Skip to Main Content
Idaho State University home

University Project Charters

Upon joining Idaho State University, President Kevin Satterlee began a listening tour with the campus community. He met with students, faculty, staff, alumni, community members, and donors. In addition, programs such as Coffee with Kevin and the One Thing campaign were launched to solicit feedback from campus.

This process illuminated many strengths, as well as opportunities for improvement at Idaho State University. In Fall 2018, President Satterlee began to assign various projects to divisions and departments to start leveraging ISU’s strengths and work on identified challenges.

These identified projects have become known as project charters. A project charter is defined as an assignment or task that a unit is charged to work on, with a statement of scope, responsibilities, and objectives. ISU’s project charters range in short-term measures to multi-year initiatives focused on enhancing the University. Each charter identifies the main stakeholder assigned to oversee completing the project and a brief description. The assigned unit is responsible to develop action items, determine budgetary needs, set deadlines, and if necessary, assemble task forces. However, it is the goal that, while a particular department might lead a project, all faculty and staff at Idaho State should collaboratively help to move these initiatives forward. Every project charter is aimed at improving the student experience and aiding in the educational mission.

If you have questions about the rationale behind the project charters, feel free to contact the President’s Office or attend a Coffee with Kevin session to discuss with President Satterlee.

Please keep in mind that not all project charters have been assigned to campus units. Additional unit assignments will be added to this website in the future. As projects advance toward completion, status updates will be provided.

 

Last updated: 8/11/2020

UNIT PROJECT CHARTER DESCRIPTION STATUS STATUS PERCENT
Academic Affairs Meta-Majors Develop meta-majors (or areas of interest) at ISU. Bring a proposal for which degrees and program will be incorporated into each meta-major to Faculty Senate and Leadership Council for approval. Academic Advising, and faculty generally, should be a part of this process to ensure it translates to overall student success. The adoption of meta-majors should support interdisciplinary activity on campus. Appropriate broad-based interdisciplinary degrees linked to each of the areas of interest should be developed to ensure that all students with the adequate number of credits are able to graduate. This project should include a review and streamlining of the major declaration process to ensure that it is as student-centric as possible. In addition, this charter will oversee the completion and management of the degree-mapping process (including the Momentum Year), and conduct a review of classroom utilization and scheduling, with recommendations to be presented to the Leadership Council. IN PROGRESS
25%
Academic Affairs Faculty Constitution In a collaborative process ISU faculty and administration will work together to draft a faculty constitution and receive SBOE approval. COMPLETED
100%
Academic Affairs Math Pathways Develop math pathways at ISU that ensure that students are placed in a math course that is matched with the right major and program and best aligns with the student’s needs, interests, and academic goals. Collaboratively with Student Affairs, develop implementable strategies that help more students take math in their first year. As Student Affairs works to implement a campus-wide early alert system, leverage this opportunity with math courses to identify students that are struggling early and have the right support mechanisms in place to assist those students. Implement other curricular changes outlined in the momentum pathways reports and continue implementation of the co-requisite model, ensuring that faculty purview over curriculum is respected and maintained. IN PROGRESS
25%
Academic Affairs Bengal Bridge Program Review Review the Bengal Bridge Program to assess the most impactful delivery of the program. The review should include assessing which faculty should be teaching which courses and the overall role of bridge faculty in relation to academic advising. This group should assess recommendation #6 of the Academic Success and Retention Taskforce to determine next steps. Review the aspects of the Bengal Bridge that are successful and have to potential to positively impact our larger population, and assess how this can be scaled. IN PROGRESS
5%
Academic Affairs System Coordination: Idaho Falls/Twin Falls Develop an educational environment where outreach students are directed to the optimal degree offering utilizing ISU, UI, CEI, and CSI IN PROGRESS
50%
Academic Affairs Leverage Dual Enrollement Academic Affairs will enhance the traditional dual enrollment experience by better meeting the identified needs of students, high school teachers, high school administrators, faculty liaisons, and departments who oversee curriculum. This effort will include surveying stakeholders and developing a strategic vision for dual enrollment that helps ISU overcome perceived obstacles to program growth and recruitment success. A review of the revenue and expenditures will be completed in order to consider a variety of programmatic funding models that can help ISU achieve the above stated goals. The ultimate goal will be to identify ways to enhane the experience of stakeholders, leverage the program to facilitate institutional enrollment growth, and improve student retention. IN PROGRESS
