Past Initiatives

Mission

To prepare students for today's careers and tomorrow's opportunities

Vision

To be the college of choice for workforce education

Vision Narrative

Lake Washington Institute of Technology (LWTech) is recognized by students, business, community, and peer organizations as the choice for innovative workforce education because we:

• Value diversity and welcome students from all backgrounds and levels of educational attainment
• Create educational opportunities and support for students to achieve success and prepare for life-long learning
• Distinguish ourselves by offering creative, cutting-edge, hands-on education
• Offer students choices to achieve their education goals through applied, pathway-based education from basic education and certificate programs to baccalaureate degrees
• Teach using the latest industry standards and cross-discipline approaches to prepare students for immediate and future employment
• Empower faculty and staff to reach their potential in a supportive environment that values collaboration, transparency, respect, and integrity
• Work in partnership with business and industry as well as local and global organizations to foster economic vitality and create prosperous communities
• Thrive in state-of-the-art facilities that use the latest learning and business technologies to enhance the delivery of education and our internal operations
• Implement innovations that result in a financially sustainable organization

Core Values

Core Values pinpoint the subtle qualities that form the basis of an organization's culture. Shared values create a sense of collective purpose and camaraderie. At a more practical level, they help prospective employees decide if an organization is a good fit for them. For current employees, values are like a compass—they give direction on what makes a good decision or course of action.

LWTech'svaluesare:

• Inclusive:We intentionally create a welcoming environment where all feel a sense of belonging.
• Innovative:We are leaders in maximizing opportunities to create a thriving college community.
• Collaborative:We are open to change and work together to achieve success for all.
• Respectful:We engage others with acceptance, open-mindedness, courtesy, and care.

Core Themes

Pathways

LWTech is accessible to the community by providing multiple entrance points and educational pathways. The college is a conduit for students to upgrade their skills, transition into new careers, or further their education and training.

Student Achievement

At LWTech, students gain the skills and knowledge needed to achieve their educational goals and to participate in the workforce.

External Engagement

LWTech forms partnerships with governmental and community organizations, educational institutions, business, and labor in order to effectively support the Institution's mission.

College Community

LWTech provides a safe, supported and engaging learning environment for students and work environment for faculty and staff.

Strategic Plan: Goals & Strategies

Goal 1

Increase access and completion rates for all students, and close opportunity gaps for under-represented students.

Associated core themes

Strategies

1. Identify and define opportunity gaps
2. Implement Guided Pathways
3. Identify and implement approaches that increase student access, success, and completion with a focus on closing opportunity gaps
4. Ensure engagement with students and employers at all points along the student's educational pathway, including completion and employment

Goal 2

Attract and retain diverse employees that view LWTech as an employer of choice.

Associated core themes

 

Strategies

1. Identify and integrate institutional qualities and activities that create an inclusive environment and help employees feel valued
2. Establish comprehensive professional development opportunities for all employees
3. Engage employees in a shared sense of purpose and community
4. Identify and implement approaches to attract diverse, culturally competent employees to the college

Goal 3

Align our college culture and brand identity.

Associated core themes

Strategies

1. Collectively, and with cross-campus engagement, define the desired attributes of our culture and identity as a public institute of technology
2. Identify how students, employees and community members feel a sense of belonging and create a system that invites understanding of our culture and identity
3. Ensure the college culture and brand identity remains visible to the internal college community and the external community on a continuous basis

Goal 4

Create a sustainable fiscal structure to ensure the college fulfills its mission and vision.

Associated core themes

   

Strategies

1. Grow enrollment and maintain it at or above allocation targets
2. Explore and secure diverse, alternative sources of revenue to support operational and capital costs
3. Use data to inform investments and program decisions

Strategic Plan: Executive Summary and Glossary of Terms

Background

LWTech's current strategic plan sunsets in Fall 2017. In considering what kind of strategic plan was needed for the college's next stage of growth, the President and Executive Cabinet, in consultation with the Institutional Planning and Effectiveness Committee, determined that a three-year, streamlined “transitional” plan was needed in order to give concentrated attention to certain key items that lead to mission fulfillment before engaging in a large scale “aspirational” planning process.

