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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 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 Facilities Planning To create and implement a comprehensive plan to ensure that facilities at Idaho State University are models of connection, integration, and collaboration that promote growth of research, expansion of clinical services and patient care, and advancement of education–both classroom as well as online. Working with facilities planning, Academic Affairs will oversee individual programmatic needs related to appropriate space and technological upgrades at our facilities at all sites and on all campuses that will meet the needs of current and future students, faculty, and programs and at the same time demonstrate our commitment to a unified ISU. IN PROGRESS
5%
Academic Affairs Outreach Initiative Create and implement comprehensive plan for outreach that includes the following elements: integration of online education into ISU's outreach portfolio (treat online education as a campus site); development of new models for funding and enrollment growth at campus and outreach sites; and identification of the roles, missions and goals for each outreach site, including all of ISU's campuses, online education, and dual enrollment. IN PROGRESS
10%
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 Enrollment Management will work to improve our ability to attract new students to ISU by hosting an annual recruiting event for high school students, working to solidify our tracking of students as they progress through our recruitment funnel, and through consistent usage and promotion of a master schedule of recruitment events/activities. The crux of the efforts will be towards best leveraging of our efforts both within Enrollment Management and across the University. IN PROGRESS
30%
Academic Affairs Graduate Teaching Assistants Growth Develop GTA funding model that increases GTA funding to accommodate graduate program growth (enrollment and innovation) and identifies predictable and opportunity awards in support of evolving programs. 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 Branding Effort Advancement 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. IN PROGRESS
30%
Advancement 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. IN PROGRESS
20%
Advancement Establish a Commencement Committee Advancement will establish a commencement committee to review current commencement practices and make recommendations for future improvements. IN PROGRESS
30%
Advancement Campus Needs Prioritization of Holt Arena Advancement will review space assignment practices to ensure that institutional priorities are prioritized over outside reservation requests in the Holt Arena. IN PROGRESS
10%
Advancement Leverage Raiser's Edge Advancement will explore the functionality that Raiser's Edge offers and ensure that all aspects of the program are leveraged to their fullest potential. IN PROGRESS
35%
Advancement 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%
Advancement Marketing Campaign Advancement, through 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 Reed Gym and Holt Arena Athletics will assess current operations of Reed Gym and Holt Arena to ensure that these areas are serving the University's mission. Priority scheduling should be given to university-sponsored events. The facilities should be maintained with our students needs in mind. IN PROGRESS
30%
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. IN PROGRESS
40%
Facilities Services Red Hill "I" Facilities will lead the effort to place the "I" back on Red Hill. IN PROGRESS
75%
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. IN PROGRESS
70%
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 Compliance Culture General Counsel will ensure that the university does not develop an overly compliance-oriented culture that causes undue burdens on the successful delivery of ISU's education mission, but rather will assist departments in taking responsible risks while remaining compliant. IN PROGRESS
5%
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. IN PROGRESS
90%
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. IN PROGRESS
25%
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. IN PROGRESS
5%
Student Affairs Debt Conference Student Affairs will host an annual conference addressing student-debt issues. This will be geared towards industry professionals, students and prospective students. IN PROGRESS
5%
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. IN PROGRESS
5%
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. IN PROGRESS
10%