65%
Academic Affairs Graduate Teaching Assistants Growth Develop a predictable and stransparent model for distribution of graduate assistant lines/funding. IN PROGRESS
30%
Research Research Initiative Idaho State University will work with faculty, staff, students and external stakeholders to determine the research aspirations of the campus and the role of the Office for Research at ISU as we work to strategically develop research and other scholarly activities. PAUSED
10%
Academic Affairs INL Relationship and Polytechnic Initiative Idaho State University will become the institution with the strongest Idaho National Laboratory partnership through the development and delivery of high quality programs and cutting edge research expertise that complements the laboratory mission. ISU will leverage the Polytechnic legislative funding, the Center for Advanced Energy Studies, and the INL Educational Contract as well as existing educational and research expertise to build this relationship. IN PROGRESS
25%
Academic Affairs Program Health and Sustainability and Funding Model A Program Health and Sustainability assessment model should be aligned with the institutional mission while evaluating student demand and providing indicators of quality. It should include measures for efficiency and effectiveness and ensure sufficient resources. Finally, it should be flexible and change as necessary over time. IN PROGRESS
40%
Academic Affairs Employer Needs Idaho State University will work to ensure students can acquire meaningful jobs and fulfilling careers upon graduation. To meet this end, ISU will engage in a University-wide workforce analysis. Each college at ISU will perform an analysis of the top ten employers they currently work with. Each college dean will consult with the Director of the Career Center and the top 10 employers to identify their specific workforce needs and determine how ISU can help meet these needs more effectively. This process will ensure that our academic majors and programs are positioned to prepare, inspire and empower graduating students for a lifetime of meaningful work. IN PROGRESS
15%
Academic Affairs ROAR 1199 Implementation of Roar 1199 will take place Fall 2020. Roar 1199 is a pilot experimental first-year introduction course aimed at preparing students for successful degree completion. CAL Faculty will develop the curriculum for the course based on the outline provided by the First-Year Experience Charter Group. A comprehensive assessment plan will be completed and the assessment will take place at the end of the Fall and Spring semesters. One of the primary indicators of student success and retention is their first-year academic performance and retention of students. IN PROGRESS
65%
Academic Affairs Momentum Pathways Develop math pathways at ISU that ensure that students are placed in a math course that is matched with the right major and program and best aligns with the student’s needs, interests, and academic goals. Collaboratively with Student Affairs, develop implementable strategies that help more students take math in their first year. As Student Affairs works to implement a campus-wide early alert system, leverage this opportunity with math courses to identify students that are struggling early and have the right support mechanisms in place to assist those students. Implement other curricular changes outlined in the momentum pathways reports and continue implementation of the co-requisite model, ensuring that faculty purview over curriculum is respected and maintained. COMPLETED
100%
Academic Affairs Online Learning eISU has grown considerably in the last 10 years with 20% of ISU’s courses now online. ISU experienced a spike in distance-based learning when COVID-19 required that all faculty teach online in Spring 2020. While ISU continues to offer face-to-face courses as its primary instruction method, online program instruction should be expanded and needs to address gaps in online opportunities for expansion. This will allow ISU to continue to grow its regular online offerings, expand access, and focus on quality. IN PROGRESS
0%
Advancement Scholarship Fundraising Initiative Establish as the University’s top fundraising priority. Develop the case and a common narrative to guide gift conversations to inspire increased philanthropy. Build institutional integrity and donor confidence. Communicate impact and inspire support. Use this initiative as the foundation for a future comprehensive fundraising campaign. IN PROGRESS
5%
Advancement Advancement Inventory and Redesign Review and assess overall advancement functionality and outcomes across ISU in preparation to launch a new centrally organized, managed and funded Office of Advancement that will help ISU clarify a case for significant philanthropic support, expand and deepen relationships with third-party philanthropic investors and deliver an advancement organization that will meet or exceed benchmark standard for constituent engagement and fundraising performance. This includes repurposing existing advancement budgets to add or supplement critical advancement functionality including principal gifts, planned gifts, market expansion, pipeline expansion and communications. COMPLETE
100%
