Facilities Management Mission Statement

Facilities Management supports the University mission and campus master plan by providing a safe, efficient and inclusive learning and working environment that supports student and community success.

Facilities Management Customer Service Mission and Brand

The facilities management department of Central Washington University strives to gain the trust of those we work with and by providing professional service based upon efficiency and knowledge of our respective areas of expertise. We strive to dignify our entire campus community by always treating each other with respect and courtesy. We agree to promote, both in actions and speech, an environment that encourages learning and professional growth.

University Vision and Values

Central Washington University (CWU) is a dynamic, creative, and inclusive environment that promotes engaged learning and scholarship. It is distinguished regionally for the rigor of its curriculum and scholarship, for the excellence of its pedagogy, for the vibrancy of its co-curricular and residential experiences, for its commitment to providing access to higher education, and for its efforts to advance the social and economic health of the region. An entrepreneurial spirit that establishes it as a national leader in higher education typifies our collective successes. It has a strong commitment to engaged learning and scholarship, internationalism, sustainability, inclusiveness, and life-long learning.

Facilities Management and the University’s Vision

FMD’s role in developing and maintaining the Ellensburg campus helps CWU bolster student success bycreating an environment that directly affects higher rates of recruitment and retention, increases affordability, maximizes use of resources and space, and advances sustainability in an overall support for the broader mission of the university.

Student Success
The facilities management department works with faculty, students, staff, and administrators to create learning and living environments that enable new teaching methods such as flipped classrooms, residential learning communities and learning commons. We work with university housing and new student programs to design new, or remodel existing, residence halls that promote the pivotal transition to independence in a safe environment with flexible open spaces where student can congregate and study.
Areas of Influence / Intentions/Aspirations / Implementation / Indicators of Success
Teaching and Learning /
  • FMD will create and sustain environments that support learning and enable new teaching methods.
  • Enhance student employment opportunities in all FMD units.
  • Invest in success and graduation rates exceeding CWU norms for student employees.
  • Learning opportunities are maximized with FMD and Information Services partnering to create and maintain environments conducive to new pedagogies.
  • Metrics will need to be established for the above points.
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  • Clearly defined maintenance procedures and schedules.
  • Continue to provide real world experience in GIS, CAD, Archaeology, Environmental Compliance, Mechanical Engineering, Electrical Engineering, Space Management and Office Management, Operations and Maintenance.
  • Information Services and Facilities jointly pursue state of the industry technological systems and instructional aids to provide pathway and touch points that enable students and faculty to be successful.
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  • Facilities Performance Indicators are monitored and compared against Carnegie class peer and other state 4-year institutions relative to the number of learning environments that support up to date methods of teaching.
  • Facilities Quality Index is median or higher when compared to Carnegie class universities.
  • Building, classroom and instructional technologies are state of the industry and easily adaptable.
  • Track total student use hours.
  • Track retention and graduation rates as reported by OE.
  • Develop learning objectives and internships with relevantdepartments and measure success compared to project objectives.

Student Success Continued
Areas of Influence / Intentions/Aspirations / Implementation / Indicators of Success
Inclusivity and Diversity /
  • Provide a platform for inclusivity of thought and difficult conversations around diversity throughout the workforce.
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  • Market job opportunities to diverse populations thereby mirroring the workforce with the student population.
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  • Track diversity identifiers of applicants and successful candidates.

Scholarship and Creative Expression /
  • Develop learning and research projects associated with facilities operations.
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  • Present and request learning and research ideas to the campus community.
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  • Learning objectives and internships with appropriate departments are tracked and measured for success. Number of mentored learning and activities. How many are accepted in Source.

Public Service and Community Engagement /
  • Develop work force (student and regular) in ways that can be beneficial to public.
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  • Scope local public need for labor, service and expertise and develop accordingly.
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  • Track number of volunteer and contract effort with external clients.

