Kyle Keckler
News Editor
Recently, The Bengal had the opportunity to sit down with Idaho State University’s president, Robert Wager, to discuss his impressions of the university some 11 months after his tenure began, the changes occurring on campus, challenges the university may face, and his vision for the future of the university as a whole.
Prior to becoming Idaho State University’s 15th president, Dr. Robert Wagner worked at Utah State University as Utah State’s Executive Vice President and Chief Operating Officer. With his recent move to Idaho, a year on, The Bengal chose to ask President Wagner about his impressions of the particular political and social climate that exists regarding higher education in the gem state, to which he had this to say: “Sure, well, I think it’s important to remember that Idaho State University is a public research institution. What that means is not only do we have a mission for public access and to provide education across the state, but that also means that we report to a public board of education. As a public institution, we are held accountable; for example, we are held accountable for the public funds we receive. We have to demonstrate and show that we put those funds to good use. That there’s a return on the investment of those public funds. So, that is critically important as a public institution for us, first and foremost, to recognize not only the public mission that we have but the accountability that we have to the state, to the citizens of the state of Idaho, to the legislature, to the governor’s office, and to our state board.”
Concerning the specific perspectives in Idaho about higher education, President Wagner said, “The political landscapes within this state, as with many states, shift and change. And as an institution, we need to be able to respond and adapt. We need to be responsive and accountable. We need to be able to act and realize that not only do we have a responsibility to provide access but that we have accountability as well. And sometimes that means, again, as policies and laws change, we will need to be willing to adapt…. That is happening every year; it’s the nature of government, it’s the nature of public service, [and] it’s just the nature of how government works. There will be change, and again, as a public institution, we need to respond to that change.” Ensuring that Idaho State University remains an adaptable institution is clearly vital to President Wagner, as well as that the public funds that make up the lifeblood of the university are appropriately used and that accountability to the state is given the highest priority.
In the past 11 months, President Wagner has been able to deepen his understanding of the institution and its trajectory. The Bengal asked President Wagner where he hopes to see the university in the future and what strategies he hopes to employ to get it there: “In my inaugural address, I announced five priority areas that align with our strategic plan. The first is student success – really focusing on the needs of our students and making sure that they have what they need to be successful. The second area is investing in and focusing [on] our academic and research enterprises, making sure that we have good and strong academic programs that are making an impact within our community, as well as that we have a robust research enterprise that’s making an impact as well. The third is meeting our infrastructure needs. As I mentioned at the beginning of this interview, with the age of this institution, we have significant infrastructure needs on our Pocatello campus; we have lots of opportunities for infrastructure growth on our Meridian, as well as our Idaho Falls and Twin Falls campuses – so really focusing on the infrastructure needs and capacity. Whether that’s new and updated housing for our students or a new Life-Sciences building. The fourth is more collaboration and partnerships; that could be with industry, with government or state agencies, that could be with other institutions… collaborations and partnerships – That’s a great way to leverage the resources we have and to see them grow when we work together. The fifth is [ensuring] we’re taking care of our people. The greatest asset we have, the greatest resource we have as an institution, [is] our people. Making sure that we are taking care of them, that we retain them, that we have [an] adequate and strong salary structure, that we have good benefits for our people, that we have opportunities for them to grow and advance. That’s the five areas. That’s my vision going forward with Idaho State. That’s what I heard as I listened to people say what they want from this institution. Their responses and their answers fit within those five areas.”
Idaho State has faced numerous challenges over the years, from budget deficits to COVID-19, and the university is no stranger to hardship. When asked about what he felt the greatest threat facing the institution was today, President Wagner focused on the perspectives that threatened the university and stated, “I think that we’ll continue to work hard to develop budget models and processes that allow us to be efficient and maximize the funds that we have. Certainly, changes related to the market, to industry, to the communities that we serve; we need to be able to adapt, be able to be nimble, and pivot. We need to be able to respond and reorient ourselves to meet those needs. Certainly, from an enrollment standpoint, working hard, going out and recruiting more students, and helping them get here, helping them so a higher education experience is more accessible. And really just making sure that we’re sending the message out to our communities and to the state that higher education matters. There [are] some that question that. We need to do a better job of saying why we matter and why a credential, certificate, or degree matters. Why that matters to the state – the benefit that we provide the state, and frankly to the country and even to the world as a whole.”
Much has been said of President Wanger’s dramatic descent from the ceiling of Holt Arena to the field below. The Bengal chose to ask President Wagner about the motives behind that descent – and what exactly drove him to lower himself by a rope over 100 feet to the field below: “So I would have to say that was my idea. When I brought it to my staff, they weren’t too sure; they thought I was a little crazy, but I had heard it had been done in the past and that it had been a while since it was done. Frankly, Kyle, I was looking for an opportunity to engage with the fans, specifically our students and get them excited about our fantastic football team and the great experience that our football games are. You know, there’s a lot of energy inside the dome. It’s a great place to come and watch our student-athletes and cheer them on – there’s great energy there. And I tell you, I feel that energy; I get into it and just want to do things… it’s really just a way for us to engage with our fans and with our community and come out and watch the team and support them and have a fun experience, and if that means watching your president do a few crazy things now and then, I certainly hope that that’s enjoyable.” Judging by the cheering from the student section during President Wagner’s descent, we at The Bengal imagine it certainly was.
From sweeping campus renovations and potentially overcoming the budget deficit to game-day celebrations, President Wagner has certainly made the most of his first 11 months at Idaho State University. The Bengal is undoubtedly interested in seeing how he carries out his vision for the university in the future.
The first part of this interview was published in the November issue of The Bengal; those who may have missed its availability period can find the first part online at www.isubengal.com/in-depth-the-first-of-a-two-part-interview-with-isu-president-robert-wagner/