Advancement Campaign Feasibility Study Conduct an overall fundraising capacity assessment and goal setting. Prepare a report with action items needed to prepare the University for a future comprehensive fundraising campaign. IN PROGRESS
5%
Advancement Fundraising Priorities Create case for philanthropic support consistent with University priorities and unit priorities. Create significant gift opportunities aligned with upcoming campaign plans. IN PROGRESS
5%
Advancement Market Expansion and Pipline Development A successful Advancement operation requires a solid base of community engagement and a strategy for continuously developing the donor pipeline. This charter is focused around implementing best practices in community engagement efforts, refining and strengthening donor management efforts, and strengthening the Alumni Relations and Annual Giving programs in order to improve the donor pipeline development at Idaho State. IN PROGRESS
5%
Advancement Prospect Management Prospect management is key in developing strategic vision and planning Idaho State’s fundraising donor and prospect research efforts. This charter aims at enhancing support for major gift development and solicitation as well as capital campaign initiatives by establishing a philosophy and protocol for constituent management, expanding the utilization of Raiser’s Edge by all University stakeholders, improving data, and assessing the Advancement team organization to maximize productivity. IN PROGRESS
5%
Marketing and Communications Branding Effort Marketing and Communication will establish the institution's brand and identity so it can be articulated visually, in written form, and through institutional marks. Advancement will develop a campus outreach and training program to educate the campus community on brand standards and best practices. Advancement will develop processes and protocols to ensure the brand is adhered to in all written and visual content. COMPLETED
100%
Marketing and Communications Campus Banners Advancement will brand the physical spaces of campus through effective use of banners and signage. All campus signage should be within brand standards. COMPLETED
100%
Marketing and Communications Establish a Commencement Committee Advancement will establish a commencement committee to review current commencement practices and make recommendations for future improvements. COMPLETED
100%
Marketing and Communications Internal Communications Conduct a thorough review of all internal communications, including mass emails, electronic bulletins, and newsletters to faculty, staff, and students, to determine areas of enhancement and increased efficiency. As part of the charter, establish an annual content calendar for internal communications that meets the needs of the University and supports the mission of education. Review the technology and platforms used to send communications and measure analytics. IN PROGRESS
5%
Marketing and Communications Telling the ISU Story Marketing and Communications should be aware of all major and minor university initiatives including: partnerships, new research, faculty and student achievements. Marketing and Communications should leverage all possible newsworthy or share-worthy happenings at the university to tell our story to the campus community, the regional community and our state. IN PROGRESS
55%
Marketing and Communications Marketing Campaign Marketing and Communications, will develop and execute a statewide marketing campaign that tells the Idaho State University story in a compelling and relevant way. IN PROGRESS
75%
Athletics Expect Excellence Athletics will instill a culture of excellence in the athletics department. The staff, coaches, and student athletes should strive for excellence in all that they do. IN PROGRESS
30%
Athletics Athletics Community Outreach Develop a community outreach program that encourages student-athletes to be active members of the Pocatello community, including efforts that coordinate with Student Affairs to utilize student-athletes general ISU promotion and outreach. IN PROGRESS
5%
Athletics Fifth Year In the past, fall sport student athletes who completed their undergraduate degree in four years but whose eligibility extended to a 5th year were provided a scholarship only through the fall semester. The rationale was that the department had no obligation to a student athlete beyond a bachelors degree. COMPLETED
100%
Athletics Compliance Infastructure Conduct an assessment of the tools and infrastructure of the compliance function in athletics. Develop and implement best practices with regard to certification processes, investigations, reports, and the structures and processes required to more robustly support the execution of a sound compliance effort with a limited staff. Specifically address the NCAA Certification process. IN PROGRESS
5%
Athletics Student Experience and Engagement Develop a culture and execute initiatives which better integrate and engage student athletes and athletics staff with all ISU students, with the goal to enhance student life, help drive retention and enrollment, increase student attendance at athletic events, and provide a more diverse experience for all students. IN PROGRESS
10%
Athletics Athletic Branding and Marketing Closely integrate the efforts of athletics marketing with the new Bengal brand. Maximize reach of University marketing initiatives and brand through and in concert with the athletics platform. IN PROGRESS
