FACILITIES MANAGEMENT STRATEGIC PLAN
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 by
creating 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.
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FACILITIES MANAGEMENT STRATEGIC PLAN
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
 FMD will create and
sustain environments
that support learning
and enable new
teaching methods.
Teaching and Learning
 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.
Implementation
 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.
Indicators of Success
 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
relevant departments and
measure success compared
to project objectives.
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FACILITIES MANAGEMENT STRATEGIC PLAN
Student Success Continued
Areas of Influence
Inclusivity and
Diversity
Scholarship and
Creative Expression
Public Service and
Community
Engagement
Sustainability and
Resource
Management
Intentions/Aspirations
Implementation
Indicators of Success
 Provide a platform for
inclusivity of thought
and difficult
conversations around
diversity throughout
the workforce.
 Develop learning and
research projects
associated with
facilities operations.
 Market job opportunities to
diverse populations thereby
mirroring the workforce with
the student population.
 Track diversity identifiers of
applicants and successful
candidates.
 Present and request learning
and research ideas to the
campus community.
 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.
 Develop work force
(student and regular)
in ways that can be
beneficial to public.
 Scope local public need for
labor, service and expertise
and develop accordingly.
 Track number of volunteer
and contract effort with
external clients.
 Develop teaching
modules that highlight
sustainable practices
executed on campus.
 Partner with CWU
environmental club to begin
and develop sustainability
outreach.
 Number of Partnership
agreements with CWU
Student Organizations are
in place and progress
tracked.
 Develop
environmental
compliance sector as
defined by SEPA.
 Expand the archaeological
teaching and contract sector
to broader environmental
compliance.
Number of Learning and
research projects associated
with facilities operations are
developed and measured
against project goals.
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FACILITIES MANAGEMENT STRATEGIC PLAN
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
Teaching and
Learning
Diversity and
Inclusivity
Scholarship and
Creative Expression
Public Service and
Community
Engagement
Intentions/Aspirations
Implementation
Indicators of Success
 Enhance student
employment
opportunities in all FMD
units.
 Invest in success and
graduation rates
exceeding CWU norms for
student employees.
 Continue to provide real
world experience in GIS,
CAD, Archaeology,
Environmental
Compliance, Mechanical
Engineering, Electrical
Engineering, Space
Management and Office
Management, Operations
and Maintenance.
 Create and market job
opportunities to diverse
populations thereby
mirroring the workforce
with the student
population.
 Track total student hours.
 Track student employee
graduation rates.
 Develop learning objectives
and internships with
relevant academic
departments.
 Develop learning and
research projects
associated with facilities
operations.
 Present and request
learning and research
ideas to the campus
community.
 Learning objectives and
internship opportunities
with relevant academic
departments are tracked.
 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.
 Conjoin Campus Master
Plan with City, County and
other local planning
efforts to solidify Town &
Gown as beneficial to the
larger community.
 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.
 Actively search for
employees representing
diverse cultures and
ethnicity.
 Provide a platform for
inclusivity of thought and
difficult conversations
around diversity
throughout the
workforce.
 Track diversity identifiers of
applicants and successful
candidates.
 Track meetings with
employees and keep record
of notes.
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FACILITIES MANAGEMENT STRATEGIC PLAN
Recruitment and Retention Continued
Areas of Influence
Intentions/Aspirations
 Integrate a sustainable
mission that is cohesive
across all facilities
departments.
 Use technologies to
increase efficiencies of
the built environment.
Sustainability and
Resource
Management
Implementation
Indicators of Success
 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.
 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.
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FACILITIES MANAGEMENT STRATEGIC PLAN
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
Teaching and Learning
Diversity and Inclusivity
Scholarship and
Creative Expression
Intentions/Aspirations
 Create efficiency in all areas.
 Support learning methods
and new pedagogies.
 RCM.
 AIM.
 Project Management.
 Actively search for
employees representing
diverse cultures and
ethnicities.
 Demand a cooperative and
respectful work
environment.
 Market job opportunities
to diverse populations
thereby mirroring the
workforce with the
student population.
 Addressing position
descriptions and yearly
and prioritizing training.
 Supervisors meet
regularly with student
employees to scope and
implement new ideas and
research.
 Addressing position
descriptions yearly.
 Appropriate and on-point
training are researched
and conducted.
 Incorporate student
creativity into managerial
practice.
 Develop robust safety plans.
 Committing to continued
employee and supervisor
training.
Public Service and
Community
Engagement
Implementation
Indicators of Success
 Cost of space per
student is measured
against Carnegie class
peer institutions.
 Diversity in workforce
meets or exceeds that
found in university
and community.
 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.
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FACILITIES MANAGEMENT STRATEGIC PLAN
Affordable Tuition and Fees Continued
Areas of Influence
Sustainability and
Resource Management
Intentions/Aspirations
Implementation
Indicators of Success
 Create efficiency in all areas.
 Integrating unit operational
goals.
 Coordinate with Information
Services to provide pathways
and ability to support
learning opportunities
unique to state’s higher
education institutions.
 Project Management.
 Best management
practices are researched
and implemented.
 State of the industry
equipment and
supporting staff or
employed.
 Cost of operating and
maintaining the
university physical
plant is less than
Carnegie class peer
institutions when
compared.
 Outdated teaching
environments are
retired.
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FACILITIES MANAGEMENT STRATEGIC PLAN
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
Teaching and
Learning
Diversity and
Inclusivity
Scholarship and
Creative Expression
Intentions/Aspirations
Implementation
Indicators of Success
 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.
 Prioritize the procurement
of locally produced goods
from underrepresented
groups.
 Underrepresented groups
will bid on construction and
project contracts.
 Present and request learning
and research ideas to the
campus community.
 FMD and Information Services
create partnerships to improve
learning capacity.
 Learning objectives
and internships with
relevant departments
are developed and
tracked.
 Diversify procurement
structure.
 Staff involved in contracts and
procurement will have OMWBE
tracking requirements including
in their Performance
Development Plans.
 Procurement
diversification
exceeds OMWBE
targets and
expectations.
 University will meet
OMWBE goals.
 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.
 Present and request learning
and research ideas to the
campus community.
 Develop and track
learning objectives
and internships with
relevant
departments.
 Unique and adaptive
uses of technology
are tracked and
reported.
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FACILITIES MANAGEMENT STRATEGIC PLAN
Environmental Sustainability Continued
Areas of Influence
Public Service and
Community
Engagement
Sustainability and
Resource
Management
Intentions/Aspirations
Implementation
 Develop tours and teaching
modules highlighting
ongoing sustainable
practices.
 Present and request learning
and research ideas to the
campus and local community.
 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.
 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
Indicators of Success
 Develop and track
learning objectives
and internships with
relevant departments
and measure success
against project goals.
 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.
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FACILITIES MANAGEMENT STRATEGIC PLAN
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
Teaching and Learning
Diversity and Inclusivity
Intentions/Aspirations
Implementation
Indicators of Success
 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.
 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.
 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)
 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.
 Track total student hours
utilized in FMD.
 Report retention and
grad rates from OE
graduation 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.
 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.
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FACILITIES MANAGEMENT STRATEGIC PLAN
Strategic Facilities Planning Continued
Areas of Influence
Scholarship and
Creative Expression
Public Service and
Community
Engagement
Sustainability and
Resource Management
Intentions/Aspirations
Implementation
Indicators of Success
 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.
 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.
 Manage FMD
operations to triple
bottom line—socially
conscious, fiscally
responsible and
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.
 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.
 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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