Strategic Plan
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Room: E-Building, E-512
Phone: (718) 482-6119
OIRA@lagcc.cuny.edu
2025-2029 Strategic Plan
LaGuardia Community College recognizes the critical importance of strategic planning in guiding our institution towards sustained excellence and relevance in the ever-evolving landscape of higher education. With this in mind, we are pleased to introduce our 2025-2029 Strategic Plan. Our Strategic Plan ensured that we fulfill institutional obligations under CUNY Lifting NY, MSCHE Accreditation, and Project Camino, as we pursue goals and strategies that enable a greater percentage of LaGuardia students to achieve successful outcomes.
CUNY Lifting NY
In the summer of 2021, following nearly 18 months of disruption and innovation occasioned by the COVID-19 pandemic, The City University of New York (CUNY), under the leadership of Chancellor Félix V. Matos Rodríguez, began preparing for a bigger, better, bolder future. The University’s objective was clear: by 2030, CUNY will transform into the nation’s foremost student-centered urban University system. By expanding access, accelerating student success, strengthening academic quality and scholarly excellence, focusing on outcomes beyond graduation, engaging our communities, and modernizing across the system, we will amplify our impact as the nation’s greatest higher education engine of equity and upward mobility and advance the well-being of all residents of the City and State of New York.
Strategic Plan 2019-2024
In 2019, LaGuardia Community College convened a Steering Committee to re-examine the College’s strategic directions. The College wanted to actively identify areas of opportunity for our students, faculty, and staff so that we could refresh the specific priorities of our Mission and Core Values. The Steering Committee convened the College’s major constituents during a one-day summit. One hundred thirty-five faculty, staff, and students attended, representing all sectors of the College, discussed topics that embodied our Core Values: learning, diversity, responsibility, opportunity, and innovation. Participants discussed initiatives and outcomes related to the 2018 Strategic Plan, as well as emergent challenges. These discussions led each group to develop recommendations about what goals and objectives should become strategic priorities, and what new efforts were needed to achieve them.