10%
Finance and Business Affairs Chargeback Philosophy Facilities should develop a program that always puts the mission of the University and its core functions above the need to assess a "chargeback" to an individual department. Facilities should review mission-critical events and tasks and identify when a "chargeback" is appropriate and when it is not. IN PROGRESS
50%
Finance and Business Affairs Facilities Branding Spaces Facilities should develop branding expertise to ensure that renovations and upgrades to physical space promote and reinforce the ISU brand, including selection of carpet, furniture, paint and other materials. Facilities should develop its interior design capacity and leverage it to improve campus spaces. IN PROGRESS
50%
Finance and Business Affairs Gale Life Sciences Building Facilities will conduct a comprehensive needs and planning exercise to assess the future of the Gale Life Sciences building. PAUSED
70%
Finance and Business Affairs F&A Rates Finance and Business affairs will first develop and receive approval for a new proposal for a new Facilities and Administrative (F&A) rate. The effort will involve developing a rate proposal, conducting a comprehensive space survey, and then negotiating the rate with the federal government. This will allow the University to maximize F&A rates and recovery dollars, ensuring compliance with Uniform Guidance and federal regulations. Second, the Office of Research will review the way in which the University distributes the F&A funds. The goal will be to ensure the University is utilizing these resources to incentivize, facilitate, and promote research, provide funding for the research itself, and properly cover the research related overhead costs. IN PROGRESS
5%
Finance and Business Affairs Interim Master Plan Facilities will establish an interim master plan that goes through 2022. A long-term master planning process will commence after a new university strategic plan is developed. COMPLETED
100%
Finance and Business Affairs Red Hill "I" Facilities will lead the effort to place the "I" back on Red Hill. COMPLETED
100%
Finance and Business Affairs Emergency Management Process and Communication Develop consistent, inclusive and proactive emergency management processes and communication strategies. Conduct EOC and Emergency Management training with campus primary responders. Conduct executive level emergency management training. IN PROGRESS
35%
President's Office Systemness Exploration and Support Work collaboratively with ISU's sister institutions and the Office of the State Board of Education to identify opportunities for system-wide efficiency and streamlining. IN PROGRESS
30%
President's Office Strategic Planning Idaho State University will undergo a comprehsenive and inclusive strategic planning process designed to provide a 10-year visionary strategic plan. PAUSED
10%
President's Office Policy Program Develop an inclusive, transparent and effective policy process. IN PROGRESS
25%
Finance and Business Affairs Budget Model Identify a new budget model system that allow the university to evaluate the base allocation, properly incentivize program growth and retention, and decentralize budgetary authority to colleges, departments and units. IN PROGRESS
25%
Finance and Business Affairs Decentralize Budget Control Develop a multi-year approach that dovetails with a new budget model, that allows colleges and departments more autonomy in managing their resources year over year. IN PROGRESS
25%
Finance and Business Affairs Travel System Improvements Review the travel process and policies to ensure that the system is efficient and customer oriented. Ensure all travel transactions are fully reimbursed within 25 days after submission. Eliminate travel p-cards and allow hotels to be reserved on p-cards. Increase efficiency in the process to ensure that all travel transactions take under 30 days for reimbursement to occur. COMPLETED
100%
Finance and Business Affairs Data and Analytics Plan and Process Conduct a comprehensive review of the university’s data and analytics capabilities across all divisions and units. Ensure we have the appropriate data systems that are capturing the data we need with the reporting capabilities necessary to make data-informed decisions. Related to student recruitment and retention, work collaboratively with Academic and Student Affairs to identify the outcomes we expect to measure over time, identify the data needed to measure those outcomes, and help develop the needed reporting tools. Review, recommend and facilitate implementation of clear roles and responsibilities related to data management for the following offices: Institutional Research, Information Technology Services, Enrollment Management, and the Registrar’s Office. Review the University’s Customer Relationship Management vendor and contracts to ensure overall efficiency and effectiveness. IN PROGRESS
0%
General Counsel Conflict of Interest Program General Counsel will develop an annual electronic conflict of interest disclosure program that allows faculty and staff to easily report potential conflicts of interest. PAUSED
50%
General Counsel Records Request Process Conduct a review of the records request process to ensure that all records requests are appropriately responded to and that key stakeholders are aware of high-profile records requests. The process should ensure that information is reviewed adequately and properly released to ensure that only releasable information is provided and that information is responsive to the scope of the request. IN PROGRESS
