FY20 Budget Report Management Budget...Budget Owner: Shane Scott, AVP Capital Planning and Facilities Management Email Address: [email protected] 1. What is the mission of your unit?

Facilities Management

400 E University Way • Ellensburg WA 98926-7436 • Office: 509-963-1289

Jongeward Plant Services, 205 E 11th Ave • Email: [email protected] • Web: cwu.edu/facility

EEO/AA/TITLE IX INSTITUTION • FOR ACCOMMODATION EMAIL: [email protected].

FY20 Budget Report

Unit: Facilities Management and Campus Planning

Budget Owner: Shane Scott, AVP Capital Planning and Facilities Management

Email Address: [email protected]

1. What is the mission of your unit? How does your unit contribute to the recruitment and

retention of students? The mission of Facilities Management and Campus Planning (FMCP) is to provide exceptional service to the campus and community in ways and methods that insure a safe, comfortable, functional, and welcoming environment. This environment must promote a positive atmosphere of learning, living, and working. The contribution of FMCP to recruitment and retention lies in its endeavor to provide campus facilities, living spaces, and an environment that are well-maintained, reliable, clean, and desirable to the campus community and those who visit it. Facilities strives to maintain spaces where students desire to learn and reside. FMCP aims to establish a physical environment that embraces sustainability, stewardship, and provides a comprehensive vision for the future.

2. Please provide position variance information for your unit/division associated with your

budgeted FTE.





Unit/Department reporting Instructional Exempt Classified Temp or Other

FY19 Headcount / FTE: 7 / 7 91 / 91 35 / 0

FY20 Headcount / FTE: 7 / 7 91 / 91 41 / 0

Net Position Variance: $262,000

Comments: Variances within the department are due to staff turnaround and open positions that have not been filled. Facilities hires temporary employees during projects/work that require additional resources to complete (constraints usually lie within timeframe).

3. Identify two strategies that will assist your unit in becoming more cost efficient and effective in FY20. (FMCP is providing strategies for all internal departments.)

Continue to move toward sustainable best practices in regard to chemical cleaning agents. Reduce the amount of cleaning chemicals used by 1% per year over 5 years, update chemical dispensing units across campus.

Build new business model for grounds department. Create new work order hierarchy in the AiM system providing baseline data for grounds, allowing for data driven management.

Reduce irrigation consumption on Brooklane well by 1% annually for 5 years.

4. Provide a list of any contractual or legal obligations that your budget is committed to paying. Please include department, amount, brief description and end date (if any).

Dept. Description Cost Frequency Contract / Required

Maintenance Department of Ecology permits $5,500 Annual Required

Maintenance Boiler pressure vessel inspection $5,000 Annual Required

Maintenance Life safety systems monitoring $18,000 Annual Required

Custodial Pool permit $410 Annual Required

Custodial Aquatic facility operator’s certification (3 employees)

$2,400 5 years Required

Custodial Hepatitis vaccinations 3-shot series one-time offer for new custodian (WAC 296-823-13005)

$270 Each new employee

Required

FMD License renewal and physical for truck drivers, window washers, and waste collectors.

$312 each 2 years Required

FMD AiM software $70k Yearly Contract





5. Use this space to provide information regarding three metrics your unit uses for comparison against standards, peers or to measure performance over time.

Work order satisfaction rate: According to our work order survey we are operating at an overall

91% “Good Service” Rate. A survey of work performed is sent out at the close of every work

order.

Supervisor to direct report ratio: According to an article in Facilities Manager Magazine, a

supervisor to direct report ratio of 1 to 6 is desired, while 1 to 10 can be considered adequate.

“Span of Control for Facilities Management” (Facilities Manager, November/December 2016).

As of January 1, the Custodial ratio is 1:18, Grounds is 1:17 and Maintenance is 1:21.5

Maintenance: Maintenance metrics will be compared to APPA and Sightlines using FTE to square

foot of service ratio.

a.

Standard Level of Service Requirement FTE Needs

CWU Current

APPA High Level of Maintenance Operations

1 FTE/74,000 Sq. Ft.

27.3 FTE 25 FTE

b. In a separate study conducted by Sightlines, CWU was compared to 10 other universities

of comparable size. Two universities included in the study were Western Washington

University and Eastern Washington University. Out of 10 peer universities compared,

CWU ranked 7th in FTE to square footage serviced ratio indicating a lower level of

service. A higher level of service is indicated by a lower ratio.





