WIRELESS NETWORK UPGRADE

CAPITAL PROJECT PROPOSAL

2011-2013
Infrastructure Category 2011-13 Biennium
Western Washington University: Wireless Network Upgrade

1
Institution Agency Code
Western Washington University 3800
Project Title Category of Project Project Number
Wireless Network Upgrade INFRASTRUCTURE 30000429
County City Legislative District
Whatcom Bellingham 40
Was this project included in a prior 10-year capital plan? If yes, when?
Previous Project
Number
Yes, a wireless network upgrade was part of the 2009-2011 Emergency Communications
Infrastructure request.
30000012
Prepared By: Phone Number Analysis Date:
Rene Roberts (360) 650-2875 August 1, 2010

1. Project Schedule:
Start Date Complete Date
Predesign
Design J uly 2011 J anuary 2012
Bid February 2012 March 2012
Construction/Occupancy March 2012 March 2013


2. Problem Statement (short description of the project the needs and the benefits)

Upgrade and expand the current - limited - coverage campus Wireless (Wi-Fi) Local Area
Network (WLAN) to support services for IEEE 802.11 standards based wireless Computing
and mobile telephone service. The current WLAN was developed and funded under the
Student Technology Fee (STF) structure approximately seven years ago. The current system
does not cover significant portions of campus and accessibility has not kept pace with
increased demand for this service. Upgrading and expanding this service will provide industry
standard, ubiquitous, and secure wireless network services and will discourage the growth of
rogue systems.


3. History of the project or facility

The use of the WLAN on campus, supporting portable computing and telephony devices, has
moved from alternative use to commonplace in support of the University's educational mission.
The primary values of this evolution include increased mobility, safety, productivity, and
convenience.

Because of inadequate coverage and capacity in certain areas, the University is experiencing
uncontrolled and exponential growth of ad hoc Wi-Fi networks by early adopters who have
installed their own non-secured (rogue) Wi-Fi routers thereby seriously compromising the
security and integrity of our current wired and wireless network. This trend is likely to continue
without upgrading and expanding this service by providing secure, industry standard, wireless
network services.



Infrastructure Category 2011-13 Biennium
Western Washington University: Wireless Network Upgrade

2
Wi-Fi Security & Reliability: In a recent Information Technology Security audit (Report dated
J anuary 31, 2010), the security consultant retained by the University (LBL) identified several
security issues related to the Wireless LAN system. Under Section Three of the detailed report
addressing the proliferation of rogue access points and single points of failure, LBLs
comments included:

Rogue Access Points: During the walkthrough of the campus with testing tools APs
authorized to WWU were detected as well as a number of access points not belonging to
WWU. These rogue APs were not all determined to be on WWU property. However, given
some of the broadcasting names along with the signal strength, it is safe to assume there are
some non WWU authorized APs on campus and within WWU buildings. Along with being
against WWU guidelines it is considered by LBL to be an unnecessary and an unadvised risk
to the network.

Single Points of Failure: With respect to the wireless network there exists one single point
of failure. This means that if it were to go down a large portion of the wireless network would
go down. This Cisco 2912 BH011bS06 device is specifically utilized for the Bluesocket APs on
the network and allows WWU to spread that network's VLAN around the campus.

The lack of updated and expanded systems, such as appropriate monitoring tools, redundant
distribution and control devices, and lack of security measures, have caused the university to
fall behind in both the local user's wireless technology demand curve and wireless technology
"best standards" resulting in these security related issues. The proposed wireless related
acquisitions will correct these issues by providing improved redundancy, security, monitoring,
availability and reliability for all campus community wireless users.

(Appendix information is not provided due to confidentiality requirements related to this type of
study.)


4. University programs addressed or encompassed by the project

Universal coverage, improved security, and increased capacity and bandwidth offered under
the proposed system upgrade and expansion will address the following University functions
and programs:

Increase Wi-Fi access from the current 200 wireless access points (WAPs) to about 900
to 1000 WAPs to fully cover all indoor and outdoor spaces, providing access to
University resources for student, faculty, and staff via portable and mobile computing
devices virtually anywhere on campus.
Improve access bandwidth from the current 6 to 22 Mega-bits per second (Mbps)
shared service to maximum 300 Mbps with greater range and capacity.
Support the increasing use of personal mobile devices (PDAs, iPods, etc.) allowing hi-
speed data, text, and voice communication.
Infrastructure Category 2011-13 Biennium
Western Washington University: Wireless Network Upgrade

3
Make wireless voice communication available to faculty and staff via the existing
telephone system, providing the same features, functionality, and matching the
telephone numbers of existing desktop phones.
Provide mobile computing access at all roadways and parking lots on campus for use
by the University Police Department and Parking Services.
Allow for wireless inventory control and the ability to access maintenance records on-
location for Facilities Management staff.

5. Supports Institutional Plans:

Campus/Facilities Master Plan

The 2001 adopted Institutional Master Plan (IMP) states on page IV-7 that, there is a need
for cellular telephone and communication technology to serve the campus and neighbors.
Beyond this, the Institutional Master Plan (IMP) establishes the concept of an academic core
as the heart of the institution. Established as Westerns highest intensity use, the academic
core is a conceptual 10-minute walk zone situated deep within the campus. While the IMP
increases the overall existing built density, the academic core absorbs much of that
planned growth by in-fill and modernization to accommodate the Universitys academic
needs. It does this while retaining the key desirable characteristics that define Western as it is
today, among them a sense of a community of learners, and a breakdown of scale.

