University working groups

Working groups help guide decision-making around university priorities, garnering input from across the university to address bigger challenges. The process is intended to take a deep look at all aspects of the strategic areas of focus. These working groups are a tool for informed, transparent decision-making on issues where we can benefit from an inclusive process representing all stakeholders.

Recommendations of all working groups are presented to the executive cabinet, Faculty Senate and Staff Council for feedback before roadmaps for implementation are finalized and recommendations put into action.

Active working groups

  • Magic Valley: This group is focused on a strategic path forward for University of Idaho’s site in Jerome, which is currently branded as the Discovery Center. The group is exploring options for a facility that will be a strategic companion to the research dairy in the area and attract stakeholders to the site for educational reasons, in addition to tourism.
  • Strategic Plan: The U of I strategic plan ignites 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’s 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 serves 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 University of Idaho into an era of unprecedented impact.

Past working groups

  • AI: U of I has been actively exploring the opportunities and challenges presented by generative AI since it rose to prominence in 2022. In response to its rapid adoption across research, teaching and administrative functions, the university established the Artificial Intelligence Working Group (AIWG) in 2024 to coordinate efforts, gather campus-wide input and develop strategic recommendations.
  • Comprehensive Campaign: Dedicated alumni volunteers and university leaders came together to position the University of Idaho community to embrace the big ideas behind the capital campaign. The resulting white paper informed the road map for the capital campaign during the first public phase in the fall of 2021. The white paper also supported development of a university-wide vision for the comprehensive fundraising campaign and identified the resources needed to ensure the campaign’s success.
  • Financial Model: The Vandal Hybrid Budget Model is a fresh approach to our university budgeting process. The working group recommendations implemented in 2023 center on four components:
    • Mission alignment – The model must help us achieve our land-grant mission, support student success and promote research and discovery.
    • Transparency – The model, and its implementation, must be accessible to the entire university community.
    • Agility and adaption – The model must allow university leadership to correct and guide, support continuous improvement, enable U of I to respond to the state’s educational needs and provide training for in-demand jobs.
    • Incentive-based – The model must promote efficiencies and encourage entrepreneurial and interdisciplinary ideas.
  • Online Education: This group explored steps needed to build a stronger remote learning infrastructure and enhance online education offerings. The result was a white paper with recommendations focused on areas of strength, areas for improvement and information with specifics about investments and resources needed to improve online opportunities and curriculum. The white paper serves as a road map citing unique areas of expertise and opportunity for University of Idaho online curriculum, requirements for best practices to implement online student support services, technology and infrastructure requirements, marketing and strategic positioning tactics, and best practices around faculty support and curriculum development.
  • R1-2026 Research Initiative: The R1-2026 Research Initiative Working Group finalized in 2020 its recommendations to invest in moving the university toward R1 Carnegie Classification. Those recommendations focus on making new investments in postdoctoral scholar and doctoral research support, while working to shift the university’s culture toward one of delivering results and expecting accountability in research and graduate education for all faculty.
  • Student Experience: The goal of the group is to create opportunities for students to provide direct feedback and present ideas to support and improve the student experience at University of Idaho. To meet the goals of the working group, the Student Advisory Groups (SAG) are formed with the goal of providing a diversity of opinions and feedback. The groups are coordinated by the vice provost for student affairs and dean of students.
  • Sustainability: In Fall 2021, this group formed to develop and recommend a strategic approach to enable University of Idaho to become known for sustainability. The working group’s output is focused on 1) making a case for sustainability that distinguishes the university from our peers, 2) recommendations for our academic and research programs, 3) recommendations for university operations and facilities, 4) integrating sustainability into the cultural fabric of the university, and 5) establishing governance and program expectations to ensure accountability towards desired progress. The recommendations challenge the university community to execute our strategic desire to be known for sustainability.