Central Washington University (CWU) is a top ranked public university serving 11,000 students enrolled in more than 160 undergraduate and master’s degree programs. Founded in 1891, the Ellensburg campus is located in the heart of Washington State, east of the majestic Cascade Mountain Range. Set in a small town, CWU is a welcoming community committed to diversity and inclusion and recognized for its LGBTQ and veteran friendly policies, programs, and practices. Education is personal at CWU—classes are small, professors are passionate about teaching, and student life professionals are focused on providing resources and services designed to help all students navigate the college experience with confidence and success.

The Position

The Responsiblities of the Position

The Director of Counseling Services will be joining Central Washington University (CWU) at an exciting time as the University advances an elevated, integrated care model under a new structure, which will be led by an inaugural Associate Dean of Health and Wellness. The Director of Counseling Services manages, directs, and supervises the operations, staff, and related activities of the Department of Counseling Services. As an expert clinician and administrator, the director is responsible for developing and implementing a strategic, fiscally responsible, and student-driven mission, shaping individual and group counseling and educational outreach services, forming and supporting a high functioning team, ensuring the quality of counseling services, and overseeing the APA Training Program that is directly managed by the training director. As an engaged campus leader, the Director of Counseling Services will be the face of the department and an active campus collaborator and resource, working closely with faculty and staff colleagues throughout the University—including colleagues in the Academic Colleges, Medical Services, Case Management, Office of the Dean of Student Success, Residential Life, Wellness, Recreation, Nutrition, and Disability Services—to educate, support and advocate for policies, services, and practices that support student development and build a culture of integrated wellness that is holistic, multi-dimensional, and self-directed.

The Director of Counseling Services will serve on the Student Consultation Team (SCT) and Behavior Intervention Team (BIT); cultivate strong working relationships with local health care practitioners and mental health providers; and represent Counseling Services at community and University meetings/events. Additional responsibilities of the director include establishing and supporting “on call” responsibilities for response to student concerns and issues; providing limited short-term individual, couples, group, and crisis counseling services; promoting and supporting outreach and prevention services; providing direct clinical supervision and training as needed; integrating national best practices; managing the department’s budget and use of technology; generating quarterly and end-of-year reports; and actively promoting values that encourage diverse perspectives, creativity, and teamwork while advancing the strategic goals of the University and Division of Academic and Student Life. The Director of Counseling Services will report to the Associate Dean for Health and Wellness, and will lead a dynamic, growing team of clinicians, doctoral interns, and graduate assistants/master’s degree interns.

Characteristics of the Successful Candidate

Minimum qualifications include a PhD or PsyD in clinical or counseling psychology with active license or applicable combination of education and/or experience which demonstrates the ability to perform the essential functions of the position; licensure in the State of Washington or ability to be licensed within 12 months; five years of relevant clinical experience in an outpatient setting; a progressive career of increasing administrative and supervisory experience/responsibility, including demonstrated experience in a management or leadership role within a clinical setting and documented experience providing clinical supervision; demonstrated commitment to honoring and promoting diversity; and evidence of excellent verbal and written communication skills.

Preferred qualifications include experience working in an integrated care environment; experience developing collaborative working relationships with community mental health providers and other key community stakeholders; and experience working in higher education. Experience in a college/university counseling center/clinic, demonstrated experience working with a diverse population of clients, and demonstrated ability to gather and analyze data from an electronic health record system are also preferred.

In addition to the qualifications stated above, institutional key stakeholders identified the following list of additional capabilities and attributes of a successful candidate.

  • Possess a broad understanding of college and university counseling center models and innovative strategies for addressing the increasing mental health needs of a diverse student body.
  • Enjoy leading, problem-solving, building a high functioning team, and serving as a visible, prominent ambassador with units and entities external to the department and the institution.
  • Understand the American Psychological Association (APA) doctoral training program and its expectations.
  • Demonstrate a collaborative personality and eagerness to extend self to others, including reaching out to faculty as key partners in supporting student health and wellness.
  • Have some experience working with emerging adults (traditional, college-aged students), preferably in a residential campus setting.
  • Be a champion of preventive education and outreach, group work, and other short-term therapies that encourage personal growth, mindfulness, resilience, and accountability for self and others.
  • Maintain a keen eye on trends—local, regional, national, and global—impacting mental health and share insights proactively with others.
  • Value professional development for self and staff.
  • Appreciate contributions of all professional and student staff and be committed to developing and sustaining a high functioning team.
  • Understand the realities of providing college mental health counseling services in a rural environment with very limited clinical resources available in the surrounding community.
  • Be adaptable—comfortable leading and supporting change.