The project will enhance our ability to maintain the central part of campus as the academic
core and maintain the north part of the campus as residential... by expanding the number of
access points and increasing the density of use within these defined areas. Enhancing and
increasing wireless connectivity automatically reduces the need to expand traditional brick and
mortar buildings that encroach on open spaces, thus enabling the creation of a more intimate,
virtual scale. Future academic growth can thus be contained within the core of campus
because of this additional density of use. Creating more, faster and secure access points on
the network enhances and makes for a more intimate community of learners.

(See Appendix C for additional information.)


Strategic Plan

The campus strategic plan calls for, among other things, the development and maintenance
of campus infrastructure, including consistent and ongoing enhancement of information
resources, development of flexible, efficient and sustainable spaces, and a secure campus
environment. Finally, effective stewardship of resources and demonstrating
accountability to key stakeholders is a primary goal.

The Wireless LAN project enhances Westerns ability to achieve these strategic goals by
leveraging our existing investment in computing and communications to provide more wireless
access points, protect critical and confidential information and maximize use of existing
academic, residential and administrative space. It also provides greater protection of
information resources, affords greater flexibility in the use of both information resources and
Infrastructure Category 2011-13 Biennium
Western Washington University: Wireless Network Upgrade

4
computing abilities. The ability to leverage our existing investments, provide greater
information security and improve space efficiency is a key component in demonstrating
accountability and stewardship of increasingly scarce resources.

(See Appendix D for additional information.)


Identify whether the proposed project is the institutions first, second, or third priority for state
funding among all of Infrastructure, Land Acquisition, or Predesign Requests the institution is
proposing for the 2011-13 biennium.
First priority
Second priority
Third priority
Due to higher priority projects, this project is not eligible for additional points.

6. Significant Health, Safety, and Code Issues:
The Universitys Emergency Communications Plan includes notification of campus constituents
by text messaging to personal cell phones. Students, faculty and staff are requested to pre-
register their devices to allow text messages to be transmitted. Current registered use of the
notification program by students, faculty and staff is as follows:
Type Count Cell Cell ActivityDate
Student 13399 11081 83% 30MAR2010
Staff 1685 927 55% 30MAR2010
Faculty 965 383 40% 30MAR2010
Cell Wireless coverage on campus is intermittent at best and communications may be further
compromised and become overloaded or blocked in an area-wide emergency. The addition of
reliable Wi-Fi based and local service increases the chance that emergency messages and
communications reach their intended targets.
University Police communications will be improved in reliability and increased access providing
for rapid response to emergency situations.

7. Evidence of Failure/Ability to Defer Project:
As stated above, the lack of updated and expanded systems has caused the university to fall
behind in wireless technology standards resulting in Wi-Fi access, coverage, and security
related issues. The proposed Wi-Fi project for the 2011-2013 biennium will prevent the
University from falling further behind in providing secure and functional wireless services.

8. Impact on Institutional Operations without the Infrastructure Project:
Demand for Wi-Fi services is increasing and Institutional operations and programs will suffer
without implementing the Wi-Fi project.

Infrastructure Category 2011-13 Biennium
Western Washington University: Wireless Network Upgrade

5
9. Reasonable Estimate:
Total project cost is estimated to be $4,947,000. (See Appendix A for CBS002 and CBS003
cost estimate forms. See Appendix B for third-party cost estimate.)

10. Engineering Study:
No independent engineering study has been performed for this project. The Universitys
Telecommunications department has been responsible for the design and implementation of
the current system, which has evolved over the seven years of its existence, and is
experienced in site survey, design, and installation of Wi-Fi systems. The implementation of
this project will include a comprehensive engineering study, site survey and design by
experienced consultant engineers.
Successful use of wireless computers in higher-education has been well documented in
existing research. Mobility afforded by wireless laptops makes it possible to study flexibly
regarding times and places. It provides a convenient way for students to access and store their
own study materials and facilitates collaboration with other students.

11. Resource Efficiency and Sustainability:
All efforts will be made to implement a best standards energy efficient system. It is possible
that the system expansion may marginally increase energy use.

12. Greenhouse Gas Emissions Reduction:
In 2007, a Greenhouse Gas Inventory was completed for FY 2006 using the Clean Air Cool
Planet Carbon Calculator. The GGI included all scope 1 and 2 emissions, including air mileage
and student commuting data. In 2008-2009 a Climate Action Plan (CAP) was produced by the
Climate Action Plan Working Group. Accepted by the WWU Board of Trustees in J une of
2010, the CAP recommends a 36% drop in greenhouse gas emissions by 2020 and carbon
neutrality by 2050. Potential strategies include biomass power generation, electrification of
fleet vehicles and improved utility use reporting. The plan also asks for creation of a standing
Climate Action Plan implementation team and cyclical reporting to the Board of Trustees. (See
Appendix E for the Western Washington University Climate Action Plan, 2010 Executive
Summary.)

Western Washington University also has a Sustainable Transportation Office that: provides
assistance to the WWU community with alternative transportation information; supports the
Student Transportation Program; is a campus resource for sustainable transportation news
and information, is a liaison between WWU, Whatcom Transportation Authority and other
transportation related community groups; and fulfills the requirements of the state Commute
Trip Reduction Act.
Infrastructure Category 2011-13 Biennium
Western Washington University: Wireless Network Upgrade



Project Proposal Addendum September 10, 2010



Please provide more information in regard to question #6 (Significant Health, Safety, and Code Issues) on
the Project Proposal Form. Please indicate what code deficiencies will be corrected/addressed as a result
of the proposed project.

