earn competitive regional wages.
• A2. Reimagine the first-year experience with technology-enhanced support: Transform the first-year experience by integrating existing onboarding programs, cohortbased engagement, mentorship and learning communities with AI-powered tools that deliver personalized, data-driven experiences, feedback and timely interventions to strengthen student connection, retention and long-term success.
• A3: Teach students how to apply AI in their disciplines and their lives: Invest in AI programs to produce an informed and capable workforce and citizenry by teaching all undergraduate and graduate students how to effectively and ethically leverage benefits of AI in their education, careers and lives. While the promise of AI includes everything from producing operational efficiencies to rapidly conducting research that will improve the human condition, we will also include topics such as data privacy and intellectual property in our curriculum.
• A4. Foster a welcoming campus experience that prioritizes connection, engagement and student well-being: Create a campus atmosphere where students can thrive by expanding access to social, cultural and athletic activities —such as concerts, theater, academic symposiums and student organizations— while strengthening services and expanding spaces that support mental and physical health.

Foundational work

• The University of Idaho is the Best Value Public University in the West, as ranked by U.S. News and World Report, for five years running. The ranking recognizes the quality of the university’s programs in relation to the net cost to students. U of I first earned its best value ranking in 2021 and has remained No. 2 nationally, only behind the University of North Carolina-Chapel Hill.
• U of I’s Housing and Residence Life programs earned national recognition for student engagement, campus involvement, residential programming and national engagement. U of I’s Residence Hall Association was named the 2025 School of the Year by the National Association of College and University Residence Halls.
• U of I includes students in the Vandal Family well before they arrive on campus through tools like ZeeMee. The social engagement platform is designed to connect prospective and admitted students, providing a dedicated space for students to build community, ask questions and begin forming relationships prior to meeting in person. The Fall 2025 ZeeMee community grew 63% over 2024, to 3,519 students.
• U of I professor Tim Boester led the redesign of Math 143, a key gateway course for many undergraduate students. The student-centered redesign helps students engage with the material on a deeper level and prepares them for more advanced courses later in their careers. The results are improved grades and retention. The university is now undertaking similar course redesigns for entry level classes in communications and writing.

We believe that learning goes beyond the classroom. Our commitment to “Learn by Doing” ensures that 100% of students — regardless of program and modality — participate in hands-on experiences that complement their academic journey. Whether through internships, co-op programs, undergraduate research, study abroad programs, creative projects or community engagement, experiential learning prepares our students to think critically, solve problems and thrive in disparate professional environments. Next-generation tools like AI and advanced digital platforms are increasingly woven into these opportunities — supporting student learning and enhancing real-time feedback. This approach not only deepens academic understanding but also equips students with the skills, adaptability and confidence to succeed in their careers and communities.

Signature initiatives

• „ B1. Expand research learning opportunities: Provide students with meaningful experiences beyond the classroom by increasing participation in faculty-guided and self-directed research. These opportunities equip students with practical skills and prepare them to contribute responsibly to their professions and communities. By connecting academic learning with real-world problem-solving, we help students become thoughtful leaders who are ready to meet Idaho’s needs.
• B2. Strengthen workforce and communitybased partnerships and student support: Broaden access to meaningful, career-building experiences by expanding partnerships with employers and connecting students to community-based projects and study abroad programs. Enhance student preparation, advising and career services to ensure highquality placements across all disciplines, while scaling up opportunities for internships and co-ops.
• B3. Build the systems to deliver 100% student participation in experiential learning: Develop the policies, infrastructure and technology — including AI-powered platforms — for tracking, scaling and supporting experiential learning. Invest in central systems and services that support college and unit efforts to coordinate faculty, employer and community partnerships, and provide real-time data to ensure every student is connected to a personalized, impactful hands-on experience by graduation.