0%
General Counsel Higher Education Legal Training Develop a campus wide training program to inform key campus stakeholders regarding important topics in higher education law. In addition, training should include the services and resources that the Office of General Counsel provides Idaho State University. IN PROGRESS
0%
General Counsel Technology Transfer Program Develop a program whereby the faculty generation of intellectual property is encouraged and supported. The program should be designed to encourage the disclosure of protectable discoveries and then vigorously protect those discoveries for the shared benefit of the University and the faculty as provided for in University policy. IN PROGRESS
15%
General Counsel Contract Process General Counsel will develop campuswide training and education on the contract routing process. Efforts will focus on a customer-service based approach that meets the needs of clients and the university community. IN PROGRESS
10%
Student Affairs Diversity, Equity, and Inclusion Initiative The Division of Student Affairs and the Office of Equity and Inclusion will develop a robust and prominent diversity, equity, and inclusion program that actively fosters the principles of building community, celebrating cultures, and educating community members on a variety of topics. This initiative will improve strategic knowledge and skills that will contribute to a welcoming and inclusive environment and the dismantling of barriers to equity and inclusion. IN PROGRESS
10%
Student Affairs Strategic Enrollment Plan ISU will develop a strategic enrollment management plan that provides a comprehensive strategy designed to achieve and maintain optimum recruitment, retention, and graduation rates. The plan will outline ISU’s strategy and anticipated outcomes to identify, recruit, enroll, retain, and graduate students in alignment with ISU’s mission. It will communicate a clear picture of Idaho State’s identity and brand; create a value proposition; clearly articulate outcomes; distinguish ISU from our competition; and focus on demographics of entering classes. The development of the strategic enrollment management plan will require institution-wide effort, coordination, and support. IN PROGRESS
0%
Finance and Business Affairs Employee Engagement, Morale and Culture Human Resources will focus on management philosophies, emphasizing "our people are our biggest resource." HR will serve as the campus resource in helping departments establish trust, compassion, stability and hope within their units. Human Resources will develop organizational development capacity that includes meaningful leadership and management development, team building, employee and team coaching, and change management. Human Resources will transition Idaho State University to a strengths-based organization using Gallup's Strengths-Finder as a basis and develop training that allows this philosophy to permeate all levels of the organization. IN PROGRESS
15%
Finance and Business Affairs Employee Relations Human Resources will develop the tools, resources and philosophies that provide the ability to manage performance issues and handle progressive discipline appropriately. The program will ensure managers have the resources to manage and actively address employee issues. IN PROGRESS
10%
Finance and Business Affairs Exception Time Reporting Human Resources will implement a time reporting system for nonclassified staff and faculty that does not require entering time if there are "no exceptions." HR will also implement a standard time reporting system for classified staff. COMPLETED
100%
Finance and Business Affairs Orientation for New Employees Human Resources will develop a new employee orientation program that is modeled after the Disney U concept. The program will convey the organizational values, brand and mission of ISU. COMPLETED
100%
Finance and Business Affairs New Email Naming Convention Information Technology Services will work toward eliminating the 4x4 email naming convention and replace it with a more contemporary naming convention. IN PROGRESS
90%
Finance and Business Affairs Google Drive Information Technology will allow campuses to start using Google Drive products more actively and provide training on how to use the Google Suite while remaining compliant with HIPAA and FERPA. COMPLETED
100%
Finance and Business Affairs Mass Email Communication Information Technology will develop mass email lists for faculty, staff, and students so that approving vice presidents, the President, the Department of Public Safety and Marketing and Communications can send mass emails. The process will be developed so that ITS does not have to review or send out mass emails. COMPLETED
100%
Finance and Business Affairs Incoming Calls Information Technology will add the functionality to campus phones, allowing them to display names on all incoming calls and linking the phone system to the faculty and staff directory. IN PROGRESS
50%
President's Office One Thing Program Launch a One Thing program that solicits feedback from the campus community on improvements that can be made at ISU. Develop a mechanism by which these ideas are reviewed and viable improvements to campus are implemented. COMPLETED
100%