Sustainability and Resource Management /
  • Develop teaching modules that highlight sustainable practices executed on campus.
  • Develop environmental compliance sector as defined by SEPA.
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  • Partner with CWU environmental club to begin and develop sustainability outreach.
  • Expand the archaeological teaching and contract sector to broader environmental compliance.
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  • Number of Partnership agreements with CWU Student Organizations are in place and progress tracked.
Number of Learning and research projects associated with facilities operations are developed and measured against project goals.
Recruitment and Retention
The physical campus is critical to the student experience. When CWU alumni tell stories of their time here, they often mention the places –Central Green, the dining or residence hall – that shaped their memories. The significance of these places begins the first time students visit the campus.
Areas of Influence / Intentions/Aspirations / Implementation / Indicators of Success
Teaching and Learning /
  • Enhance student employment opportunities in all FMD units.
  • Invest in success and graduation rates exceeding CWU norms for student employees.
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  • Continue to provide real world experience in GIS, CAD, Archaeology, Environmental Compliance, Mechanical Engineering, Electrical Engineering, Space Management and Office Management, Operations and Maintenance.
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  • Track total student hours.
  • Track student employee graduation rates.
  • Develop learning objectives and internships with relevant academic departments.

Diversity and Inclusivity /
  • Actively search for employees representing diverse cultures and ethnicity.
  • Provide a platform for inclusivity of thought and difficult conversations around diversity throughout the workforce.
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  • Create and market job opportunities to diverse populations thereby mirroring the workforce with the student population.
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  • Track diversity identifiers of applicants and successful candidates.
  • Track meetings with employees and keep record of notes.

Scholarship and Creative Expression /
  • Develop learning and research projects associated with facilities operations.
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  • Present and request learning and research ideas to the campus community.
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  • Learning objectives and internship opportunities with relevant academic departments are tracked.

Public Service and Community Engagement /
  • Integrate the campus and local community in the master planning process.
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  • Target and schedule meetings with groups that have interest in campus development.
  • Market campus planning intention more intensely.
  • Conjoin Campus Master Plan with City, County and other local planning efforts to solidify Town & Gown as beneficial to the larger community.
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  • Track meetings and notes and adjust the master planning process as necessary.
  • Touch points are created and incorporated into the Master Planning effort wherever possible.

Recruitment and Retention Continued
Areas of Influence / Intentions/Aspirations / Implementation / Indicators of Success
Sustainability and Resource Management /
  • Integrate a sustainable mission that is cohesive across all facilities departments.
  • Use technologies to increase efficiencies of the built environment.
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  • Implement LEED standards in all construction and design phases.
  • Implement LEED O+M standards across the Facilities Department’s operation
  • Engage the campus and local community with sustainability efforts.
  • Operating systems are better controlled and managed to influence triple bottom line efforts.
  • Use Energy Star and other reporting to develop baseline and tracking mechanism.
  • Create and post environmental dashboards outlining quantifiable utility utilization metrics.
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  • Track meetings and notes and adjust the planning process as necessary.
  • Outdated technologies are phased out and replaced with state of the industry systems.
  • Performance is measured against Carnegie classification peer institutions and other 4 year higher education institutions in the state.

Affordable Tuition and Fees
Efficient facilities operations can significantly reduce cost for CWU. In the responsibility-centered management model, best practices in FMD can increase the overall operating efficiency of the university and allow more funds to flow to the core academic and student life functions.
Areas of Influence / Intentions/Aspirations / Implementation / Indicators of Success
Teaching and Learning /
  • Create efficiency in all areas.
  • Support learning methods and new pedagogies.
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  • RCM.
  • AIM.
  • Project Management.
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  • Cost of space per student is measured against Carnegie class peer institutions.

Diversity and Inclusivity /
  • Actively search for employees representing diverse cultures and ethnicities.
  • Demand a cooperative and respectful work environment.
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  • Market job opportunities to diverse populations thereby mirroring the workforce with the student population.
  • Addressing position descriptions and yearly and prioritizing training.
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  • Diversity in workforce meets or exceeds that found in university and community.