History of the Position

For many years Counseling Services has been an integral component of CWU’s Student Medical and Counseling Clinic (SMaCC). SMaCC was overseen by an Executive Director with Directors of Student Medical Services and Student Counseling Services managing much of the day-to-day operations of their respective units. Beginning in 2018 and with the full support of the Provost and Interim Dean of Student Success, the university embarked on a significant benchmarking process to evaluate health and wellness best practices nationally in an effort to thoughtfully expand and enhance these services to better meet the evolving needs of CWU students. During this period of evaluation, the Director of Counseling was named as the SMaCC Interim Executive Director (Rhonda McKinney) and the Associate Director/Training Psychologist (Cindy Bruns) stepped up her responsibilities to also serve as the Interim Director of Counseling Services.

As of summer 2018, CWU senior administration formally announced a new organizational model, creating a Health and Wellness unit within the Division of Academic and Student Life. In so doing, the University has placed a clear emphasis on supporting and enhancing student health and wellness as the foundation upon which student success will be built. McKinney will retire in early Fall 2018 and Dr. Jenna Hyatt, Associate Dean of Student Living, will also serve as the Interim Associate Dean for Health and Wellness. In this role, Hyatt will initiate the transition of Counseling Services, Student Medical Services, Wellness, and Recreation into a more comprehensive, integrative model of health and wellness on campus. Recruitment for this new Associate Dean for Health and Wellness is now underway. The next Director of Counseling Services will report to the Associate Dean for Health and Wellness. Until the position of Director of Counseling Services is filled permanently, Dr. Cindy Bruns will continue to serve as the department’s Interim Director.

Under this new model, Counseling Services will remain co-located with Student Medical Health Services, but will work more as a collaborative member of a larger leadership team embracing current best practices promoting health and wellness across campus. The need to expand the capacity of Counseling Services to meet the growing demands of an increasingly diverse student body have been carefully documented. In AY 2018-2019, the director position will become a 12 month appointment. Additionally, Counseling Services will add a new psychologist position and will expand on-campus capabilities with the addition of tele-psychiatry services in partnership with the University of Washington School of Medicine or an appropriate alternative. By FY 2021, Counseling Services was directed by the Board of Trustees to develop a plan to increase funding for counseling that will add three (3) full-time psychologists and bring the rest of the counseling services providers up to 12 month positions. The staffing model is projected to grow from the existing group of seven (7) staff clinicians (excluding the director) to a total of ten (10). This increase in staffing will bring Counseling Services in line with the national best standards of care with a staff to student ratio of approximately 1:1,000. Complementing the full-time staff are three APA doctoral interns and two masters-level interns.

At present, Counseling Services is staffed in the following manner:

Director of Counseling

  • Associate Director (Training Director)
    • Doctoral Interns (3)
    • Masters Interns (2)
  • Counseling Mental Health Counselors and Psychologists (6)
Click to enlarge

Overview of Counseling Services (also known as the Counseling Clinic)

Currently, Counseling Services is described on the CWU website as a component of the larger Student Medical & Counseling Clinic. As part of the reimagining and restructuring that has led to the creation of a comprehensive Health and Wellness unit, the “Counseling Clinic” will become known as “Counseling Services” in the future. Under the new Health and Wellness model, Counseling Services will remain co-located with Student Medical Services, which will continue to facilitate needed coordination of care for students with dual medical and mental health diagnoses and allow for broader collaboration.


To support and improve the mental health, well-being, and academic success of the CWU student community by empowering students to create meaningful and fulfilling lives. Quality professional services and care are at the heart of our clinic.


In pursuit of the Counseling Services mission, staff commit to reach for a higher standard of service excellence by providing outcome driven and evidence-based care.

