The BYU-Idaho Mission Statement and Core Themes

The university’s mission and the core themes that support it remain the central purpose of BYU-Idaho. With only minor updates by the Board, this mission and its related core themes have served the institution well.   Everything we do at BYU-Idaho is measured against the backdrop of the BYU-Idaho Mission and core themes.  They are reviewed annually in the President’s Council, the University Council, and the President’s Executive Group. 

After a series of council meetings in a variety of settings, a mapped set of strategic priorities was developed to assure alignment with the mission and core themes and to guide BYU-Idaho through the projected and desired growth over the foreseeable future. BYU-Idaho administrators understand that those priorities may be adjusted over time as the university progresses forward.  

This overarching plan sets the priorities to guide decision-making internally and to define and demonstrate mission fulfillment and institutional effectiveness externally.

The current Strategic Priorities are set forth as follows:

Mission Statement

Core Theme

Strategic Priority

Brigham Young University–Idaho was founded and is supported and guided by The Church of Jesus Christ of Latter-day Saints. Its mission is to develop disciples of Jesus Christ who are leaders in their homes, the Church, and their communities.

CORE THEME 1: Testimony

Build testimonies of the restored gospel of Jesus Christ and foster its principles in a wholesome academic, cultural, and social environment.

Discipleship and Learning: Ground all major academic initiatives on the foundation of BYU–Idaho’s mission

Student Honor: Focus on student honor and integrity and prepare for drifting values

CORE THEME 2: Quality

Provide a high-quality education that prepares students of diverse interests and abilities for lifelong learning and employment.

Student Success and Retention: Focus on efforts that strengthen retention and perpetuate student success

Accreditation: Engage with accrediting bodies as necessary and with agencies regarding bylaws, policies, outcomes, and assessments

Curriculum Improvement: Focus on curricular improvement to help students keep pace with industry changes, develop skills to meet the needs of the marketplace, and implement Institutional Learning Outcomes to prepare students broadly for their futures

Course of the Future: Develop courses that include hybrid elements and create a library of resources that enhance opportunities for the next generations of learners

Learning, Innovation and Collaboration: Foster a culture where faculty members actively engage in inspired inquiry, innovation, and collaboration to become a “light on a hill” in the scholarship of learning and teaching

Employment:  Develop a model that unites university efforts, identifies shared responsibility, and increases the percentage of students who obtain meaningful employment or other career outcomes within 120 days of graduation  

CORE THEME 3: Reach

Serve as many students as possible within resource constraints.

BYU–Pathway Worldwide Relationship: Implement service agreements that enable BYU–Pathway Worldwide to serve students in BYU–Idaho accredited online programs

Strategic Enrollment Management: Manage enrollments while considering Church-demographic share and student behaviors, strengthen year-round school, and develop a concurrent enrollment program

CORE THEME 4: Affordability

Deliver education that is affordable
for students and the Church.

BYU–Idaho Cost: Minimize the cost of BYU–Idaho in order to support quality education while serving as many students as possible

 

Strategic priorities describe specific actions the university is focusing on to further its mission, core themes, and institutional objectives.

The strategic priorities: 

  • are assigned under the direction of the PEG in response to internal and external data, trends, etc.;
  • provide institutional focus by clearly defining the areas university leadership has determined currently need attention, i.e. they are not meant to be a comprehensive list of every effort across the university related to its mission and core themes;
  • generally describe efforts on a short-term basis (as anticipated for the next few years);
  • are specific and measurable/reportable (i.e. strategic priority plans should describe specific actions to be taken rather than only provide an aspirational statement); 
  • are each discussed and reported on annually in university leadership settings (the President’s Council, the PEG, the Executive Strategy & Planning Council, and at times in other settings across campus);