LAGUARDIA COMMUNITY COLLEGE STRATEGIC PLAN - LAGUARDIA ...
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LaGuardia Community College Strategic Plan
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.
LaGuardia Community College has established a Strategic Plan for 2019-24 that is based upon the College mission and Core Values and shaped by broad Collegewide discussion and
input. The Plan identifies five strategic Goals and related Objectives for 2019-24. These Goals and Objectives will guide our Strategic Planning work for the 2020-21 academic year.
We are gathering information from all College Divisions and Departments about the implementation of your Strategic Plan activities in 2019-20 and the Strategic Plan targets you hope
to accomplish in 2020-21. In order to make this process logistically easier, we are collecting all the information in one document. More importantly, reports and evidence from 2019-20
might inform the planning process for 2020-21 in your area.
Please submit this document to Dr. Rejitha Nair, rnair@lagcc.cuny.edu by June 15th, 2020 with a cc to Provost Nireata Seals, nseals@lagcc.cuny.edu, and Dean Nava Lerer,
nlerer@lagcc.cuny.edu. We are requesting that you report on the following:
1. Strategic Plan Final Report 2019-20: Please complete the Strategic Plan Final Report form on Page 2. We know that there might have been interruptions to your planned strategic
activities during the Spring semester due to COVID-19 related issues. If that’s the case, please report on what you accomplished in the Fall semesters and indicate the next steps.
Make sure that you include the evidence and relevant data for the strategic activities in the Outcomes column.
2. Strategic Planning Template 2020-21: Please complete the Strategic Planning Template for 2020-21 on Page 4. Please choose 2-3 Strategic Plan Objectives and identify area
specific targets and detailed work plans related to those Objectives. Our Strategic Plan Goals and Objectives for 2019-24 is included in Page 9-10 of this document. Make sure that
you indicate the college objectives to be addressed in the template. For non-academic divisions, it might be helpful to look at the AES assessment plans from your division. Please
contact Dean Nava Lerer, nlerer@lagcc.cuny.edu, to look at the AES plan and how it can be integrated with the Strategic Plan.
1SECTION 1. LaGuardia Community College Strategic Plan Final Report, 2019-20
INSTRUCTIONS:
Please use this form to provide your final report for each of your planned strategic activities related to the 2019-20 Strategic Plan you submitted for your area in May 2019. In the
Strategic activities column, indicate what has been completed so far for implementation of the planned strategic activities and reaching your objective(s). In the Assessment column,
indicate the methods and measures you have used to assess the strategic activities and to determine that that objective was met. In the Results/Outcomes column, indicate the results
or findings of the assessments, the evidence, and relevant data. In the Next steps column, indicate the follow-up that is needed for the strategic activities.
DIVISION/DEPARTMENT: Academic Affairs
College Objective Addressed: 1D. Build Student Access and Success - Strengthen the cohesiveness of the Liberal Arts & Sciences major to build success for Liberal Arts students
Area-Specific Targets (from Strategic Activities Assessment Results/Outcomes Next Steps
2019-20 Strategic What has been completed so What methods and What were the results of the assessment(s)? What follow-up is needed for the implemented
workplan) far for implementation of the measures have you used to What is the evidence that the objective was strategic activities? What are the next steps for these
planned strategic activities assess the strategic activities met? Provide relevant data. activities? Please also indicate the next steps for
and reaching your and to determine that the activities that were interrupted due to COVID-19
objective(s)? Provide specific objective was met? related issues.
details for each of your
planned strategic activities.
Strengthen the Convene the Liberal Arts Liberal Arts Working Group The Liberal Arts Working Grouped convened The LAWG will continue with the same membership in
cohesiveness of the Liberal Working Group with members members identified and on Sept. 25, 2019. The working group is the 2020-2021 academic year. The group will continue
Arts Major through forming from all six Liberal Arts meet three times per chaired by the Associate Dean (who serves as to create, design and implement activities to support
a Liberal Arts Working department by Fall I 2019. semester. Liberal Arts program director) and is made up the strategic plan goal.
Group that will address of 11 faculty members and the Executive
strategies and set goals to Associate to the Dean. The faculty represent
build an interdisciplinary all Liberal Arts departments as well as LA
identity for students and program activities.
faculty in the AA and AS LAWG met 10 times during the 2019-2020
degrees academic year.
An invitation and survey was sent to all liberal
arts faculty to volunteer to participate in
LAWG activities. 20 faculty responded.