Services and Resources

Clinical services and resources of Counseling Services may be view here: https://www.cwu.edu/medical-counseling/counseling-clinic

A brief summary of Counseling Services activity for Fiscal Year 2018 follows:

  • 914 students sought counseling
  • 698 students were new to services
  • 6,122 attended individual and group appointments
  • 4,454 attended individual appointments
  • 1,668 attended group appointment
  • 551 attended screening appointments
  • 312 attended crisis appointment
  • 30 students with recent suicide attempt or serious suicide plan with intent to die
    225 students could not be seen immediately for on-going individual therapy (and were placed on short-term wait list)
  • Average number of individual appointments per client: 5
    8% of clients are seen for 10 or fewer individual sessions
  • 8% of clients seen for 16+ individual sessions (this reflects 31.4% of attended individual appointments)
  • 2,822 students, staff, and parents were served via outreach educational and promotional activities
  • Counseling Services’ busiest months: February (889 appointments); October (851 appointments); May (843 appointments)

Diversity of clients served during Fiscal Year 2018:

  • 1.2% Middle Eastern-American
  • 1.2% International Student
  • 1.4% Native American
  • 4.1% African-American
  • 4.1% Asian-American/ Pacific Islander
  • 9.1% Multi-ethnic identification
  • 11.6% Hispanic-American/LatinX
  • 62.9% Anglo-American
  • 3.3% Transgender, Gender Queer, Agender
  • 32.6% Male
  • 62.8% Female
  • 1.7% Asexual
  • 2.7% Other sexual orientation
  • 3.5% Gay/Lesbian
  • 3.6% Pansexual
  • 10.8% Bisexual
  • 75.3% Heterosexual
  • 16.7% Identify having a disability
  • 1.5% Past Military service/Veteran status
  • 37.7% Report religion/spirituality matter moderately or “a lot” to them
  • 43.1% Report unusual or traumatic experiences growing up
  • 66.2% Have been in counseling before
  • 67.1% Report mental health concerns in their family
  • 16.5% Have a previous suicide attempt

Likely Opportunities, Priorities, and Challenges of the Position

The Director of Counseling Services must be prepared to lead change as the university adopts a more comprehensive, integrative, and progressive model of health and wellness to address growing student needs. A careful assessment of current operations (staffing model, counseling services and theoretical constructs, scheduling, technology integration, education outreach and consultation services, etc.) benchmarked against national best practices, specific institutional needs/realities, and emerging trends must lay the foundation for a strategic plan. Critical to the success of the strategic plan and its implementation will be the engagement of staff and campus partners in its development.

Additional challenges and opportunities for the Director of Counseling Services as articulated by stakeholders are listed below.

  • Forging collaborative working relationships with the new Associate Dean of Health and Wellness, colleagues serving as members of the health and wellness leadership team, as well as with Counseling Services staff, case managers and disability services consultants, and others throughout the division of Academic and Student Life will be critical to success.
  • Appreciate the rural setting in which the university is located and the versatility of counseling staff demanded in an environment of very limited community mental health resources. Ensuring diversity of talent and perspectives across counseling staff and championing progressive strategies for delivering individual, group, couples, and crisis counseling services will be important.
  • Focus on team building and communication to promote a shared understanding of mission, vision, values, and a positive esprit de corps, in light of the turnover of leadership, addition of new staff positions, filling of existing vacancies, and the annual influx of doctoral and master’s degree interns.
  • Developing a counselor-on-call protocol and schedule that is equitable, sustainable, and readily communicated across staff and campus partners is a priority.
  • Establishing the role of Director of Counseling Services as a visible, credible mental health expert and advocate on campus; maintaining high visibility among trustees, senior officers, deans, student leaders, and the general student body will be key to accomplishing this—the Director cannot expect to work exclusively from the confines of Counseling Services. Keeping the campus informed of issues and trends related to mental health as a vehicle for ensuring ongoing support for the important work of counseling services is essential.
  • Shaping an innovative strategy to balance therapeutic interactions of staff with student clients (individual and group sessions) and engagement of counseling staff in broader educational outreach and prevention initiatives that will contribute to campus health and wellness objectives will also be an important focus for the new Director.
  • Increased use of technology and social media will help expand the reach and expertise of Counseling Services to a wider audience.
  • Ensuring intentional strategies are are implemented and monitored to connect the Counseling Services staff with traditionally underserved student populations.
  • Advancing the role of Counseling Services as a valued educational partner, working in concert with faculty to support the success of students, is of vital importance. This will represent a culture shift as, to date, faculty have frequently viewed Counseling Services as a referral resource of last resort.
  • Educate and deputize peers and student leaders to promote Counseling Services. Actively strive to be a collaborative partner with other student success colleagues to support their work and find creative points of intersection that will benefit from mutual commitment and engagement.

