果冻传媒麻豆社 Strategic Plan
The 果冻传媒麻豆社's strategic plan will ignite a bold, shared vision for the future, centered around three to four transformative pillars. By aligning resources with key priorities, the plan will guide the university鈥檚 growth and evolution, empowering us to reach new heights of excellence.
Built through the collective effort of employees, students, alumni, industry partners, the Board of Regents, and the wider community, this plan will serve as a dynamic roadmap, shaping both immediate progress and long-term success. Each school, college, and division will align their plans to the university strategic plan, ensuring a unified and powerful momentum that drives 果冻传媒麻豆社 into an era of unprecedented impact.
Strategic Plan Components
- Mission: What is our university鈥檚 broad and enduring mission or purpose?
- Vision: To what end should we direct our efforts and resources over the next five years?
- Values: What are the values that drive our behaviors and decision making?
- Strategic Goals: What primary areas of activity will help us realize our vision?
- Signature Initiatives: What are the most important initiatives that will help us realize our vision?
- Success Measures: How will we know we are successful?
- Execution Capabilities: What capabilities and resources will be required to support implementation?
Strategic Plan Timeline
- Phase 0: Preparation and Data Collection. September 2024
- Phase 1: Diagnose Competitive Landscape and Build a Shared Understanding of the U of I Context. Dec. 13, 2024
- Phase 2: Set Strategic Aspirations and Goals. January through March 14, 2025
- Phase 3: Define Concrete Initiatives for Each Strategic Pillar, Socialize, and Prepare to Launch. Time frame TBA
- Phase 4: Launch and Begin Implementation. Time frame TBA
Annual Strategic Plan Updates
The Idaho Impact: Annual Report & Strategic Plan Update provides a review of U of I highlights and success stories across our mission together with quantitative updates on Strategic Plan progress.
- Revised Strategic Plan: 2022-23 (PDF)
- Revised Strategic Plan: 2021-22 (PDF)
- Revised Strategic Plan: 2020-21 (PDF)
- Revised Strategic Plan: 2019-20 (PDF)
- Revised Strategic Plan: 2018-19 (PDF)
- Revised Strategic Plan: 2017-18 (PDF)
- Revised Strategic Plan: 2016-17 (PDF)
- Initial Strategic Plan: 2015-16 (PDF)
FAQ
An effective strategic plan will unify 果冻传媒麻豆社 around a common vision and shared values, align resources to critical priorities, and outline a clear roadmap for meaningful action.
A Strategic Planning Council of U of I community members is leading the development of the strategic plan. Throughout the process, we will also engage other employees in addition to students, alumni, industry and community partners, and more through focus groups, interviews and surveys.
U of I Faculty
Traci Craig, Co-Chair
Barrie Robison
Dennis Becker
Kevin Chang
Mya Groza
Barb Kirchmeier
U of I Staff
Lee Espey, Co-Chair
Kali Armitage
Shawna Bertlin
Brad Ritts
Carly Schoepflin
External Stakeholders
Jon Gaffney, President, U of I Alumni Association
Jacie Jensen, Thorn Creek Native Seed Farm
Scott Madison, Foundation Board and Energy Industry
We appreciate your interest and welcome your participation. We encourage you to provide feedback and ideas using the form at the bottom of this page.
Achieving and supporting Carnegie R1 status will be a key objective of 果冻传媒麻豆社's strategic plan, as it directly supports our work to advance research excellence, solve local problems, and promote economic growth in Idaho. A market analysis and feedback from research leaders will shape critical decisions in the plan around infrastructure, capacity and resource allocation.
Huron鈥檚 experience with institutions, such as the University of Maryland, Washington University in St. Louis, and University of South Carolina, that have shared governance structures allows them to support collaboration across 果冻传媒麻豆社. Their approach ensures that the perspectives of employees, administration, and students are integrated into the planning process, while aligning with the university鈥檚 statewide mission.
We understand the importance of engaging with various members of our community during the strategic planning process. The first planning phase will include outreach to all campus groups that may not fully participate in traditional open forums. By using methods such as surveys, interviews and focus groups, we will provide opportunities for everyone to share their input.