LAWG members completed the following Due to Covid-19, the advising guides were not
materials in Fall 1 2019: completed and disseminated. LAWG will complete
and disseminate the Advising Guides to the Liberal
2Create promotional materials To create packet of 1. Created initial drafts of Advising Guides for Arts Departments, Advising Staff, Special Programs,
for the purpose of providing materials and disseminate the Liberal Arts: Social Science and Humanities and have the Degree Maps align to the guides.
information for advisors, FYS amongst pertinent staff. and Liberal Arts Math/Science degrees.
instructors, special programs,
and pre-enrollment activities 2. Working with Marketing and
by Fall I 2019. Communications, a Liberal Arts Flyer was
created that was disseminated to Liberal Arts
Faculty, LA Option Directors, FYS Faculty,
Advisors, Special Programs, My First Day
Orientation, and students.
3. Created a Liberal Arts Power Point that
outlines how Liberal Arts is structured at
LaGuardia as well the value of a Liberal Arts
education. This was used at Spring 2020 new
student orientation as well as a fall 2019
Advising event for Liberal Arts Math & Science
majors.
Due to Covid-19, the planned focus groups
with LIF/LMF101 and LIB200 students could
not be held. As well, the survey looking at the Focus groups and follow up surveys will be conducted
usefulness of the promotional material was in AY 2020-2021
not completed.
To conduct survey around LAWG co-sponsored with the NEH Summer
usefulness of promotional Institute on Mass Incarceration and the
packet. Humanities the Student Exhibit on Mass
Incarceration held on December 4 & 5 2019.
There were over 300 attendees
To design, organize and To have at least 100 Four additional Liberal Arts student events The cancelled student events will run during the 2020-
implement at least one Liberal students participate in the which included a Career and Transfer Panel, a 2021 Academic Year.
Arts student event by Spring I scheduled student event. 30-credit check-in, a Liberal Arts Options
2019. Panel, and Transfer Graduation celebratory
event were planned for the Spring I 2020
semester. These events were canceled due to
the Covid-19 pandemic
3In lieu of the transfer graduation event, a
Liberal Arts Graduation Video featuring the
names of all 850+ graduates and
congratulatory messages from the President,
Provost, Dean, faculty and staff was created in
Spring 2020 and will debut in time for
commencement.
4College Objective Addressed: 1A - Build Student Access and Success: Develop New Enrollment Strategies
Area-Specific Targets Strategic Activities Assessment Results/Outcomes Next Steps
(from 2019-20 What has been completed so far for What methods and measures What were the results of the What follow-up is needed for the implemented
Strategic workplan) implementation of the planned have you used to assess the assessment(s)? What is the evidence that strategic activities? What are the next steps for
strategic activities and reaching your strategic activities and to the objective was met? Provide relevant these activities? Please also indicate the next steps
objective(s)? Provide specific details determine that the objective data. for activities that were interrupted due to COVID-
for each of your planned strategic was met? 19 related issues.
activities.
Expand the non-credit Meet with ACE staff to canvas any non- ACE and AA will create a list of Met with ACE staff twice in Fall I 2019 to go To continue to renew the MOU’s every academic
to credit offerings in credit to credit opportunities that opportunities along with the over expanding the Clinical Health Worker year and revise when needed.
order to strengthen currently exist than can align with curriculum that will be to Human Services to include Public and
the pipeline from degree programs by Fall I 2019. disseminated to Program Community Health.
Adult and Continuing Directors.
Education and Contacted the Program Directors of both
Academic Affairs. Inform Program Directors of any non- Human Services and Public and Community
credit to credit opportunity that can be Interested Program Directors Health about the MOU opportunity by the
aligned to credits in a degree program will meet with ACE staff to end of Fall I 2019.
by Fall II 2019 negotiate the terms of the non-
credit to credit alignment. Three MOU’s were created by end of Spring
2020 which include 9 credits for both CHW
to Human Services and Public and
Create 1 to 2 new Memorandums of A completed and executed Community Health and 6 credits from
Understanding between ACE and AA by MOU will be agreed upon and Medical Assisting to Healthcare
Spring I 2019. signed and in effect for Fall Management.
2020, and be listed in the ACE
catalog of offerings.
5College Objective Addressed: 2A Strengthen Learning for Students – and for Faculty, Staff and the College - Help students build knowledge, skills and dispositions.