Measures of Success for the Position

At appropriate intervals after joining CWU, the following items will define success for the new Director of Counseling Services. The new director will have:

  • worked closely with the Associate Dean for Health and Wellness to establish and advance a clear onboarding plan designed to build a foundation for future success;
  • accessed the APA accreditation feedback from the fall 2018 visit and implemented strategic plans for focused enhancement, as appropriate;
  • brokered collaborative relationships with Health and Wellness colleagues and assumed shared responsibility for educational outreach and prevention programming;
  • demonstrated success in building a strong, high functioning team;
  • actively encouraged and cultivated expertise among staff members to expand the repertoire of therapeutic approaches to support diverse student mental health needs (individual and group);
  • conducted intentional, proactive outreach to faculty to promote greater understanding of mental health concerns that exist among the student body and ways in which faculty can make appropriate referrals and support students, assuring they receive timely care and intervention as needed.

An Overview of the Division of Academic and Student Life

The Division of Academic and Student Life, the largest division of the university, is led by Dr. Katherine Frank, who has served as the Provost and Vice President since July 2016. Since joining CWU, Frank has been focused on mission fulfillment across five core themes:

  • Teaching & Learning
  • Inclusiveness & Diversity
  • Scholarship & Creative Expression
  • Public Service & Community Engagement
  • Resource Development & Stewardship

The Provost and Vice President of Academic and Student Life presides over a division of approximately 1,211 faculty and staff. To review an organizational chart for the division, please visit: https://www.cwu.edu/provost/sites/cts.cwu.edu.provost/files/documents/provost-org-chart.pdf

Katherine Frank

Dr. Katherine Frank, Vice President for Academic and Student Life

Katherine Frank served as the Dean of the College of Arts and Sciences at Northern Kentucky University (NKU). There, she oversaw the university’s largest college, which includes a School of the Arts, ten academic departments, and five centers.

Previous to this, Frank was Dean of Humanities and Social Sciences at Indiana University East. During her tenure, she oversaw a restructuring of that institution’s largest school, with ten undergraduate programs, three of which were delivered at campus satellite centers.

She also served at Colorado State University-Pueblo for ten years, serving as Chair of English and Foreign Languages and the Writing Program Administrator. At Pueblo she also was the founding director of the Southern Colorado Writing Project and founding director of the first-year experience program.

Frank earned her B.A in English from Bates College and her M.A and Ph.D. in English from the University of Washington.

Student Success

The Office of the Dean of Student Success provides students with educationally-purposeful programs, events, services, and activities that promote academic, personal, and professional growth within and beyond the classroom.

As such, Student Success is committed to these principles:

  • developing and enhancing the University’s commitment to diversity and inclusivity
  • creating connections between in and out-of-classroom experiences to promote student success and achievement
  • facilitating scholarly, creative, and professional development opportunities
  • engaging students throughout the University community
  • providing resources and services for students to better navigate the CWU Community
  • promoting student rights and responsibilities

The Office of the Dean of Student Success, through the key commitments noted above, strives to support the overall mission of the university, Academic and Student Life strategic planning, and university accreditation.

Leadership and Organizational Structure of Student Success

The Dean of Student Success is the chief student affairs officer for the University and reports directly to the Provost and Vice President for Academic and Student Life. At present, Dr. William Schafer is serving as the Interim Dean of Student Success while the university is engaged in a search for a permanent successor. Schafer is an experienced higher education leader having previously served as the Vice President for Student Life at West Virginia University and Georgia Institute of Technology, as well as in other positions of progressive responsibility throughout his distinguished career. Schafer earned a Ph.D. in higher education administration and curriculum, M.A. in counseling, and B.S. in chemical engineering at the University of Colorado at Boulder.

Since joining CWU in January 2018, Schafer has been focused on strengthening capacity, introducing best practices, and building a collaborative culture focused on supporting student success and excellence.