Health &Life Safety: Improving the extent and quality of wireless coverage campus wide will enhance health and
life safety by allowing user access in remote and secluded areas of the campus. The expansion of the wireless
network into remote areas of the campus also allows the University to affordably expand its access control system.

Seismic: The project will not impact seismic requirements.

ADA: The project will offer persons with disabilities improved communication in the event of emergencies; it will
also improve the functionality of many campus spaces to persons with disabilities by expanding the work study
environment to areas not presently covered by the LAN network.

Energy Code: The university acknowledges RCW 19.27A.027 and RCW 43.70.600 and the health and safety
concerns expressed relating to exposure to some wireless telecommunications facilities. The project will endeavor
to minimize exposures to the wireless facilities. * **


* RCW43.70.600: "The legislature finds that concerns have been raised over possible health effects from exposure
to some wireless telecommunications facilities, and that exposures from these facilities should be kept as low as
reasonably achievable while still allowing the operation of these networks. The legislature further finds that the
department of health should serve as the state agency that follows the issues and compiles information pertaining to
potential health effects from wireless telecommunications facilities." [1996 c 323

** RCW19.27A.027: Personal wireless service facilities exempt from building envelope insulation requirements.

(1) The state building code council shall exempt equipment shelters of personal wireless service facilities from
building envelope insulation requirements. (2) For the purposes of this section, "personal wireless service facilities"
means facilities for the provision of personal wireless services. [1996 c 323 4.].






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A Appe

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380 - Western Washington University
*
2011-13 Biennium
CapitaI Project Request

Version: CP CPES Projects 11-13

Project Number: 30000429
Date Run: 7/29/2010 9:13AM
Report Number: CBS002
WireIess Network Upgrade Project TitIe:
Description
Starting FiscaI Year:
2012
Project CIass:
Program
7 Agency Priority:
The use of the wireless local area network on campus, supporting portable computing and telephone devices, has moved
from alternative use to commonplace in support of the University's educational mission. The benefits of this project include
increased mobility, safety, productivity, and convenience. The current system does not cover significant portions of campus
and accessibility has not kept pace with increased demand for this service.
Project Summary
Project Description
Due to inadequate coverage and capacity in certain areas, the University is experiencing uncontrolled and exponential growth
of ad hoc Wi-Fi networks by early adopters who have installed their own non-secured (rogue) Wi-Fi routers. These ad hoc
Wi-Fi networks seriously compromise the security and integrity of our current wired and wireless network. This trend is likely
to continue unless the University upgrades and expands its wireless service by providing industry standard, ubiquitous, and
secure wireless network services.

Note: Extensive project detail is provided in the Wireless Network Upgrade project proposal submitted under the Four-Year
Higher Education Capital Project Evaluation System (CPES).
Location
City: Bellingham County: Whatcom LegisIative District: 040
Project Type
nfrastructure (Major Projects)
Growth Management impacts
none
New FaciIity: No
Funding
Account TitIe
Estimated
TotaI
Prior
Biennium
Current
Biennium
Reapprops
New
Approps
Acct
Code
Expenditures 2011-13 FiscaI Period
057-1 4,947,000 4,947,000 State Bldg Constr-State
4,947,000 0 0 0 4,947,000
TotaI
2013-15 2015-17 2017-19 2019-21
Future FiscaI Periods
057-1 State Bldg Constr-State
0 0 0 0
TotaI
ScheduIe and Statistics
End Date Start Date
Predesign
1
380 - Western Washington University
*
2011-13 Biennium
CapitaI Project Request

Version: CP CPES Projects 11-13

Project Number: 30000429
Date Run: 7/29/2010 9:13AM
Report Number: CBS002
WireIess Network Upgrade Project TitIe:
ScheduIe and Statistics
End Date Start Date
Design
Construction
7/1/2011 1/1/2012
3/1/2012 12/1/2012
0 Gross Square Feet:
0 Usable Square Feet:
Efficiency:
0 Escalated MACC Cost per Sq. Ft.:
Other Schedule B Projects Construction Type:
Yes s this a remodel?
B A/E Fee Class:
0.00% A/E Fee Percentage:
TotaI
Cost Summary
EscaIated Cost % of Project
0 0.0%
Acquisition Costs TotaI
ConsuItant Services
0 0.0%
Pre-Schematic Design Services
262,362 5.3%
Construction Documents
97,259 2.0%
Extra Services
120,671 2.4%
Other Services
24,442 0.5%
Design Services Contingency
504,734 10.2%
ConsuItant Services TotaI
3,529,135 Maximum AIIowabIe Construction Cost(MACC)
0 0.0%
Site work
0 0.0%
Related Project Costs
3,529,135 71.3%
Facility Construction
0 0.0%
GCCM Risk Contingency
0 0.0%
GCCM or Design Build Costs
176,457 3.6%
Construction Contingencies
0 0.0%
Non Taxable tems
314,975 6.4%
Sales Tax
4,020,567 81.3%
Construction Contracts TotaI
Equipment
0 0.0%
Equipment
0 0.0%
Non Taxable tems
0 0.0%
Sales Tax
0 0.0%
Equipment TotaI
2
380 - Western Washington University
*
2011-13 Biennium
CapitaI Project Request