Scholarship and Creative Expression /
  • Incorporate student creativity into managerial practice.
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  • Supervisors meet regularly with student employees to scope and implement new ideas and research.

Public Service and Community Engagement /
  • Develop robust safety plans.
  • Committing to continued employee and supervisor training.
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  • Addressing position descriptions yearly.
  • Appropriate and on-point training are researched and conducted.
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  • Safety courses successfully completed are logged.
  • Lost time incidents are measured.
  • Modified duty assignments are measured.
  • OSHA 300 reports are compared year by year.
  • On-campus incidents reported are compared and year over year.
  • Programs are developed to assist in reduction of near miss and injury incidents.

Affordable Tuition and Fees Continued
Areas of Influence / Intentions/Aspirations / Implementation / Indicators of Success
Sustainability and Resource Management /
  • Create efficiency in all areas.
  • Integrating unit operational goals.
  • Coordinate with Information Services to provide pathways and ability to supportlearning opportunities unique to state’s higher education institutions.
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  • Project Management.
  • Best management practices are researched and implemented.
  • State of the industry equipment and supporting staff or employed.
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  • Cost of operating and maintaining the university physical plant is less than Carnegie class peer institutions when compared.
  • Outdated teaching environments are retired.

Environmental Sustainability
Central Washington University’s mission is to prepare students for responsible citizenship, responsible stewardship of the earth, and enlightened and productive lives. Faculty, staff, students and alumni serve as an intellectual resource to assist central Washington, the state, and the region in solving human and environmental problems.
Areas of Influence / Intentions/Aspirations / Implementation / Indicators of Success
Teaching and Learning /
  • Integrate sustainability into learning plans and internships.
  • Learning environment is enhanced through the employment of new pedagogies.
  • Partnerships are developed between FMD, Information Services, Auxiliary and academic departments to create technological advantages for CWU students.
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  • Present and request learning and research ideas to the campus community.
  • FMD and Information Services create partnerships to improve learning capacity.
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  • Learning objectives and internships with relevant departments are developed and tracked.

Diversity and Inclusivity /
  • Prioritize the procurement of locally produced goods from underrepresented groups.
  • Underrepresented groups will bid on construction and project contracts.
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  • Diversify procurement structure.
  • Staff involved in contracts and procurement will have OMWBE tracking requirements including in their Performance Development Plans.
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  • Procurement diversification exceeds OMWBE targets and expectations.
  • University will meet OMWBE goals.

Scholarship and Creative Expression /
  • Partnerships foster and assist in the development of sustainable practices.
  • Integrate sustainability into learning plans and internships.
  • Information Services and FMD provide technologies that are adaptable and state of the industry.
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  • Present and request learning and research ideas to the campus community.
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  • Develop and track learning objectives and internships with relevant departments.
  • Unique and adaptive uses of technology are tracked and reported.

Environmental Sustainability Continued
Areas of Influence / Intentions/Aspirations / Implementation / Indicators of Success
Public Service and Community Engagement /
  • Develop tours and teaching modules highlighting ongoing sustainable practices.
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  • Present and request learning and research ideas to the campus and local community.
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  • Develop and track learning objectives and internships with relevantdepartments and measure success against project goals.

Sustainability and Resource Management /
  • Conduct regularly scheduled maintenance.
  • Construction meets LEED operation and maintenance rating system for existing buildings and landscaping.
  • Purchase ecologically sound products, equipment and materials are used to clean and maintain buildings and grounds, and to manage pests.
  • Optimize and conserve utilities usage
  • Integrate and expand usage of alternative energy sources
  • Compost, recycle, reuse, repurpose or reclaim solid waste and water.
  • Further implement Dark Skies and Heat Island programs.
  • Equipment and fleet meet recognized environmental standards and are proactively maintained
  • Strategize equipment replacement
  • Encourage on-campus pedestrian and bike traffic, and off-campus public transportation
  • Campus forest and landscapes are maintained and improved to effectively account for greenhouse gas and climate initiatives.
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  • LEED certification for construction and operations are benchmarked.
  • Maintenance procedures are examined to determine efficacy and compatibility with desired environmental goals and outcomes.
  • Re-commissioning efforts are budgeted for and scheduled to assure systems are functioning as designed and installed.
  • Preventive maintenance is scheduled to maximize life cycle of installed building components and systems.
  • Alternatively fueled vehicles and equipment are purchased.
  • Motorized fleet is sized appropriately for the institution
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  • Implementation systems are tracked, compared to Carnegie class, peer and other Washington 4-year state institutions, dashboards are created and published for transparency.
  • Deferred maintenance backlog is measured and quantified.
  • Maintenance procedures are modified to reflect adaptation to new standards, procedures and goals.
  • Building FCI is measured and compared to Carnegie class peer institutions.
  • Operational measurements are utilized as a measure of effectiveness and satisfaction.