Rounding out the leadership team and reporting up to the Dean of Student Success are three Associate Deans, all with areas of responsibility including:

William Schafer

Dr. William Schafer, Dean of Student Success (Interim):

  • Student Rights & Responsibilities
  • Case Management
  • Academic Success Initiatives

Dr. Jenna Hyatt, Associate Dean for Student Living:

  • Student Involvement
  • ASCWU Student Government
  • Student Union (Campus Activities, Publicity Center)
  • Center for Leadership and Community Engagement
  • Disability Services
  • Housing Operations & Marketing
  • Housing Facilities
  • Conference Services
  • Residence Life
  • Orientation and Transition Programs: First Year Experience
  • KCWU Radio
  • Diversity & Equity Center

Associate Dean for Health and Wellness (newly created position): Dr. Jenna Hyatt (Interim)

  • Counseling Services
  • Medical Health Services
  • Recreation
  • Wellness

Dr. Aaron Brown, Associate Dean for Development and Achievement:

  • Career Services
  • College Assistance Migrant Program (CAMP)
  • High School Equivalency Program (HEP)
  • Learning Commons (Includes tutoring and developmental education)
  • Professional Advising
  • Exploratory Advising
  • Academic Achievement Programs (Includes TRIO, SSS, and EOC, Athletic Advising, and College Passport)
  • Veterans Center

Additional information about the Division of Student Success is located here: http://www.cwu.edu/student-success/

Institution & Location

Institutional Background

The doors of the Washington State Normal School in Ellensburg opened in 1891. Mr. Benjamin Franklin Barge was the first principal of the school, which was founded to educate future elementary and junior high teachers. Classes were held at the Washington Public School until the normal school’s first building, Barge Hall, opened in 1893. The normal school became Central Washington College of Education in 1937, Central Washington State College in 1961, and Central Washington University in 1977.

Today CWU is a comprehensive university that provides high quality programs to more than 12,200 students at eight locations, 9,900 of whom are enrolled at the Ellensburg campus. CWU is located in Ellensburg, WA, and is co-located with community colleges in Edmonds, Everett, Des Moines, Steilacoom/Puyallup, Kent, Yakima, Moses Lake, and Wenatchee, where students can complete baccalaureate degrees without leaving their communities. A new dual admission program allows community college students to be admitted to CWU when they are admitted to a college, streamlining the admissions, advising, and transfer processes. CWU also serves more students on-line than any other comprehensive university in Washington. “Finish Line” is an online campus launched in Fall 2011 to enable people to complete degrees online.

For the fourth time in five years, CWU received the prestigious Higher Education Excellence in Diversity (HEED) Award from INSIGHT Into Diversity magazine. CWU is the only four-year institution in the state of Washington to earn the award. The University is also designated a Veteran Supportive Campus and is committed to serving the needs of present and former military personnel.


The mission of CWU is to prepare students for enlightened, responsible, and productive lives; to produce research, scholarship, and creative expression in the public interest; and to serve as a resource to the region and the state through effective stewardship of University resources.


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. It is typified by an entrepreneurial spirit that establishes it as a national leader in higher education. It has a strong commitment to engaged learning and scholarship, internationalism, sustainability, inclusiveness, and life-long learning.

Strategic Plan 2018

CWU exists to advance society through the essential activities of teaching, discovery, and service. While no one of these core elements is meaningful in isolation from the others, CWU finds it necessary to prioritize its efforts in relation to its mission, vision, values, goals, and resources. In order to maximize the value of each of the elements of its mission, CWU emphasizes the integration of scholarship, teaching, and public service.

As a public comprehensive university, CWU strives to create an engaging learning environment and therefore places its highest priority on teaching, learning, and student success. The faculty is comprised of scholar-teachers working in the interests of their students, their disciplines, and the region. CWU encourages individualized programs of student success and promotes undergraduate and graduate student-faculty partnerships that are actively engaged in discovery, creative expression, and engaged learning.

As a community dedicated to the principles of academic freedom, CWU must be an environment that promotes reasoned, civil, and enlightened discourse and creative expression without fear of reprisal, ridicule, or exclusion. CWU’s educational environment must empower each person with the freedom to explore, to evaluate, and to learn.

CWU must also strive to serve its region by addressing pressing economic and social issues. As a comprehensive university, CWU must use its intellectual capacity not only to contribute to disciplinary literature, but also to assist area business, social, and government leaders in strengthening and diversifying the area’s economic base, to help create a sustainable natural environment, and to address critical social issues.

CWU is also a place where people gather to live and to work. It must therefore be a place that enables people to grow and to prosper. In keeping with the academic values of shared governance and reasoned dialogue, the university must be open, transparent, and empowering. It follows, then, that CWU is committed to the shared values listed below.

