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Facilities

Core Values

PERFORMING OUR BEST

IT IS THE RIGHT AND RESPONSIBILITY OF EVERY EMPLOYEE:

To treat others and be treated with respect;
To perform with integrity, honestly and professionalism;
To participate constructively in open communication;
To help to resolve issues;
To improve work performance;
To take an active part in generating a mutually supportive environment

Treat others and be treated with respect:

  • Be considerate and cooperative;
  • Recognize that diversity is an asset and
  • Value the cultural, physical and professional difference among us;
  • Make no unwelcome or discriminatory comments; and
  • Report discrimination, harassment, intimidation, and/or retaliation.

Perform with integrity, honesty and professionalism:

  • Report to work on time;
  • Embrace policies, labor contracts, directives and expectations;
  • Be effective and productive in the performance of our jobs;
  • Ask for clarification when unsure; and
  • Verify the accuracy of information before repeating it.

Participate constructively in open communication:

  • Use staff meetings and informational materials to stay informed of
  • Unit, department and CWU goals and work objectives;
  • Give and accept positive and constructive feedback; and
  • Advise other when our work will impact them.

Help to resolve issues:

  • Discuss job concerns with our co-workers;
  • Participate inclusively in problem solving and decision-making;
  • Know which units are responsible for different types of work
  • so that we can make quick and correct referrals; and
  • Acknowledge communication differences.

Improve work performance:

  • Contribute and share ideas and expertise to encourage efficiency and productivity;
  • Take advantage of learning opportunities including those focused on the
  • world views, cultures and lifestyles of our diverse community.

Take an active part in generating a mutually supportive environment:

  • Recognize that we are all doing our best;
  • Offer assistance when we can;
  • Be reasonable in the demands we make on each other; and
  • Develop relationships and activities to serve the vision and mission of Central Washington University.

 


 

Facilities Management Department
Expectations of Leaders

Encouraging the Spirit:  Central Washington University “…inspire(s) the human spirit in each person…” as an integral part of its vision.  CWU leaders foster, develop, and promote the human spirit of each and every member of our staff.

Articulating the Vision:

CWU leaders support, understand, communicate and embrace our organization’s vision and goals.

  • Remember it often takes saying something 10 or more times for a message to become real.  Build vision discussions into staff meetings often.  Communicate vision development and changes to staff in a positive manner.  Take time to explain our organization’s goals, and their relationship to unit goals.

Communicating:

CWU leaders are excellent communicators.

  • Hold staff meetings no less than monthly with regular employees, and find creative ways to communicate with student staff, taking into account schedules and availability.
  • Make time to listen – staff have issues, problems, and needs; be available to hear them.
  • Share information three ways – up, down and across the organization.
  • Never be stingy with “why” – take time to explain and connect the reasons to the goal.
  • Respond quickly to communications from staff, whether via note, memo, email, voicemail or in person.
  • Encourage staff to participate in the free exchange of ideas and recommendations.
  • Communicate with honesty and integrity – share bad news as well as good news, and speak the truth.

Modeling the Way:

CWU leaders lead by example, and foster positive attitudes with camaraderie through shared high standards.

  • Live the Employees Rights and Responsibilities.
  • Be honest and respectful.
  • Treat staff fairly.
  • Maintain confidentiality in personnel matters.
  • Be proactive, supportive and to the point with tough issues.
  • Show zero tolerance for harassment, discrimination and abuse.
  • Make sound financial decisions and recommendations that inspire confidence from auditors, funders, staff, the executive and legislative departments and the public.
  • Insist on a safe work environment.

Organizing the Work of the Unit:

CWU leaders are organized, efficient, systematic, logical and succinct.

  • Think strategically – define strategies and objectives to meet goals.
  • Prioritize!  We cannot do everything!
  • Budget and expend resources to maximize services to customers.
  • Develop and align financial and human resources with organizational priorities.
  • Ensure the staff have adequate resources and time to accomplish assigned tasks.
  • Increase efficiency – think outside the box, and encourage others to do so.
  • Schedule with balance – fairly and effectively.
  • Strive to make work fun.

Recognizing Personal Investments:

CWU leaders create a sense of value and worth in each individual.

  • Value staff and work to communicate that valuing.
  • Work to create an environment where all staff respect and celebrate diversity.
  • Recommend staff for formal recognition when they do well.
  • Acknowledge and commend initiative.
  • Promote new ideas – adopt and give credit whenever possible.

Training & Developing:

CWU leaders inspire ownership, responsibility and pride in the work of our staff; we find ways to provide training and development, encourage initiative and foster collaboration.

  • Provide opportunities for training and development when scheduling work assignments and allocating limited training resources.
  • Provide training and development to maintain and underscore performance standards.
  • Support personal and professional growth by considering off duty schooling requests with an open mind and by looking for innovative ways to enable attendance.
  • Make teaching and sharing a unit value. Foster learning attitudes through shared job assignments and “teaching” opportunities.
  • Clearly define expectations.  Be consistent in feedback and direction, including credit and praise.
  • Be a coach and mentor.  Take time to develop staff, capitalize on their strengths, help them overcome weaknesses and partner with them for success.
  • Look for opportunities to empower staff; delegate responsibility and authority, define expectations, then recognize, appreciate and commend.