Area-Specific Targets Strategic Activities Assessment Results/Outcomes Next Steps
(from 2019-20 Strategic What has been completed so far for What methods and measures What were the results of the What follow-up is needed for the implemented
workplan) implementation of the planned have you used to assess the assessment(s)? What is the evidence that strategic activities? What are the next steps for
strategic activities and reaching your strategic activities and to the objective was met? Provide relevant these activities? Please also indicate the next steps
objective(s)? Provide specific details determine that the objective data. for activities that were interrupted due to COVID-
for each of your planned strategic was met? 19 related issues.
activities.
To create diverse Pilot Liberal Arts Cluster for Liberal To develop an assessment tool The Pilot Liberal Arts Cluster for Liberal Arts We will attempt to pilot two clusters, one with
learning opportunities Arts Math and Science majors in Fall for students to give feedback Math and Science majors did not run in Fall MAT115 and one with the corequisite course,
that strengthen I 2019. [LMF101/MAT115/ENG101] about the cluster experience. I 2019 due to enrollment issues. MAT117 in Fall I 2020
students’ knowledge However, Learning Communities were
added to the Liberal Arts Math and Science
and faculty knowledge
Degree Map as a set of courses that
of the Liberal Arts
students should take.
major and to develop
skill sets necessary for Recruit interested faculty that want To have at least 12 faculty to Six interested faculty were recruited to See above
career and to teach as part of the Liberal Arts teach and run four clusters in teach as part of the re-attempt to pilot
professional success. Cluster by Fall I 2019. Fall I 2020. Liberal Arts Cluster in Fall I 2020.
Faculty will design cluster Review and incorporate Faculty have designed a cluster experience See above
experience and activities related to assessment results from pilot and activities related to the theme of
the theme of choice by Spring I into cluster experience for Fall I choice and met three times during the
2019. 2020 Spring I 2020 semester.
Develop a core e-Portfolio for the Student artifacts that are A core e-Portfolio for the Liberal Arts AA The core e-portfolio will be piloted in Fall 2020 in
Liberal Arts AA and AS Degrees aligned with the core E- and AS Degrees through a CTL mini grant, three FYS courses.
through a CTL mini grant, that portfolio will be deposited at that incorporates the re-imagining of the
incorporates the re-imagining of the the baseline and endpoints. First Year Experience (LIF/LMF101) and the
First Year Experience (LIF/LMF101) collaboration with the capstone course
and the collaboration with the LIB200 was completed by Spring I 2020.
capstone course LIB200 by Spring I
2019.
6SECTION 1. LaGuardia Community College Strategic Plan Final Report, 2019-20
DIVISION/DEPARTMENT: Academic Affairs/Center for Teaching and Learning
College Objective Addressed: 1b/3b. Strengthen FYS and Advisement 2.0, supporting faculty and advisors with professional development and digital systems to build student success AND Expand co-
curricular programming and internal experiential education opportunities (e.g., undergraduate research; peer programs; project-based learning) to build learning and community
Area-Specific Targets (from 2019-20 Strategic Activities Assessment Results/Outcomes Next Steps
Strategic workplan) What has been completed so far for What methods and measures have you used to What were the results of the assessment(s)? What follow-up is needed
implementation of planned activities and reaching assess the strategic activities and to determine What is the evidence that the objective was for each? What next steps?
objective(s)? Provide specific details for each that the objective was met? met? Provide relevant data. Please indicate next steps
activity. for activities interrupted
due to COVID-19.
CTL PD activities are designed to Coordinated the FYS Re-boot for 22 faculty Maintain 10 percentage points increase in one- Fall 2018 FYS students retained at 11.6% Title V and Perkins
support college-wide student success participating in the 2nd half of the Wave II Re-boot semester retention for students enrolled in FYS higher rate than those not enrolled (IR data). resources will help sustain
initiatives. Through seminars, mini- (58 courses in Fall 19) and 19 faculty in Wave III compared to students in the same major not Wave II and Wave III completed 13 inquiry support for FYS next year.
grants and workshops, CTL provides (37 courses in Fall 19). enrolled. Inquiry Projects and Post-seminar projects each, with some projects done
structured time and space for faculty surveys inform regular updates to faculty and collaboratively. 20 Wave II & III faculty
and staff to deepen their understanding the design of faculty resources. completed post-seminar survey, rating
of and practices in the First Year relevance to teaching FYS 4.53/5, impact on
Experience and Advisement 2.0. strengthening alignment with Advisement 2.0
a 4.11/5, and usefulness in strengthening
Measurable Outcomes: overall work with LaGuardia students a 4.55/5.