Version: CP CPES Projects 11-13

Project Number: 30000429
Date Run: 7/29/2010 9:13AM
Report Number: CBS002
WireIess Network Upgrade Project TitIe:
Cost Summary
EscaIated Cost % of Project
0 0.0%
Art Work TotaI
73,770 1.5%
Other Costs TotaI
347,736 7.0%
Project Management TotaI
4,946,807
Grand TotaI EscaIated Costs
Rounded Grand TotaI EscaIated Costs 4,947,000
Operating Impacts
TotaI one time start up and ongoing operating costs
Account TitIe
Acct
Code
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
1.0 1.0 1.0 1.0 1.0 FTE Full Time Employee
76,380 72,491 139,666 146,856 151,262 057-1 State Bldg Constr-State
TotaI 76,380 72,491 139,666 146,856 151,262
Narrative
This project does not affect gsf. However, there are on-going operating impact costs of 1 FTE for the Telecommunications
Department and the cost of annual vendor maintenance of the system components.
3
380 - Western Washington University
*

2011-13 Biennium
Cost Estimate Summary
Date Run: 7/29/2010 9:12AM
Report Number: CBS003 Cost Estimate Number:
Cost Estimate TitIe:
59
Wireless Network Upgrade 11-13 Cost Estimate
Yes Agency Preferred: CP CPES Projects 11-13 Version:
30000429 Project Number:
Project TitIe: Wireless Network Upgrade
Project Phase TitIe:
Contact Number: Contact Name: Contact Info Rick Benner 360.650.3550
Statistics
0 Gross Sq. Ft.:
Usable Sq. Ft.: 0
Space Efficiency:
MACC Cost per Sq. Ft.: 0
0 Escalated MACC Cost per Sq. Ft.:
Remodel?
B
Construction Type:
0.00%
A/E Fee Class:
Yes
A/E Fee Percentage:
Other Schedule B Projects
ScheduIe End Date Start Date
Predesign:
07-2011 Design:
Construction: 03-2012
Duration of Construction (Months): 9
01-2012
12-2012
Cost Summary EscaIated
Acquisition Costs TotaI
0
Pre-Schematic Design Services 0
Construction Documents 262,362
Extra Services 97,259
Other Services 120,671
Design Services Contingency 24,442
ConsuItant Services TotaI
504,734
Site work 0
Related Project Costs 0
Facility Construction 3,529,135
Construction Contingencies 176,457
Non Taxable tems 0
Sales Tax 314,975
Construction Contracts TotaI
4,020,567
Maximum AIIowabIe Construction Cost(MACC) 3,529,135
Equipment 0
Non Taxable tems 0
Sales Tax 0
Equipment TotaI
0
Art Work TotaI
0
Other Costs TotaI
73,770
Project Management TotaI
347,736
Grand TotaI EscaIated Costs 4,946,807
4,947,000 Rounded Grand TotaI EscaIated Costs
AdditionaI DetaiIs
Alternative Public Works Project: No
1
380 - Western Washington University
*

2011-13 Biennium
Cost Estimate Summary
Date Run: 7/29/2010 9:12AM
Report Number: CBS003 Cost Estimate Number:
Cost Estimate TitIe:
59
Wireless Network Upgrade 11-13 Cost Estimate
Yes Agency Preferred: CP CPES Projects 11-13 Version:
30000429 Project Number:
Project TitIe: Wireless Network Upgrade
Project Phase TitIe:
Contact Number: Contact Name: Contact Info Rick Benner 360.650.3550
AdditionaI DetaiIs
State Construction nflation Rate: 3.00%
Base Month and Year: 06-2010
Project Administration By: AGY
Project Admin mpact to GA that is NOT ncluded in Project Total: $0
2
380 - Western Washington University
*

2011-13 Biennium
Cost Estimate DetaiI
AnaIysis Date: May 20, 2010
Cost Estimate Number:
Cost Estimate TitIe:
59
Wireless Network Upgrade 11-13 Cost Estimate
DetaiI TitIe: Wireless Network Upgrade
30000429 Project Number:
Project TitIe: Wireless Network Upgrade
Project Phase TitIe:
Location: Bellingham
Contact Number: Contact Name: Contact Info Rick Benner 360.650.3550
Statistics
Gross Sq. Ft.:
Usable Sq. Ft.:
Space Efficiency:
Escalated Cost per S. F. Explanation
Escalated MACC Cost per Sq. Ft.:
Rentable Sq. Ft.:
Construction Type: Other Schedule B Projects
Remodel? Yes
A/E Fee Class:
A/E Fee Percentage:
Contingency Rate:
Contingency Explanation
5.00%
0.00%
B
Management Reserve:
Projected Life of Asset (Years):
Location Used for Tax Rate:
Tax Rate:
Art Requirement Applies:
Project Administration by:
Higher Education nstitution?:
Alternative Public Works?:
0.00%
8.50%
25
Bellingham
No
No
Yes
AGY
Project ScheduIe End Date Start Date
Predesign:
07-2011 Design:
Construction: 03-2012
Duration of Construction (Months): 9
01-2012
12-2012
State Construction nflation Rate:
Base Month and Year:
3.00%
6-2010
Project Cost Summary
MACC:
MACC (Escalated):
Current Project Total:
Escalated Project Total:
$ 3,314,053
$ 3,529,135
$ 4,675,314
$ 4,946,807
Rounded Current Project Total:
Rounded Escalated Project Total:
$ 4,675,000
$ 4,947,000
3
EscaIated
Cost
ITEM Base Amount Sub TotaI
EscaIation
Factor
CONSULTANT SERVICES
Construction Documents
A/E Basic Design Services 252,223
SubTotaI: Construction Documents
252,223 1.0402 262,362
Extra Services
Landscape Consultant 10,000
Hazmat Consultant 20,000
Travel & Per Diem 40,000
Document Reproduction 5,000
Advertising 3,500
As-built Services 15,000
SubTotaI: Extra Services
93,500 1.0402 97,259
Other Services
Bid/Construction/Closeout 113,317
SubTotaI: Other Services
113,317 1.0649 120,671
Design Services Contingency
Design Services Contingency 22,952
SubTotaI: Design Services Contingency
22,952 1.0649 24,442
504,734 1.0472 481,992 TotaI: ConsuItant Services
CONSTRUCTION CONTRACTS
Facility Construction
Total 3,314,053
SubTotaI: FaciIity Construction
3,314,053 1.0649 3,529,135
Maximum AIIowabIe Construction Cost (MACC) 3,314,053 1.0600 3,529,135
Construction Contingencies
Allowance for Change Orders 165,703
SubTotaI: Construction Contingencies
165,703 1.0649 176,457
SaIes Tax 295,780 1.0649
314,975
4,020,567 1.0649 3,775,536 TotaI: Construction Contracts
OTHER COSTS
Permits 36,300
Physical Plant Assist 33,750
TotaI: Other Costs 73,770 1.0531 70,050
PROJECT MANAGEMENT
Agency Project Management 347,736
TotaI: Project Management 347,736 1.0000 347,736
4