Foundational work

• In 2024, the Chobani Scholars program awarded $80,000 to four students who are pursuing careers in agriculture, including its first two recipients from the College of Engineering. Chobani Scholars awards $20,000 scholarships distributed over four years, granting priority to students from the Magic Valley who intend to pursue a career in food production and the dairy industry and may not have the financial means to attend college on their own.
• U of I’s capstone courses provide students the opportunity to collaborate with companies and community organizations on real-world projects. In the College of Art and Architecture, the design-build program worked with university partners on the Vandal Healing and Memorial Garden and constructed affordable housing in Moscow. In the College of Engineering, students work with NASA, Schweitzer Engineering Laboratories and others to tackle projects with the guidance of mentors in their respective industries.
• Each fall, U of I holds a one-week police mini academy, operated by the Moscow Police Department and U of I’s criminology program. It’s an initiation for a handful of students who want to see what it’s like to be a cop. It is also the preamble for student cadets on the Moscow force to learn the basics of police work. The immersive experience began in 2022 and often leads to law enforcement-related internship opportunities for students.
• A team of U of I business students made history in 2025, becoming the first group to place first at the Chartered Financial Analyst Society’s Spokane Research Challenge. The annual competition provides university students with intensive training in financial analysis and professional ethics. Spring 2025 is the first time a U of I team has placed in the local competition.

We recognize our role in preparing learners for success in a rapidly changing world. To do that effectively, we are reimagining educational experiences to be more flexible, accessible and aligned with the needs of today’s learners — from traditional undergraduate and graduate students to working adults and lifelong learners. As workforce needs in Idaho shift and new industries emerge, we are designing pathways from K-12 through higher education that respond quickly and effectively to these changes. By rethinking our educational approaches in response to technological disruption, designing adaptable program formats and prioritizing skills that matter, we are creating a learner-centric model where students thrive — wherever they are and wherever they are going.

Signature initiatives

• C1. Deliver the Vandal experience to all learners: Regardless of modality, timing, location or the pathway they choose to pursue their educational goals, all students will have access to experiential learning, advising, tutoring, targeted professional development and AI-enabled support systems, as well as social events through online and regional communities.
• C2. Expand academic reach and regional impact through targeted investment: Advance the University of Idaho’s impact by investing in regional centers, as well as online, hybrid and place-based learning opportunities that meet student demand and support Idaho’s economic development. We will also prioritize programs with strong internal return on investment and demonstrated alignment with workforce and industry needs across the state. Growth areas will be identified based on student interest and clear pathways to long-term sustainability.
• C3. Develop a transfer pathway network: Create a transfer pathway network by deepening articulation agreements and 2+2 agreements with Idaho community colleges and explore 4+1 partnerships with other regional institutions.
• C4. Expand continuing and adult education to focus on in-demand careers: Build on the University of Idaho’s Continuing, Adult and Professional Education (CAPE) programming and offer stackable credentials for Idaho’s evolving workforce in areas like precision agriculture, forestry management, energy technologies and more. Opportunities will be evaluated by peer and aspirational benchmarking, as well as demand surveys of potential students and industry partners.

Foundational work

• Launched in 2024, the Continuing, Adult and Professional Education (CAPE) initiative aims to develop and support technologies and workflows designed explicitly for non-academic and non-traditional programming. The goal of CAPE is to enhance the performance of our current programming portfolio and encourage the development of new programs by reducing the overhead and administrative burdens on university units that offer these programs. By lowering the barriers to delivering non-traditional programming, CAPE intends to promote creativity, experimentation and educational variety to meet the needs of our community.
• Independent Study in Idaho (ISI), a statewide program led by University of Idaho, redefines access to higher education through flexible, affordable and self-paced learning opportunities. With more than 100 college-level courses available online or in print, ISI serves a wide range of learners, including traditional college students, high school students, working professionals and incarcerated individuals, by removing barriers related to cost, location and scheduling.
• Expanding opportunities for transfer students is a key goal in University of Idaho’s long-term enrollment plan. In 2024, U of I assembled a working group to develop a white paper tasked with establishing a data driven strategic approach to strengthen relationships with our state’s community colleges and improve pathways for transfer students coming to University of Idaho. The opportunities identified through this work are already improving data sharing, strengthening collaboration with community college partners and streamlining pathways for students seeking four-year degrees at the University of Idaho.

Our commitment to the state of Idaho is unwavering. Everything we do is for Idaho — from conducting research that delivers practical, sustainable solutions for our industries and communities to forming strategic partnerships with government agencies, educational institutions and the private sector. Not only does our research, extension and scholarship serve our state, but they also provide solutions to complex national and global challenges. By fostering economic growth, improving quality of life and advancing knowledge, we strengthen Idaho and communities far beyond. As we integrate AI and other advanced technologies, we are enhancing our ability to analyze complex problems, speed innovation and deliver targeted solutions. Through our expertise, outreach and groundbreaking research, we are committed to creating a more resilient, prosperous future for Idaho and the world.