Finance and Business Affairs Employee Engagement Task Force An Employee Engagement Task Force will be assembled to identify barriers to engagement, and actively address these barriers through employee engagement initiatives. IN PROGRESS
15%
Student Affairs Art Collections Program In collaboration with the Campus Art Committee, Student Affairs will promote the campus art collection, identify a gallery space that can serve the campus community with rotating showcases, and support efforts to display ISU's Picasso and Chagel pieces. COMPLETED
100%
Student Affairs Residential Life Improvements The University is investing $5 million in housing facilities upgrades. This project charter should ensure that those funds will be maximized with the goal of improving the overall residential experience for our students. The focus of the improvements needs to be the items that make our housing attractive to students and meets their needs. IN PROGRESS
50%
Student Affairs Housing Strategic Plan Student Affairs will collaborate with Finance and Administration to develop a housing strategic plan that facilitates recruiting efforts and provides a financially sustainable program. COMPLETED
100%
Student Affairs Indigenous Peoples' Day Develop campus-wide events and promotion around Indigenous Peoples' Day annually. COMPLETE
100%
Student Affairs First Year Experience Redesign the onboarding process and New Student Orientation for new first-year and transfer students. Incorporate financial literacy programming and education into New Student Orientation. Develop the programming necessary to ensure that students have an opportunity for meaningful engagement during their first year. Collaboratively with University Advancement instill the concept of Bengal for Life, that translates into lifelong engagement with ISU. IN PROGRESS
35%
Student Affairs Academic Advising Program Coordination Operationally unify the onboarding, operations, processes and practices of all campus academic advisors regardless of reporting lines. Assign a full-time primary advisor at the point of admission, with the goal of every student receiving proactive and personalized advising support starting on the day they are admitted and continuing at appropriate points in the students’ progress toward graduation. Initiate mandatory advising for all undergraduate students, including non-degree seeking. Institute a campus-wide proactive and comprehensive advising culture. This charter should include best-practices as related to advising students on momentum years. Ensure that the above-mentioned goals are achieved at all campus outreach centers as well. IN PROGRESS
5%
Student Affairs Scholarship Program Review Begin a systematic and data-informed effort to review the University’s scholarship and discounting program to ensure that all funds and discounts expended have the greatest impact on overall student recruitment and retention. Our discounting program should bolster rather than threaten the overall financial health of the institution. Our scholarship and discounting program should be capturing those students that would not otherwise enroll or continue towards degree completion with the financial support. PAUSED
40%
Student Affairs Student Early Alert and Communication Software Partner with a vendor to provide resources to drive student success and communication utilizing a single student communication software that allows for clear, action- focused, and synergistic messaging to all students. Implement a faculty and staff user-friendly early alert intervention system designed to immediately identify and intervene with students who are struggling to succeed. As with any new software roll-out, it is imperative that the appropriate level of staffing, communication, training and change management occurs for faculty and staff users of the new software to ensure overall effectiveness. IN PROGRESS
5%
Student Affairs Recruiting Initiative The Division of Student Affairs will improve our ability to attract new students to ISU by creating and hosting exciting annual recruiting events for high school and transfer students. These will be department- and campus-wide events, incorporating ideas and events that focus on all aspects of ISU, including academics, athletics, advancement, student government, and student leadership and engagement. The Division of Student Affairs will ensure that all recruiting events and activities across campus are coordinated. Data will be tracked and assessed with a commitment to improving the experiences we create. IN PROGRESS
70%
Student Affairs Academic Success and Retention Task Force Develop a team to comprehensively review the factors that contribute to student success and retention. This group should provide recommendations that enhance student engagement and retention. COMPLETED
100%
Student Affairs Student Life and Engagements The Division of Student Affairs will develop and implement a plan to revitalize the Bengal Student Experience. Developing a campus climate and culture of student leadership, engagement, and service will elevate the student experience and have a positive impact on student success, retention, and completion. Working in conjunction with students and campus partners, Student Affairs will ensure student-facing functions operate with a student-centric, student-first process-second approach, students will experience a campus experience that will provide opportunities to develop their interests, choose experiences that align with their goals, and enhance their education in and out of the classroom. IN PROGRESS
10%