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Strategic Plan 2025-2029 Preview

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Room: E-Building, E-512
Phone: (718) 482-6119
IE@lagcc.cuny.edu

On March 5, 2025, LaGuardia released its new five-year strategic plan. The plan is focused on improving the student experience and boosting student outcomes — successful transfers to senior colleges and baccalaureate degree attainment, and living-wage jobs in fields of interest for graduates of workforce programs. Eighty “actions” are proposed in pursuit of twenty-one goals that support five essential pillars of student success. Dozens of measures, divisional and institutional, will help us track progress in real time over the next five years. Click on the Pillars below to learn more and see the details.

Access

Teaching and Learning

Student Support

Equity and Engagement

Career Success

FY 2026 to FY 2030 Strategic Plan

Top Measures

Top Measures Legend
Past/Actual Data
Target
Baseline/Starting Point

Tap or click a graph to view it in higher quality

Enrollment Outcomes

This shows a graph for the "The Fall Degree-Seeking Unduplicated Headcount" with the five years prior to the current Strategic Plan, followed by targets through Fall 2029. The graph shows actual data for Fall 2020 which had an enrollment of 16,971, and the fall semester immediately prior to the current strategic plan where the Fall 2024 headcount was 14,494. The target for the first fall semester in the current Strategic Plan is for Fall 2025 at14,764, and the intended target for the last year of the Strategic Plan is for Fall 2029 at 15,952.

Graduation Rate

This shows a graph for the "3-Year Associate Degree Graduation Rate for the First-Time, Full-time Fall" starting cohorts with the five years prior to the current Strategic Plan, followed by targets through the end of the current Strategic Plan which will track the Fall 2026 cohort. The graph shows actual data for the Fall 2017 Cohort which had a graduation rate of 32.2%, and the fall cohort immediately prior to the current strategic plan where the Fall 2021 cohort had a rate of 24.4%. The target for the Fall 2022 Cohort is 30.0%, and the intended target for the end of the current Strategic Plan is 34.0% for the Fall 2026 cohort.

This shows a graph for the "Graduation Gap URM students for the 3-Year Associate Degree Graduation Rate for the First-Time, Full-time Fall" starting cohorts" with the five years prior to the current Strategic Plan, followed by targets through the end of the current Strategic Plan which will track the Fall 2026 cohort. URM students are defined as Underrepresented Minorities including Hispanic/Latinx, Black or African American (Non-Hispanic), and Native Americans. The difference in the Graduation Rates between these students and Non-URM students (including Whites, Asian and Pacific Islanders) is the Graduation Gap. The graph shows actual data for the Fall 2017 Cohort which had a gap of -10.7% for the URM population compared to the non-URM population, and the fall cohort immediately prior to the current strategic plan where the Fall 2021 cohort had a gap of -15.0%. The target for the Fall 2022 Cohort is -14.0%, and the intended target for the end of the current Strategic Plan is -6.0% for the Fall 2026 cohort.

Post-Completion Outcomes

This shows a graph for the "Percentage of Associate Graduates who Transfer within 2 Years of Completing at LaGuardia" starting cohorts with the five years prior to the current Strategic Plan, followed by targets through the end of the current Strategic Plan which will track graduate cohorts through 2027-28 Graduates. The graph shows actual data for the 2018-19 academic year which had a transfer rate of 66.8%, and the cohort of graduates immediately prior to the current strategic plan where the 2022-23 graduates had a rate of 24.4%. The target for the 2023-24 graduates is 64.0%, and the intended target for the end of the current Strategic Plan is 68.0% for the graduates from the 2027-28 academic year.

This shows a graph for the "Percentage of First-Time, Full-Time Associate Students who Complete a CUNY Bachelor Degree within Six Years" starting with the five years prior to the current Strategic Plan, followed by targets through the end of the current Strategic Plan which will track the Fall 2023 cohort and their bachelor completion rates. The graph shows actual data for the Fall 2014 Cohort which had a bachelor completion rate of 13.2%, and the fall cohort immediately prior to the current strategic plan where the Fall 2018 cohort had a rate of 13.5%. The target for the Fall 2019 Cohort is 20.0%, and the intended target for the end of the current Strategic Plan is 32.0% for the Fall 2023 cohort.

