Vision
We inspire a passion for knowledge and discovery.
Mission
We engage students through learning and research opportunities that improve the intellectual vigor, cultural vitality, and health of our communities.
Statewide Performance Measures Established by the Idaho State Board of Education Performance Measures
1. Student Access
Measured by student enrollment as reported on the PSR-1 Annual Report
2. Student Retention
Measured by the percentage of degree seeking first-time, full-time fall-enrolled students that are retained in the following fall on the IPEDS Fall Enrollment Report First-time,
fall retention
3. Student Completion
Measured by the percentage of degree seeking first-time, full-time freshman graduating within 150% of time on the IPEDS Graduation Report
4. Student Affordability
Measured by ISU in-state tuition and fees compared to Idaho State Board of Education assigned ten peer institutions* as reported by the National Center for Education Statistics
* ISU Peers: University of Montana, Marshall University, Utah State University, South Dakota State University, Texas A&M University – Corpus Christie, University of Colorado – Colorado Springs, Wright State University, University of Toledo, Cleveland State University, University of Massachusetts - Dartmouth
Critical Institutional Performance Measures for the Idaho State Board of Education
5. Student Access
Measured by fall degree-seeking student enrollment as reported on the IPEDS Fall Enrollment Report
6. Student Completion
Measured by distinct degrees and certificates awarded to ISU students
7. Health Professions Mission
Measured by the annual unduplicated headcount of students in health professions and pre-professional health majors
8. Research
Measured
9. Advancement
Measured by the annual amount of cash and commitments to the ISU Foundation
10. Efficiency
Strategic Plan Goals and Objectives
Goal 1: Increase Student Access, Opportunity, Retention, and Success
We build a diverse and thriving student population by providing all students with the tools, opportunities, and environment to support their goals, learning, and achievement.
Objective 1A: Increase access and enrollment using targeted recruitment efforts
by grant or scholarship aid
* FAFSA survey methodology changed in FY2025.
Objective 1B: Improve student retention by strengthening students’ ISU experience
First-time, full-time bachelor degree-seeking student fall to fall retention⌂
Objective 1B: Improve student retention by strengthening students’ ISU experience (continued)
Performance Measures
Percent of undergraduate, degree-seeking students completing 30 or more credits per academic year at the institution reporting
Percent of new degreeseeking freshmen completing a gateway math course within two years ⌂
of undergraduate, degree-seeking students taking a math remediation course completing a subsequent credit-bearing course within a year with a "C" or higher
Objective
1C: Improve ISU’s graduation rate
Performance Measures
of first-time, fulltime freshman graduating within 150% of time⌂
Goal 2: Strengthen Programmatic Excellence
Programmatic excellence is at the core of student achievement. The University continually evolves to meet workforce demands and recruit, retain, and support highly qualified faculty and staff. We allocate resources to strengthen programs and opportunities focused on student achievement and success.
Objective 2A: Attract, support, and retain outstanding faculty and staff
Performance Measures
of faculty and staff who express satisfaction with Idaho State University as their employer ⦽
retention relative to peers*
⦽ ISU’s employee survey is usually administered biennially. This was paused in FY2025 as the survey was being restructured. A workgroup is currently reviewing the survey, frequency, and utility as a performance measure
*Comparison data obtained from CUPA-HR Data on Demand reports compares average voluntary separation for ISU full-time faculty and total staff versus “ISU Peer Group 2020 Plus” comparison group
Objective 2B: Enhance ISU’s infrastructure Performance Measure
Objective 2C: Align ISU’s programs with community, regional, and national needs
Performance Measures
Number of certificates and other stackable “microcredentials” awarded at Idaho State University
Objective 2C: Align ISU’s programs with community, regional, and national needs (continued) Performance
Number of ISU graduates with degrees that align with Idaho Department of Labor “Hot Jobs” list
Number of certificates and degrees awarded in Health Professions programs
Goal 3: Cultivate External Partnerships
We contribute to the betterment of all communities through strong collaborations and partnerships. The University will continue to foster existing beneficial partnerships and build new associations that advance Idaho State’s mission.
