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Idaho State University

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 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: 5/1/2019

UNIT PROJECT CHARTER DESCRIPTION STATUS STATUS PERCENT
Academic Affairs Academic Meta-Majors, Degree Mapping and Scheduling 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
0%
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
0%
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
0%
Academic Affairs Idaho Falls Strategic Plan Academic Affairs will lead a process of strategic planning for the Idaho Falls campus that will guide the university as it meets the educational, research, social and economic needs of the Upper Snake River Valley. This inclusive process will utilize key stakeholders that are both internal and external to the university and emphasize partnerships with neighboring higher educational institutions, local industry and the community at large. IN PROGRESS
5%
Academic Affairs Enhance Dual Enrollment 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
3%
Academic Affairs Recruiting Initiatives 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. IN PROGRESS
30%
Academic Affairs Graduate Teaching Assistants Growth Develop a predictable and stransparent model for distribution of graduate assistant lines/funding. NOT STARTED
0%
Academic Affairs 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. The Office of Research has engaged the EAB University Research Forum to examine the current research portfolio at ISU and the functions and policies of the Office for Research. IN PROGRESS
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
20%
Academic Affairs Program Funding Models Academic Affairs and Finance will work together to create a new budget model for academic programs that incentivizes growth, quality and enrollment; interdisciplinary program development; collaboration between academic units; and provides a mechanism for launching programs in an outcomes based funding environment. NOT STARTED
0%
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. NOT STARTED
0%
Advancement I Love ISU Continue to grow and expand the I Love ISU program to fully leverage the fundraising and engagement opportunity. Develop a strategy by which the giving day is better leveraged at each of our outreach sites. IN PROGRESS
0%
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%
Advancement Advancement Data Management and Raisers Edge Utilization Advancement should conduct a thorough review the advancement’s institutional data and data practices. A strategy should be implemented to ensure the current database is accurate and able to provide the institution with practical reports and list-serves. Additionally a strategy should be implemented to ensure that the Raisers Edge software is being fully leveraged in our development activities. IN PROGRESS
35%
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
40%
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
60%
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
0%
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. IN PROGRESS
80%
Facilities Services 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%
Facilities Services 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%
Facilities Services Gale Life Sciences Building Facilities will conduct a comprehensive needs and planning exercise to assess the future of the Gale Life Sciences building. IN PROGRESS
70%
Facilities Services 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%
Facilities Services 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%
Finance and Business Affairs 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%
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. IN PROGRESS
50%
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%
General Counsel Diversity Initiative The Office of Equity and Inclusion will develop a robust and prominent equity, inclusion, and diversity program that actively fosters those principles and addresses barriers to equity and inclusion. IN PROGRESS
5%
Human Resources 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. IN PROGRESS
5%
Human Resources Employee Relations and Progressive Discipline 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%
Human Resources 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. IN PROGRESS
80%
Human Resources Organizational Development Human Resources will develop organizational development capacity that includes meaningful leadership and management development, team building, employee and team coaching, and change management. The philosophy behind these programs should be rooted in employee strengths-based morale and engagement. IN PROGRESS
5%
Human Resources 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. IN PROGRESS
75%
Human Resources Strengths Based Organization 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
5%
Information Technology Services 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%
Information Technology Services 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. IN PROGRESS
30%
Information Technology Services 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%
Information Technology Services Customer Service Focus Information Technology's philosophy will focus on meeting the needs of the campus community. A goal will be to develop a customer service philosophy rooted in the Disney U model with the concept of mutual accountability while maintaining a focus on data security and compliance. IN PROGRESS
40%
Information Technology Services 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%
President's Office 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
5%
President's Office President's Advisory Councils Launch presidential advsiory councils for each of the campus locations at Idaho State University to garner community feedback and involvement. IN PROGRESS
2%
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
0%
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. IN PROGRESS
40%
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. Pilot an experimental first-year ACAD course aimed at preparing students for successful degree completion. Ensure that the faculty purview related to curriculum is maintained in the development of the course. One of the primary indicators of student success and retention is their first year academic performance. Therefore, offering first-year-only general education course sections, taught by faculty who are experienced and engaged, should be explored. Make recommendations to Leadership Council and Faculty Senate designed to create a program by which first-year-only general education sections are taught by faculty designated because of their experience and expertise in teaching first-year students under the theory that using the correct faculty who will build a strong connection to a student can make a significant difference in student success and retention. IN PROGRESS
0%
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
0%
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. IN PROGRESS
0%
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
0%
Student Affairs Recruiting Day Student Affairs will co-lead an effort with Enrollment Management to institute an annual, campus-wide recruiting event for high school sophomores, juniors and seniors. IN PROGRESS
75%
Student Affairs Revitalize the Student Life System Student Affairs will develop and implement a plan to revitalize the student organizations and Greek system on campus. IN PROGRESS
5%
Student Affairs Student Centric Operations Student Affairs will ensure that all student affairs functions are serving the needs of the student and elevating the student experience university wide. Student Affairs will act as a consulting function to ensure all departments have student-centric services and operations. IN PROGRESS
50%
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%