This shows a graph for the "Percentage of AAS Graduates who were Consistently Employed within One Year of Graduation" starting cohorts with the five years prior to the current Strategic Plan, followed by targets through the end of the current Strategic Plan which will track the 2027-28 academic year graduates. The graph shows actual data for the 2018-19 graduates who had an employment rate o 61.2%, and the graduate cohort immediately prior to the current strategic plan where the 2022-23 graduates had a rate of 59.4%. The target for the 2023-24 Cohort is 62.0%, and the intended target for the end of the current Strategic Plan is 80.0% for 2027-28 graduates.

Our Mission Statement

LaGuardia Community College’s mission is to educate and graduate one of the most diverse student populations in the country to become critical thinkers and socially responsible citizens who help to shape a rapidly evolving society.

Why do we do this?

We are dedicated to pursuing the goals of the 2029 Strategic Plan because…

  • Education is a fundamental human right.
  • A college degree is essential for economic and social mobility.
  • We believe that all our students have the potential to succeed.
  • We believe that our students can change their lives through education and training.
  • We believe in the power of a diverse community united in pursuit of a common goal.
  • We believe in the power of relationships for students – faculty and student; staff and student; student and student.
  • We believe in the importance of friendship, of increasing connectedness and belonging, and strengthening the social fabric that binds us together.
  • We believe in the power of collaboration and partnerships.
  • We believe that for a community to thrive it must be diverse, inclusive, and welcoming to all.
  • We are a public institution with a civic obligation to ensure that New York City is healthy and prosperous.
  • We offer students education and training so that they can achieve economic and social mobility – the core purpose of CUNY.
  • Approximately 2.3 million people live in Queens; only about one-third of them have a college degree.
  • We acknowledge that a 26% graduation rate for our degree-seeking students is unacceptable.
  • We must help a much greater percentage of our students achieve their goals.
  • We must ensure equitable outcomes – we are only as successful as our least successful students.
  • We are all fully committed to student success and accept responsibility for it collectively.
  • We are committed to quality — to the highest quality associate degree and workforce training programs, and the highest quality student support services.
  • We believe in data, and data-guided planning and decision-making.
  • We are a learning college dedicated to continuous improvement; we design evidence-driven solutions, evaluate them, and then embrace, modify, or reject them based on their results.
  • We believe we can make a difference in the lives of our students.
  • We believe in our ability to unlock and develop our students’ potential.
  • We believe that we have the capacity to teach and support our students in ways that will help a greater percentage of them achieve the results they seek.
  • As we have high expectations for our students, we have equally demanding expectations of ourselves.

Our Commitments

As we do the work of the 2029 Strategic Plan we commit to…

  1. Build a Caring Community: kindness, respect, empathy, support
  2. Pursue a Student Experience Mindset: Strive to see LaGuardia from our students’ points of view
  3. Share responsibility for the quality of our students’ experiences
  4. Collaborate across divisions and departments
  5. Ensure the effective and transparent allocation of college resources

Thank You

Many thanks to the dozens of faculty, staff and students that contributed to the 2025-2029 Strategic Plan, participating in forums, workshops and presentations.

Strategic Plan Working Group Members

Laura Bartovics
Deema Bayrakdar
Vanessa Bing
Raheem Brooks
Justin Brown
Cristy Bruns
John Collins
Erica Correa
Milena Cuellar
Donniece Davis
Paisley Demby
Hugo Fernandez
Anthony Garafola
Leigh Garrison-Fletcher
Bukurie Gjoci
Josh Goldblatt
Abdul Hashim
Jason Hendrickson
Eric Hofmann
Assuanta Howard
John Hunt
Rochell Isaac
Elizabeth Jardine
Frank LaTerra-Bellino
Shannon Lund
Bede McCormack
Dionne Miller
Rhonda Mouton
Cristina Natale
Carolyn Nobles
Jessica Perez
José Plasencia
Jessica Zeichner Saca
Jesse Schwartz
Patricia Sokolski
Gina Taraskewich
John Toland
Tang Ni Tung
Kimberly Wright
Dominique Zino

Special Thanks

Leo Cohen
Francisco Colon Reyes
Taleida Gamble
Edward Hollins
Nava Lerer
Jessica Mendoza
Yasmin Nuñez
Marsha Oropeza
Luis Ortiz
Miranda Putman
Anna Rafalovich
Benjamin Rohdin
Elizabeth Ruiz
Nayelli Valencia Turrent

Office of Institutional Research and Effectiveness
Division of Communications and External Affairs

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