Objective 3A: Maximize the impact of new and existing regional partnerships in support of ISU’s mission
Performance
Number of active formal academic and/or research partnership agreements with educational institutions, organizations, and private industry⦽
⦽ We are in the process of developing a method for collecting this data and establishing benchmarks.
Objective 3B: Expand collaborations with K-12 and post-secondary educational institutions
Goal 4: Expand Research, Clinical, and Creative Activities
We change lives for the better by e4xpanding our research, clinical, and creative activities. We focus on increasing human knowledge, serving the needs of society, and supporting artistic ventures.
Objective 4A: Enhance faculty’s ability to initiate research and innovative projects
to colleges, researchers, and PIs
Three-year rolling average of external grant proposals submitted.
Available August 2025
Objective 4B: Increase productivity in research, scholarly, and creative activities
Performance
Objective 4C: Engage students in Interprofessional Educational and/or clinical research
Performance Measures
FY2030 Percent of KDHS students that participate in interprofessional education/clinical research opportunities
Percent of KDHS faculty that participate in interprofessional education/clinical research opportunities
Objective 4D: Enhance ISU student research, clinical, and creative opportunities
of ISU students participating in the Research and Creative Scholarship Symposium
Goal 5: Energize the Bengal Community
We engage and build strong relationships with all members of the Bengal Community to achieve academic success and innovation, advance learning and research, and enhance lives. The Bengal Community includes students, faculty, staff, alumni, community members, friends, and partners who engage with the University and support its success.
Objective 5A: Enhance student life and engagement
Total headcount of student employees and graduate assistants (Fall)
students who participate in student activity board events and activities Ώ
Ώ Students are counted more than once if involved in more than one event or activity in the year.
Objective 5B: Increase faculty and staff connection, engagement, and recognition
⦽We are in the process of developing a method for collecting this data and establishing benchmarks.
Objective 5C: Increase alumni connections to and participation with ISU
Measures
Private support: cash and new commitments to the ISU Foundation
Alumni Engagement –event attendance, giving, volunteer, and/or meaningful contact (unduplicated)
Objective 5D: Increase ISU’s impact on its communities
Measures
of ISU Clinics and Pharmacy clients served**
and Workforce Training enrollment
Key External Factors
Several external factors affect Idaho State University’s ability to achieve strategic plan goals, to include:
● Inflation. ISU continues to experience significant inflation in services, technology, materials, supplies, utilities, equipment, and capital construction.
● Out of State Competition. ISU and other Idaho colleges and universities are experiencing increasing competition from other states for Idaho students. We are passionate about educating Idaho students so that they stay in Idaho and contribute to our workforce and economy. This requires additional investments in marketing and recruitment.
● Infrastructure. ISU is 125 years old and is facing an aging campus infrastructure. ISU is experiencing a growing need for investments to address $280 million in deferred maintenance and to build new facilities for student support, program growth, and workforce development
● Administrative Requirements. Growing compliance, reporting, and administrative requirements require ever increasing resources and support.
Evaluation Process
In 2024, Idaho State University implemented a new Planning and Institutional Effectiveness Framework, designed to support and further ISU’s mission. The integrated framework forms the basis for ongoing and systematic assessment, adaptation, and improvement.
The Planning and Institutional Effectiveness Steering Committee continues to review and streamline elements of the framework to support our accreditation and strategic plan more seamlessly. As part of this effort, we have identified nine high-level “Mission Fulfillment Measures” and developed online dashboards that show longitudinal progress toward established thresholds. We have also updated our strategic plan objectives and performance measures to 1) align with Mission Fulfillment Measures, 2) reflect State Board of Education system-wide measures, and 3) focus on measurable outcomes.
On an annual basis, the Planning and Institutional Effectiveness Steering Committee reviews progress toward mission fulfillment and strategic plan goals and objectives, reports on progress to Administrative Council, Leadership Council, and the campus community, and recommends priority actions to address performance gaps and opportunities.