A Appe

endix

x B

A Appe

endix

x C

A Appe

endix

x D
WESTERN WASHINGTON UNIVERSITY
ENGAGEd
Excellence
STRATEGIC PLAN 2006
VISION
Western Washington University will become the premier public comprehen-
sive university in the country through engaged excellence.
MISSION
The Western Experience
Western Washington University is committed to engaged excellence in
fulflling its tripartite mission of teaching, scholarship, and community
service in a student-centered environment, with a liberal arts foundation and
opportunities to develop professional skills. As a public institution of higher
education, Western serves the needs of the citizens of the state of Washington
by providing undergraduate and select graduate programs in Bellingham and
at selected locations elsewhere in the state. Western provides students with
a personalized teaching and learning environment of the highest quality.
Through engaged excellence:
Western instills in graduates a life-long passion for learning and fosters
individual curiosity, intellectual rigor, critical thinking, and creativity.
Western promotes scholarly and creative work of signifcance and applies
that scholarship in regional, national, and global communities.
Western creates opportunities for students to display leadership, civic
engagement, social responsibility, and effective citizenship.
Western brings together an increasingly diverse and talented student
body, faculty, and staff to form a learning community that, along with
community partners, involves its members in active learning, scholarly
discourse, and refection.
Western provides a high quality environment that complements
the learning community on a sustainable and attractive campus
intentionally designed to support student learning and environmental
stewardship.
These efforts create an integrated and distinctive Western Experience.
WESTERN WASHINGTON UNIVERSITY
ENGAGEd
Excellence
STRATEGIC PLAN 2006
WESTERN VALUES
Westerns mission and strategic objectives are supported by the following
core values:
Excellence: Western attains and recognizes excellence in all facets of
operation.
Engagement: Western expects students to be actively involved
in their own learning and all community members to be actively
involved in collaborative scholarship, creative activities and in
service to the broader community.
Diversity: Western appreciates the importance of diversity of
thought and people and seeks to become more diverse. We honor
the contributions of all members of the campus community. We are
committed to listening to all sides of an issue and opposed to any
form of discrimination.
Community Service: Western expects all members of the University
to serve and enrich the intellectual vitality of the campus and the
broader community. We expect individual members to be committed
to improving the Western Experience for all.
Integrity: Western expects all members of the campus community
to interact honestly and ethically. We value and expect open, fair,
and straightforward behavior and take personal and collective
responsibility for our words and our actions.
Innovation: Western encourages creativity, collaboration, and a
willingness to experiment and be receptive to new ideas. We strive to
bring these qualities to our work and our interactions with others.
Western at a Glance
Administration
Western Washington University, one of six
state-funded, four-year institutions of higher
education in Washington, operates on a
September-to-June academic year (quarter
system) with a six-and nine-week Summer
Session.
Location
WWU is situated in Bellingham, a city of
70,000 overlooking Bellingham Bay and
many of Puget Sounds 172 San Juan Islands.
The University is 90 miles north of Seattle, 55
miles south of Vancouver, B.C., and an hours
drive from the ski area on 10,778-foot Mount
Baker.
History
On Feb. 24, 1893, Gov. John H. McGraw
signed legislation creating New Whatcom
Normal School. Since the frst class of 88
students entered in 1899, the school has
grown into the third largest institution of
higher education in the state. The Normal
School became Western Washington College
of Education in 1937, Western Washington
State College in 1961, and achieved univer-
sity status in 1977. Dr. Karen Williams Morse
is WWUs 12th president.
Faculty
As of fall 2005, the University employed 628
faculty members, including 552 full-time
equivalent (FTE) faculty. Of the 472 faculty
members employed full-time, 83.5 percent
had full or terminal degrees. The fall 2005
student-faculty ratio is 21.5:1.
STRATEGIC OBJECTIVES
To demonstrate engaged excellence:
In interactive learning and the active participation of students in
scholarly and creative activities.
In supporting teacher-scholars who integrate the highest quality
teaching, scholarship, and creative activities.
In civic engagement by developing leadership, effective citizenship,
and social responsibility in all members of the campus community.
As a diverse campus community where members appreciate, honor,
and celebrate people with diverse perspectives and backgrounds.
In environmental stewardship and sustainable practices through
our programs, scholarship, and actions.
Students
Fall 2005 enrollment includes 13,076 full-
and part-time students, a full-time equivalent
total of 12,343. Western has 2,381 new frst-
year students and 880 new undergraduate
transfer students. Average GPA for incoming
freshmen is 3.60. About 92 percent of stu-
dents come from Washington state with most
coming from King, Snohomish, Whatcom,
Pierce, Thurston, Kitsap and Skagit counties.
The University has students from 46 other
states, led by Alaska, California, Oregon and
Colorado, and from 33 other nations, led by
Japan and Canada. Students of color com-
prise 15 percent of the total student body.
Campus
A residential campus, Western houses about
a third of its students in 15 residence halls.
Our 215-acre campus includes the 38-acre
Sehome Arboretum, operated jointly with the
city of Bellingham, and the student-funded
Wade King Student Recreation Center. West-
ern also has off-campus facilities at Shannon
Point Marine Center in Anacortes and a 15-
acre student/university facility at nearby Lake
Whatcom. Woodring College of Education
and University Extended Education and Sum-
mer Programs offer classes and certifcate and
degree programs in Bellingham, Bremerton,
Everett, Mountlake Terrace, Oak Harbor, Port
Angeles and Seattle.
Academic Organization
Western Washington University takes special
pride in the quality of its general education
requirements that emphasize the liberal arts
and student engagement. For the ninth
consecutive year, U.S. News & World Report
ranked Western No. 2 among public masters-
granting universities in the West. Western
ranks in 18th place among all public and
private universities in its class regionally.
Academic divisions at Western are:
College of Business and Economics
Fairhaven College
College of Fine and Performing Arts
College of Humanities and Social Sciences
Huxley College of the Environment
College of Sciences and Technology
Woodring College of Education
Graduate School
STRATEGIC ACTIONS
These actions are designed to enhance Westerns institutional effectiveness
in fulflling its mission, meeting its strategic objectives, and providing an
effective foundation for the Western Experience.
Recruit and retain high quality students
High quality and diverse students enhance the Western Experience for
all. Western remains committed to continuing to recruit highly talented
students, despite an increasingly competitive environment. Therefore:
The University should enhance the fnancial resources available for
student recruitment.
The University should enhance recruitment efforts for targeted
populations.
The University should improve the student-faculty ratio and add
staff, where warranted, to enhance students academic experience.
The University and its units should develop policies that improve
access to courses and majors and make entry requirements for
majors more predictable.
The University should improve delivery of advising services,
especially for undecided and transfer students.
The University should improve international, cross-cultural, and
interdisciplinary opportunities for students.
The University and its units should incorporate assessment of
student learning outcomes.
The University should continue to promote the health and wellness
of community members through educational and recreational and
ftness opportunities.
Accreditation
The University is accredited by the North-
west Association of Schools and Colleges;
National Association of Schools of Music;
National Recreation and Parks Association;
American Speech and Hearing Association;
National Council for Accreditation of Teacher
Education; Computing Sciences Accreditation
Board; Technology Accreditation Commission
of the Accreditation Board for Engineering
and Technology; American Assembly of Col-
legiate Schools of Business; and the Council
for Accreditation of Counseling and Related
Education Programs.
The Chemistry department has an approved
American Chemical Society program.
Alumni
Our 77,500 living graduates are scattered
throughout Washington and the world, the
living history of a dynamic university.
Athletics
Now in its eighth year as a full member of
NCAA Division II, WWU has made national
appearances in mens and womens basket-
ball, mens cross country, womens rowing,
football, mens and womens golf, softball
and volleyball. The Vikings captured WWUs
frst NCAA II national championship in
womens rowing (2005, repeating in 2006),
reached the national semifnals in mens
basketball (2001) and womens basketball
(2000), and have won the frst four Great
Northwest Athletic Conference All-Sports
Championships (2001-02, 2002-03, 2003-04,
2004-05). In womens basketball, Western
ranks among the top 15 in all-time victories
among all four-year schools. In volleyball,
WWU had the fourth-longest winning
streak in NCAA II history when they won 57
consecutive league matches (2002-04). Some
500 students compete in 16 varsity sports.
Tuition
For 2005-2006, resident undergraduate
tuition and fees at Western are $4,738 for
three quarters.
Budget
Westerns 2006 state operating budget is
$104,526,067, funded by state appropria-
tions and operating fee revenue, through
June 30, 2006. Fifty-nine percent is funded
through state appropriations, 41 percent by
tuition.
Recruit and retain high quality faculty and staff
High quality faculty and staff are crucial for providing students an
integrated Western Experience. The University faces an increasingly
competitive national marketplace for the services of faculty and staff.
Therefore:
The University needs to maintain ongoing emphasis on achieving
competitive salaries and broad-based benefts for faculty and staff.
The University needs to strengthen its system of recognizing and
rewarding excellence in teaching, scholarship, and creative activities
for faculty and staff.
The University needs to devote more resources to support
innovative teaching, high quality scholarly and creative activities,
and collaborative and interdisciplinary activities.
The University needs to enhance its emphasis on increasing the
diversity of its faculty and staff through recruitment, retention, and
exchange opportunities.
Internally, units need to support faculty and staff by clarifying
expectations and rewards for professional development in teaching,
scholarship, creative activities, and service and by facilitating
employee efforts to balance those expectations.
Units need to identify ways to facilitate and recognize staff efforts to
serve the needs of the campus community.
The University should devote attention to how it might respond to
the high cost of housing for faculty and staff.
Maintain growth trajectory and improve enrollment management
Westerns Bellingham campus is nearing ultimate capacity, but expansion
in some areas has not kept pace with overall enrollment growth.
Therefore:
The University should maintain its existing policy of moderate
annual growth (approximately 1% or 120 students per year) to the
currently-planned capacity of 12,500 FTE by 2013. If the University
desires additional growth, it should consider such options as
developing additional capacity on the waterfront or expanding
Extended Programs.
The University should improve the student-faculty ratio and add
staff, where warranted, to enhance the academic experience of
students.
Units should develop a clear plan for enrollment capacity at the
unit level, and this should be linked to distribution of resources
across units.
The University should undertake a study of the role of graduate
education and its relative scope and scale, then design a plan for its
future development.
Western Students
Undergraduate student profle
Total undergraduate students 12,233
Student Body Composition
Washington residents 94%
Domestic out of state 5.7%
International 0.3%
Domestic ethnic minorities 16%
Undergraduate completion data
Degrees awarded 2888
Fall-to-fall freshman retention rate 84.1%
Freshman class entering 2005
Total entering class 2381
Mean high school GPA 3.56
Average ACT/SAT scores 24/1136
Mean CCHE index score 61
Graduate student profle
Total graduate students 843
Masters students 594
Student Body Composition
Entire student body population 13,076
Washington residents 93.4%
Domestic out of state 6.1%
International 0.5%
Domestic ethnic minorities 15%
Graduate degrees conferred
Masters 360
Data for 7/1/04 - 6/30/05
Build collaborative relationships with off-campus communities
Western places a high value on connections with the broader community,
its role in serving the needs of the broader community, and the real-life
laboratory that the broader community provides. Therefore:

The University should provide improved structure to facilitate civic
engagement, leadership development, effective citizenship, and
social responsibility in its members.
Units should seek to increase the scope of existing outreach and
collaborative programs, where feasible, and should consider building
broader connections to regional, national, and global communities
through such activities as internships, applied scholarship, service
learning, and community service.
The University should increase involvement of alumni and other
volunteers with students in academic departments.
The University should engage students and alumni in ways that
ensure their lifelong connection to Western.
The University should engage friends and other constituents in
ways that develop enduring relationships with Western.
The University should seek new relationships and strengthen
existing ones with other organizations interested in developing and
implementing sustainable practices.
The University should continue collaborating with the local
community in developing and implementing sustainable practices
and increasingly serve as a resource for sustainable development.
Become more diverse and enhance opportunities for students to
understand and participate in different cultures and diverse societies
diversity remains one of the central values of the Western Experience.
Therefore:
The University should strive to become more diverse through
recruitment, hiring, and exchange efforts.
The University should develop more avenues for campus community
members to experience different communities locally, nationally,
and internationally.
Units should integrate the study of different cultures and diverse
societies more fully across the curriculum.
10 Reasons to Love Western
National Reputation
For the ninth year in a row, Western Washing-
ton University is ranked second among public
masters granting universities in the West,
according to the U.S. News & World Report
college rankings.
Western was ranked seventh on a nationwide
list of the top academic and athletic colleges
at the NCAA Division II level, the only top-10
ranked Division II school in the Northwest.
Western has long supported environmental
stewardship and in 2005 was selected for a
national Green Power Leadership Award.
Presented by the U.S. Environmental Protec-
tion Agency, the U.S. Department of Energy
and the Center for Resource Solutions, this
award recognizes leading purchasers and
suppliers of renewable energy.
Student Quality
Applicants to Western are among the most
academically prepared in the Pacifc North-
west. The average GPA for Fall 2005 incoming
frst-year students is 3.56. Student satisfac-
tion, retention, graduation and employment
rates are also high.
Excellent Faculty
Faculty at Western value both teaching
and scholarship. Students have access to
experienced teachers and scholars beginning
their frst day of classes and are encouraged
to interact with their professors. All professors
hold offce hours.
Size
Western Washington University is large
enough to offer tremendous choice in
academic programs, people to meet, and
things to do, yet small enough that a student
is recognized as an individual and wont get
lost in the crowd.
Diversity
Westerns fall 2005 student body included a
record 2,013 students of color, or 15 percent
of the student body. Cultural diversity con-
tributes to academic quality and a students
experience at Western.
Develop and maintain campus infrastructure
Since an aesthetically beautiful and well-maintained campus continues to
be one of Westerns strongest assets, the University has a responsibility to
maintain the beauty and functionality of its campus. Therefore:
The University should enhance information resources, especially
the library, and maintain technological currency to strengthen
support for educational and scholarly activity.
The University should develop or redevelop current and future
spaces to be fexible, effcient, and sustainable.
The University should continue efforts to ensure that the campus
environment remains healthy, safe, and secure.
The University should ensure that maintenance programs sustain
the beauty of the campus and the functionality of the existing
facilities.
Improve communication throughout the University
As Western has grown in size, scope and complexity, effective
communication among its units and members has emerged as an
important challenge. Therefore:
The University should increase opportunities for formal and
informal interaction among members of the campus community.
The University should expand efforts to ensure that decisions are
made openly, pathways toward decisions are clear and understood,
and effective mechanisms for sharing information are maintained.
The University should encourage interdisciplinary initiatives and
eliminate communication and other barriers to such initiatives.
Promote the effective management of resources
Western is committed to demonstrating accountability and the effective
stewardship of resources. Therefore:
The University should promote effective management of its
resources and demonstrate consistent accountability to all of its
stakeholders.
The University should continue to take a leading role in developing
and implementing sustainable practices in consumption,
transportation, and facilities.
Active Learning
Undergraduates take advantage of fac-
ulty mentorship and research opportunities
frequently reserved for graduate students at
other universities. Most students additionally
enrich their education through national or
international exchange, service-learning, in-
ternships or other career-related experiences.
Satisfaction
In a recent alumni poll, 79 percent said that
they had taken a course from one or more
faculty members who were so outstand-
ing that they signifcantly impacted the
graduates life.
Community
Connecting students to each other, the
campus, and the greater community are
priorities at Western. From a comprehensive
orientation program to multiple student sup-
port services or intercollegiate athletics from
group projects in the classroom to unlimited
opportunities for involvement in the com-
munity Western recognizes the value of
inclusion. Students also enjoy the richness of
the Bellingham and Whatcom County envi-
ronment and the opportunities it offers.
Student Culture
Students describe Western as an engaging
academic environment and a friendly,
welcoming community
Service
In recent fndings, 7,647 Western students
contributed 872,170 hours of service to local
communities.
Western ranks seventh among medium-sized
colleges and universities in the U.S. Peace
Corps listing of top participating colleges and
universities.
Increase and diversify funding
Since Western can no longer rely exclusively on the traditional mix of
funding sources from state support and tuition, additional resources will
be needed to pursue new initiatives. Therefore:
The University should continue to provide proposals to the
Executive and Legislative branches of the government for increased
investment in public higher education.
All units should be encouraged to seek alternative funding sources,
including enhanced support from external grants and contracts,
participation in federal initiatives, private philanthropic support
through the WWU Foundation, and possibly broadened recruitment
efforts or expansion of self-sustaining programs.
University Advancement will actively pursue strategies to encourage
increased alumni, parent, corporate, foundation, and community
support.
Self-Assess and Develop Outcomes
To achieve the strategic objectives, Western and its units need to focus
energy and resources to support the 2006 Strategic Plan. Therefore:
The University and its units should assess how well programs are
aligned with Westerns strategic objectives and, if need be, reallocate
resources to better support those objectives.
Units should develop expected outcomes with measurable
indicators that will allow them to assess their progress in achieving
the Universitys strategic objectives.
The University should clarify and strengthen the processes that
make use of this plan so that decisions based on this plan are
transparent and the plan remains a living document adapted to
Westerns changing needs, opportunities, and challenges.
The 2006 Strategic Plan should be reviewed every two years as part
of the Universitys biennial budget development process and revised
at least every three biennia.