Executive Cabinet made the first attempt at developing a plan outline with volunteer facilitation from Kate Butcher, LWTech Foundation Board Member. Since then, the plan has seen significant input from the college community as well as community partners. Please note, the draft plan only contains goals and strategies. Once goals and strategies are finalized, tactics for achieving those goals and strategies will be developed along with appropriate performance measures. Additionally, the mission, vision and vision narrative for the college have not changed. This approach also aligns the Strategic Planning process with our accreditation timeline and the results of our year seven visit in Fall 2019 will be incorporated into the 2020 large scale aspirational plan.

Terms

1. Opportunity Gap: We are intentionally using the term “opportunity gap” instead of “achievement gap” as we believe the latter implies a problem with the student while the former implies a solvable problem with the institution.
2. Under-represented: Under-represented generally means a group with lower rates of inclusion compared to the general population.
3. Brand Identity: An organization's brand identity is how they want to be perceived by consumers. It includes visual elements like fonts, colors, logos, and symbols, as well as communications (copy, descriptors, messaging, or other writing). In the case of LWTech, it is how we wish to be perceived by current and potential students, internal constituents, members of the community, key stakeholders and influencers.

Lake Washington Institute of Technology provides equal opportunity in education and employment and does not discriminate on the basis of race or ethnicity, creed, color, national origin, sex, marital status, sexual orientation, age, religion, disability, genetic information, or veteran status. The college complies with applicable laws prohibiting discrimination and harassment in employment, educational programs, and admission. Inquiries regarding compliance procedures and complaints may be directed to the Executive Director, Human Resources, Affirmative Action Officer/Title IX Coordinator, 11605 132nd Ave. NE, Kirkland, WA 98034, (425) 739-8212 or 711 (Washington Relay). LWTech.edu/eo

In September of 2013, Lake Washington Institute of Technology (LWTech) embarked on a year-long process to develop a community-driven Strategic Plan. This plan, approved by the Board of Trustees in September of 2013, was a five-year plan guided by the Institute's four core themes. During the 2014-215 academic year, LWTech embarked on a three-part process to implement and assess the strategic plan. In 2016-2017 the college embarked on developing a newly updated strategic plan for 2017-2020, which included sunsetting the 2013-2017 plan. 

During Spring 2014, our campus engaged in a series of focus groups and individual interviews facilitated by Drs. Christine Clark and Mark Brimhall-Vargas to gain an understanding of diversity at LWTech. Based on those conversations, the consultants prepared a report outlining their findings.

As a result, in March 2015, the Lake Washington Institute of Technology Board of Trustees adopted the new Equity, Diversity, Inclusion Plan(EDIP). 

Learn more about Equity, Diversity, and Include initiatives at LWTech.

Meeting enrollment targets is more critical than ever and cannot be accomplished through marketing and outreach alone. Retaining students and helping them persist to earn degrees and certificates is a necessity for both individual and institutional success. The Completion Initiative focuses on high-impact practices using student achievement data to inform how and where we make changes to college policies, procedures, programming, and staffing.

During the 2014-2015 academic year, 11 task forces met to move the college forward, with several key results:

1. Implementation of case-management advising for the general college population
2. Identified Professional Development opportunities related to several areas, notably mandatory advising and instructional delivery.
3. Consistency of pay, marketing, and student tracking for all Tutoring locations.

Completion Initiative Recommendations

• Recommendation #1: Definition of Completion
• Recommendation #2: Inclusion beyond IPEDS
• Recommendation #3: Integration with Major College Planning and Processes
• Recommendation #4
• Consistent Course Offerings
  Core Team Leader: Sara Linnertz (previously Christian Bruhn)
• Recommendation #5 Mandatory Advising
  Core Team Leaders: Jerry Peterson and Katie Peacock
• Recommendation #6 Instructional Delivery
  Core Team Leader: Sally Heilstedt
• Recommendation #7: Professional Development
  Core Team Leaders: Sarah Ross and Letty Barnes
• Recommendation #8: Intake and Exit Processes
  Core Team Leaders: Nolan Koreski and Lynne Szymanski
• Recommendation #9: Cultural Competency and Inclusive Hiring Practices
• Recommendation #10: Funds for Completion Work
• Recommendation #11: Tutoring
  Core Team Leader: Cheyenne Roduin
• Recommendation #12: Increase in Full-Time Faculty
• Recommendation #13: Funding for Students
  Core Team: Demetra Biros, Bill Chaney, Elisabeth Sorensen
• Recommendation #14: Student Email
  Core Team Leader: Mike Potter and Chris Harter
• Recommendation #15: Campus Environment
  Core Team Leader: Sheila Walton

2013-2017 Completion Initiative Document