  • Student Success: CWU believes that student success is best achieved by providing supportive learning and living environments that encourage intellectual inquiry, exploration, and application. CWU believes that learning is best achieved in small classroom or group settings with ample opportunities for individualized instruction, mentoring, advising, and programming.
  • Access: CWU believes in providing educational opportunities to as many qualified students as possible. CWU believes that restrictions of place, time, and finances can be overcome through the effective use of partnership with community colleges and by effective and efficient use of learning, communication, and social technologies.
  • Engagement: CWU believes that learning, research, and creative expression are enhanced by engagement with external partners. CWU believes that as a publicly-funded institution, it has a responsibility to help address the social and economic challenges faced by our communities.
  • Inclusiveness: CWU believes that diversity of peoples, cultures, and ideas is essential to learning, discovery, and creative expression. CWU believes that all faculty, staff, and students must be and must feel physically, professionally, and emotionally safe in order to fully engage in and benefit from the university experience.
  • Shared Governance: CWU believes that shared governance is most effective when information systems and decision-making processes are both robust and transparent. CWU believes that communication channels should be open and two-way and that faculty, staff, and students should be empowered to participate in the governance systems.
  • Facilities: CWU believes that state-of-the-art, safe, and attractive facilities enhance the working and learning environments of faculty, staff, and students. CWU also believes that state-of-the-art technologies provide leverage for the efforts of faculty, staff, and students.
  • Safety: CWU believes it has a responsibility to providing a working and learning environment that is both physically and emotionally safe. CWU believes this responsibility extends to the off-campus environment of its full-time, residential students.

For a more detailed look at the Strategic Plan, visit https://www.cwu.edu/mission/sites/cts.cwu.edu.mission/files/documents/CWU-Strategic-Plan.pdf

James L. Gaudino, President

Since becoming President of Central Washington University on January 1, 2009, James L. Gaudino has taken to heart the institution’s primary mission of being a welcoming institution that prepares its students for enlightened, responsible, and productive lives.

During his tenure, Central has experienced a record infusion of state construction funding, completed a comprehensive overhaul and updating of information systems, initiated a modernization of budget and management systems, and sought to create a safe and inclusive campus environment.

Gaudino came to CWU from Kent State University, where he founded the College of Communication and Information, and guided its development into a center of innovation in the study of the new information age.

Prior to that, Gaudino was the Executive Director of the National Communication Association and served on the faculty of Michigan State University’s Department of Advertising.

Gaudino’s research interests include public relations and public opinion formation. He has authored or co-authored chapters, articles, monographs, and presentations in numerous journals, including the Journal of Broadcasting and Electronic Media, Annals of the American Academy of Political and Social Science, and the Newspaper Research Journal.

He has a Ph.D. in Communications from Michigan State University and a Master of Science in Management from Troy State University. He is a graduate of the United States Air Force Academy and served in the U.S. Air Force in California, Turkey, and Germany.

The Academic Program

CWU is a place where students get to do what they’re learning. Biology students and professors tag bull trout at Snoqualmie Pass. Music students perform at the Monterey Jazz Festival. Faculty and students in geology site earthquake detection systems on dams, mountaintops, and coastlines.

CWU is committed to hands-on learning, discovery and individual attention. Learning is exciting and relevant when it takes place beyond the limits of the classroom and books. The benefit to students is an education experience made richer and more stimulating. The benefit to employers is experienced graduates who are prepared for work on day one.

CWU offers many exciting degree programs. Noted academic points of distinction:

  • more than 135 majors;
  • nationally and/or regionally distinguished programs in music, geology, paramedicine, physics, and education;
  • faculty recognized regionally and/or nationally for collegiate teaching in mathematics, physics, geology, music, and chemistry;
  • average class size: 20;
  • student to faculty ratio: 19-to-1;
  • top five majors/degrees awarded: Business Administration, Information Technology and Management, Elementary Education, Law and Justice, and Accounting.

The Student Body

CWU has a student body of over 12,200 students. The student body is increasingly diverse. Students of color comprise approximately 33 percent of all enrolled students. Ninety-four (94) percent of students hail from Washington State.