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EXECUTIVESUMMARYWWUCLIMATEACTIONPLAN2010

InJanuary2007,WesternWashingtonUniversityPresidentKarenMorsesignedthePresidents
ClimateCommitmentwhichcommittedtheUniversitytoestablishingaplanbywhichWesternwould
reachclimateneutralityinaselfestablishedperiod.Climateneutralityreferstoreachingnetzero
carbonemissionsthroughacombinationofreducingourcarbonoutputtothebarestminimum
possibleandbalancingourremainingcarbonproductionwithoffcampusoptionssuchasUniversity
sponsoredcarbonreductionandsequestrationprojects.In2009,thestateofWashingtonpassed
legislationtorequireannualreportingofgreenhousegasemissionsandtargetsforreductionsagainst
a2005baseline.ThisClimateActionPlanseekstomakeWWUaregionalleaderinthedrivefora
stableclimatebyexceedingstaterequirementsandreachingclimateneutralityby2050.

Final Conclusions of the WWU Climate Action Plan
ThePlanconcludesthattheUniversitymaytakethefollowingactionstoreachclimateneutrality:

Commit to reducing net greenhouse gas emissions to36%below2005levelsby2020.This
reportdemonstratesthatthistargetcanbemetthroughexecutionofidentifiedoncampus
projectsand,ifnecessary,Universitysponsoredcarbonreductionandsequestrationprojects.
Thisgoalwillalsoallowustomeetthestatemandatedgreenhousegasemissionsreductions
targets(RCW70.235)wellwithintherequiredtimelines.

Commit to long-term climate neutrality byresearchingsystemwideopportunitiesforenergy
conservationandefficiency.Throughbehaviorchangeprogramssuchasthe10X12Program
andpotentialinfrastructurechangesoutlinedinEnergySavingsCompany(ESCO)projects,we
forecastaclimateneutralcampusby2050.Studentleadershipintheareaofrenewableenergy
hasalreadydemonstratedahighlevelofsupportformeasurestoreachthisgoal.

Provide a model tothecampustoincorporategreenhousegasreductioncriteriaand
sustainabilityintotheinstitutionaldecisionmakingprocess.Thismodelbehaviorcanhelp
guidedecisionmakingbyeverymemberofthecampuscommunity:administrators,faculty,
staff,studentsandcontractors.

Support the continuation of the WWUCAP and sustainability initiatives. Allocateresources
forpermanentsustainabilitystaffrolesandincorporategreenhousegasreductioncriteriaand
reportingintotheirmandates.CreateCAPImplementationTeamtoresearchreduction
opportunitiesandfundingopportunities;reportprogresstotheWWUBoardofTrusteesona
cyclicalbasis.

Funding
Financialinvestmentsinenergyconservationandefficiency,oncampuscarbonneutralenergy
productionandUniversitysponsoredcarbonreductionprojectsarecontingentoncurrent
fundingopportunitiesandwillfollowstandarduniversitybudgetingprocedures.