Custodial performance data: The custodial data metrics used are from three different

comparisons—ISSA, APPA and regional University’s.

a.

b. Comparison

University Frequency Level FTE/Sq. Ft.

Western Washington University High Frequency 1 FTE/24,635 Sq. Ft.

Washington State University Low Frequency 1 FTE/31,195 Sq. Ft.

Central Washington University Low Frequency 1 FTE/32,963 Sq. Ft.

6. Complete the FY19 CWU Core Theme Budget Distribution spreadsheet and submit with this

report. Briefly discuss how your unit uses funds to support one or more of CWU’s five core themes: Important to note is that many of the funded areas named below intersect with more than one core theme.

Teaching and Learning: Support the learning process in and outside the classroom through

clean, accessible and functional facilities and grounds (1.1.1.3).

Inclusiveness and Diversity: Provide a welcoming setting as well as staff diversity recruitment

(Indicator 2.1.1.1).

Scholarship and Creative Expression: Support the learning process in and outside the classroom

through clean, accessible and functional facilities and grounds (1.1.1.3).

Public Service and Community Engagement: Support of events and presentations that occur

outside the regular operating hours of the university 4.1.1.1.

Resource Development and Stewardship: Primarily our work is to sustain the physical

environment at CWU. We also directly support WSFE members (5.3.4), the operation,

preservation and improving functionality of facilities (5.4.1), provide welcoming and safe

facilities and grounds (5.4.2), and support NWCCU reaffirmation of accreditation (5.4.3.9)

Standard Level of Service Requirement FTE

Needs CWU Current

ISSA High Frequency

Cleaning Standard 1 FTE/ 25,213 Sq. Ft. 56.87 1 FTE/ 32,963 Sq. Ft.

APPA Level One

(Orderly Spotless) 1 FTE/ 20,225 Sq. Ft. 65.18 1 FTE/ 32,963 Sq. Ft.

APPA Level Three

(Casual Inattention) 1 FTE/ 22,880 Sq. Ft. 57.62 1 FTE/ 32,963 Sq. Ft.

APPA Level Five

(Unkempt Neglect) 1 FTE/ 23,945 Sq. Ft. 55.05 1 FTE / 32,963 Sq. Ft.





7. CWU’s regional accreditor, the Northwest Commission on Colleges and Universities, requires that institutions demonstrate their adaptability and sustainability in the face of financial and other challenges. To that end, how would your unit absorb a permanent 5% cut to your unit’s 149 funds?

Freeze unfilled positions and potentially cut existing staff. This would reduce the level of service provided to the campus. Examples:

a. The custodial unit would need to cut $148,500. The cost of one custodial FTE is $42,550. We would need to reduce services to eliminate the equivalent of 3.50 FTE. This would impact the frequency of cleaning and cleanliness of the facilities.

b. Maintenance response times would see an increase in delay.

Implement energy saving practices, such as lowering heating and raising cooling temperature set-points in academic buildings.

8. Optional: Is there anything in particular concerning recent trends that needs clarification?

There are consistent labor shortages in the trades because there are not enough qualified persons in the region, and we do not offer competitive wages for the area.

System and structural failure issues resulting from deferred maintenance. The Sightlines investigation has identified a 200-million-dollar maintenance backlog at CWU.





1. FY16-19 Expenses by Account

https://app.powerbi.com/groups/39d3e97f-5009-4585-8da3-083747a60793/reports/3a606898-7fdf-4b8d-98c2-f2fef0ee7adf/ReportSection9f6058cc7b459a3c4dd4?pbi_source=PowerPoint





2. FY16-19 Expenses by Program

https://app.powerbi.com/groups/39d3e97f-5009-4585-8da3-083747a60793/reports/3a606898-7fdf-4b8d-98c2-f2fef0ee7adf/ReportSection11f1987c7cde8ddec036?pbi_source=PowerPoint





3. FY18 Budget to Projection by Department for unit’s division

https://app.powerbi.com/groups/39d3e97f-5009-4585-8da3-083747a60793/reports/3a606898-7fdf-4b8d-98c2-f2fef0ee7adf/ReportSection5953588c91d1b10c028c?pbi_source=PowerPoint

Documents

FY20 Budget Report Management Budget...Budget Owner: Shane Scott, AVP Capital Planning and Facilities Management Email Address: [email protected] 1. What is the mission of your unit?