Additional student statistics of interest:

  • About 2,000 students earn a CWU degree each year;
  • On-campus residents: 3,300;
  • Male/female ratio: 49.3 percent/51.7 percent;
  • Campus Pride selected CWU as one of the top LGBT-friendly schools in the nation;
  • Students participate in more than 125 clubs, organizations, and associations;
  • CWU has 13 varsity athletic teams, competing in the Great Northwest Athletic Conference (GNAC):
  • Men’s varsity sports: 6;
  • Women’s varsity sports: 7;
  • Nationally ranked football, basketball, and rugby teams;
  • More than 30 percent of students participate in intramural sports;
  • Approximately 500 students participate in 23 sports clubs.

Ellensburg, WA

CWU is located in historic Ellensburg, the largest city in, and the county seat of, Kittitas County. The city is situated in central Washington, one of the richest and most diverse agricultural regions in the world, including vibrant wine and microbrew industries.

CWU is surrounded by remarkable natural beauty: the Cascade Mountains to the west, the Columbia River to the east, the Yakima River Canyon to the south, and national parks and recreation areas to the north.

Ellensburg is one of Washington’s founding communities. Ellensburg’s brick downtown is just three blocks from the CWU campus and filled with eclectic shops and restaurants next to beautiful and historic buildings, most constructed between 1889 and 1917.

Residents and visitors alike can stroll downtown streets and then share a shady bench with the famous Ellensburg Bull statue, located outside of the Rotary Pavilion. The Kitt Coyote half-human, half-coyote sculpture, often sporting seasonal attire, welcomes patrons to the Ellensburg Public Library. Weekends bring delicious local food and fresh produce, regional crafts, and a wide array of entertainment downtown at the Kittitas County Farmers Market (May through October).

Ellensburg is home of one of the top ten arts and cultural events in Washington, including Jazz in the Valley, Dachshunds on Parade, Buskers in the Burg, and Spirit of the West. As one of the ten most beautiful towns in Washington, Ellensburg also is one of America’s top “Distinctive Destinations,” according to the National Historic Land Trust. Nerdwallet.com recently named Ellensburg the state’s sixth healthiest community, lauding it for its “compact, walkable streets, where 14.3 percent of residents commute by foot, one of the highest percentages in the state.”

The city has a ratio of 12.56 parks per 10,000 residents, far above the statewide average. The surrounding Kittitas Valley is internationally known for the Timothy hay that it produces. Higher education and hay brokering, processing, and shipping operations are the biggest industries within Ellensburg, though the spectacular geography and the extensive outdoor recreational opportunities surrounding the community also shape the culture and contribute to the city’s well-deserved healthy lifestyle. Biking, birding, fly fishing, golf, hiking, horseback riding, rock hounding, rodeo watching, skiing and snowboarding, snowmobiling, and wildlife viewing can all be found in abundance throughout Ellensburg and the Pacific Northwest.

The city of Ellensburg is located approximately 100 miles and about two hours away from the Seattle metropolitan area. With an estimated population of more than 3.7 million, it is the 15th largest metropolitan area in the United States. The region boasts world class arts and entertainment, cuisine, and athletics. Situated between the Puget Sound and Cascade Mountains, the region is noted for its natural beauty and offers a broad range of outdoor pursuits. Top employers either headquartered or with a large presence in the region include Microsoft, Amazon, Starbucks, Google, Boeing, Costco, and Nordstrom.

For additional information about Ellensburg and the surrounding region please visit:





Benefits Overview

CWU offers a comprehensive benefits package including medical and dental insurance, retirement and optional savings plans, life and disability insurance, along with vacation and sick leave plans.

Additional benefits include, but are not limited to, the benefits listed below.

  • Optional Insurance Plans
  • Credit Union & Banks
  • Dependent Tuition Waiver
  • Discounts for CWU Employees
  • Employee Assistance Program
  • Guaranteed Education Tuition (Washington’s 529 prepaid college tuition plan)
  • Health Savings Account (HSA)
  • Transit Pass

A more detailed description of benefits is available on the following web page: https://www.cwu.edu/hr/benefits

Application & Nomination

Review of applications will begin immediately, and continue until the position is filled. To apply for this position please click on the Apply button, complete the brief application process, and upload your resume and position-specific cover letter. Nominations for this position may be emailed to Valerie B. Szymkowicz at vbs@spelmanjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the Central Washington University website at www.cwu.edu

CWU is an Affirmative Action, and Equal Opportunity Employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex sexual orientation, gender identity, national origin, or protected veteran status and will not be discriminated again on the basis of disability.