Strategic Facilities Planning
Strategic facilities planning enables the built environment to support CWU’s mission. Facilities need to be aligned to the mission of the university through the Facilities Master Plan. The plan must include an assessment of current facilities and their use along with an analysis of trends facing the campus.
Areas of Influence / Intentions/Aspirations / Implementation / Indicators of Success
Teaching and Learning /
  • Enhance student employment opportunity in all FMD units.
  • Invest in student success and high graduation rate for student employees.
  • Partner with Information Services to create opportunities and synergies for collaboration.
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  • Continue to provide real world experience using all facilities sectors.
  • Create spaces that are easily adaptable to new and evolving pedagogies.
  • Coordinate construction/preservation and renovation projects to create and maintain pathways for technology.
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  • Track total student hours utilized in FMD.
  • Report retention and grad rates from OEgraduation rates.
  • Develop learning objectives and internships with relevant departments.
  • Cost, time and ease of effort required to convert spaces to new pedagogies are measured.
  • FCI indicators for all buildings are reduced.
  • State of the industry technologies are embraced and installed.

Diversity and Inclusivity /
  • Actively search for employees representing diversity.
  • Provide a platform for inclusivity of thought throughout the workforce.
  • Actively search for diverse vendors and contractors(small, veteran and OMWBE)
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  • Market job opportunities to diverse populations thereby mirroring the workforce with the student population.
  • Examine existing processes to ensure unintentional biases are eliminated.
  • Create processes to assist in maintenance of a varied and diverse workforce.
  • Implement an Inclusion plan for FMD purchasing and contracting based on state department of enterprise services guidelines.
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  • Track diversity identifiers of applicants and successful candidates.
  • Track meetings with employees and keep record of notes.
  • The number of purchases and contracts will meet or exceed department goals for small, veteran and OMWBE businesses.

Strategic Facilities Planning Continued
Areas of Influence / Intentions/Aspirations / Implementation / Indicators of Success
Scholarship and Creative Expression /
  • Develop learning and research projects associated with facilities operations.
/
  • Present and request learning and research ideas to the campus community.
/
  • Develop and track learning objectives and internships with pertinent departments.

Public Service and Community Engagement /
  • Integrate the campus and local community in the master planning process.
/
  • Target and schedule meetings with groups that have interest in campus development.
  • Market campus planning intention more intensely.
/
  • Track meetings and notes and adjust the master planning process as necessary.

Sustainability and Resource Management /
  • Manage FMD operations to triple bottom line—socially conscious, fiscally responsibleand environmentally sound.
  • Implement LEED standards in all construction and design phases.
  • Integrate a sustainable mission that is cohesive across all facilities departments.
  • Integrate Facilities Operations with Information Services to advantage state of the industry technologies and instructional pedagogies.
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  • Evaluate existing processes to ensure integration of sustainable methods and practices are implemented
  • Create processes that fully integrate sustainable practices in all aspects of construction and maintenance where such process are lacking.
  • Pathways for technology are created, enhanced or maintained.
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  • Sustainable policies and procedures are adopted and implementation is tracked against Carnegie class peer institutions as baseline.
  • Budget limitations are managed.
  • Building technologies are maintained, advantaged and enhanced.

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