Signature initiatives

• „ D1. Establish high-impact research focus areas: Continue support in current areas of research strength, while establishing a focus on emerging areas identified through future analysis, peer benchmarking and the potential for impact to the university and the state. Investments in emerging areas will have a demonstrated return on investment for the institution and state, as well as a plan for longterm sustainable solutions.
• D2. Invest in research infrastructure and support: Build and enhance research infrastructure including a secure research facility, increased computing and capacity for generative AI and updated lab space to support emerging research focus areas. Strengthen the training of post-doctoral scholars and graduate students as partners in the research enterprise.
• D3. Strengthen coordination with industry partners: Build on existing efforts to coordinate internships and applied research across divisions and continue to drive curriculum alignment with major regional and national employers.
• D4. Increase collaborations with Idaho agencies, the Legislature and educational institutions to serve Idaho: Identify, pursue and track partnerships and initiatives that align with funding sources and make progress to solve Idaho’s challenges.
• D5. Address Idaho’s health care worker shortage: Leverage Idaho IDeA Network of Biomedical Research Excellence (INBRE), MD program and medical research in the state to address the dire shortage of health care providers across Idaho.

Foundational work

• The University of Idaho is the first and only Idaho university to join the top research institutions in the United States after earning R1 designation in the 2025 Carnegie Classification of Institutions of Higher Education. This classification is the gold standard for research excellence, given to less than 4% of all U.S. higher education institutions, and it recognizes the university for “very high research activity” and its transformative contributions to science, innovation and education.
• Established in 1963, U of I's Idaho Water Resources Research Institute (IWRRI) is one of the nation’s 54 water research and technology centers. IWRRI conducts and directs research to support the water resource needs of the state, the northwest region and the nation.
• Moderate cattle grazing on public lands does not reduce sage-grouse nest success, according to a 10-year University of Idaho study. The findings suggest sage-grouse and cows can coexist on the same land in southern Idaho.
• The University of Idaho and Idaho National Laboratory are deepening collaborative research and development projects toward long-term viability of nuclear power, protecting national security and building a resilient and low-carbon energy future for Idaho and the nation. U of I and INL signed a five-year Strategic Understanding for Premier Education and Research (SUPER), expanding more than 75 years of collaboration focused on advancing the safe, efficient and sustainable use of nuclear energy.

Operational excellence is the cornerstone of building a strong and resilient workforce while advancing our mission and vision. We are dedicated to creating efficient, data-driven processes that enhance the student and employee experience. This supports informed decision-making and streamlines operations. By responsibly integrating AI and advanced technologies, we will improve access to real-time data, automate routine tasks to free up time for meaningful endeavors and personalize support for students and employees. Through an institutional culture of excellence and continuous improvement, we empower our team to deliver high-quality services that drive student success and strengthen institutional effectiveness.

Signature initiatives

• E1. Create a data warehouse: Consolidate data across campus and develop consistent quality, access, security and governance protocols to inform best-in-class institutional decision making. The warehouse will provide the foundation for the data integrity necessary to connect systems, automate business processes and leverage emerging technologies to scale efficient operations over time.
• E2. Simplify and automate processes through AI: To improve the work experience for employees, we will review, simplify and automate routine processes to save time and redeploy employee efforts to more meaningful tasks.
• E3. Attract, retain, reward and support the best faculty and staff: Create an ecosystem that supports the signature Vandal experience by attracting and retaining the best employees through a seamless onboarding experience, career pathways, professional growth, mentorship and excellence in their roles.
• E4. Build a culture of efficient collaboration and execution around projects: Standardize project management communication processes, provide support to operational leaders and highlight project performance by centralizing oversight.

Foundational work

• The University of Idaho was awarded a $4.5 million grant leveraging generative artificial intelligence to streamline administrative processes and drive efficiency in research management. The project represents a transformative step toward reducing administrative burdens. U of I’s project is led by the Office of Sponsored Programs, and is funded through the National Science Foundation’s (NSF) GRANTED program. The goal is to enhance the U.S. research enterprise by improving administration support infrastructure, increasing service capacity and broadening participation by developing institutions across the national research landscape.
• In 2023, the College of Science hired four researchers to investigate aspects of sustainable solutions — including questioning fundamental ways we use land and the impacts of tools we wield. They study everything from how we make important chemicals and use antibiotics to how plants use water and how effectively we diagnose disease.

• Annual enrollment
• Retention and graduation rates
• Graduate starting salaries
• R&D expenditures
• Best Value ranking (U.S. News & World Report)