• Participant Surveys indicating
application of learning CTL recruits/trains 100+ students to serve in CTL Student surveys in FYS Studio Hours evaluate Fall 2019 FYS student surveys (n=2,126)
• Implementation of FYS inquiry peer mentoring programs each year in order to Student Success Mentors, as well as impact of indicate “This class helped me feel more
projects foster students' understanding of degree, career, FYS on learning; Supervisor surveys evaluate confident as a student” (4.05/5) and “I feel
• Student Surveys re: Engagement and transfer. CTL trained and supported 54 Peer Advisors). Mobile Advisement App. confident I will succeed in college” (4.22/5).
• Downloads of mobile Advising App Student Success Mentors to facilitate more than downloads. 98% of SSMs rated “excellent” or “effective”
• Increased retention for students 300 FYS and Capstone Studio Hours. by faculty partners (n=57). 100% of PAs rated
enrolled in FYS “exceeding” or “meeting expectations” by
• Advisement Appointments and SSP supervisors (n=17). 9,111 Installs of the App
completion for Students in Tier 2b (8/1/19-6/8/20), a 725% increase over 2019
• Student reflection around Co- (1,256 installs). Recorded 12 app reviews
curricular learning (3/29/19-6/8/20)—average rating of 4.35/5.
Support Adv. 2.0 PD for faculty, staff, and Peer Increase completion of the Student Success Wave III launched with ELA, ENG, HUM, LASSH, Adv. 2.0 tiering was put on
Advisors. The Peer Advisory Academy recruited Plan for students in Wave 2b over previous HUM, and SS, with a total of 934 students hold in all but the Health
and trained 82 LaGuardia students to support years (59% in Fall 2018). assigned to Peers. 410 (44%) of all Tier 2 Sciences Dept. in Spring
Tier 2b or in relevant Student Affairs offices. students had completed SSPs by end of Fall 2020. We are discussing
2019. The decline is partially attributable to the Fall 2020 model with
lower performance in Wave III departments, the Advisement Leadership
although performance in MEC (Wave II) was team.
7noticeably down (22% compared to
41%). With 7,063 active students in the tiered
structure in Fall 2019, prelim data show a 67%
advisement rate. The prelim Fall to Spring
2020 retention was 64%.
12 faculty and staff participated in the Post-seminar surveys evaluate the impact of 5 participants completed post-seminar surveys MI will be offered in Winter
Motivational Interviewing seminar in Fall II to seminar on faculty practice and inform and indicated the seminars’ 2021 (2020 Spring II).
support developmental advising conversations. subsequent seminar planning. “usefulness/relevance” to their teaching a
4.0/4.0 and developed or revised an
assignment in the seminar.
Support co-curricular learning activities to help Use of eP Co-curricular Learning template and The College issued/is scheduled to issue 58 Digital Badging is under
connect classroom learning with outside number of Digital Badges issued. digital badges (35 by CCPD, 23 by CTL) from review for next year, as we
experiences, including professional learning and May 2019 through May 2020. have not developed a
Digital Badging. 4 faculty implemented co- micro-credentialing culture
curricular digital badging activities. at the campus.
Coordinate FrontLine staff PD opportunities for 50 Post-workshop surveys shape future planning. The survey is not available
staff. More than 75 staff attended December during work-from-home.
2019 STAR awards; 27 participated in workshops.
College Objective Addressed: 2a/2c/2d. Help students’ build the knowledge, skills, and dispositions needed for 21st century success in education and careers, including deepening our shared work on
our Core Competencies AND Advance courses that build students’ written, oral and digital communication abilities AND Support innovation, assessment and cross-divisional faculty and staff
development to build professional learning and advance student learning and success
Area-Specific Targets Strategic Activities Assessment Results/Outcomes Next Steps
CTL’s Learning Matters Mini-grants, year- Offer seminars, PPR, and focused mini-grants, Number of Assignments developed/submitted 12 assignments were revised and Many faculty did not implement
long seminars and mini-seminars, and showcases around assignments/activities linked to Assignment Library. Post-seminar surveys submitted to the Assignment Library. the assignment in spring as
Focus Seminars address the College’s to Core Competencies & Abilities. Offer WID, and mini-grant reports indicate value of (post-seminar survey data and course hoped because of the transition
Core Competencies and Communication Capstone, and ePortfolio seminars. Coordinate experience and faculty implementation of outcomes will be available this summer.) to distance learning. With
Abilities. These activities help support implementation of ePortfolio, PPR, and assignments. support from CTL and SPS to re-
the development of assignments that Assignment Design mini-grants. 24 faculty joined design courses for online learning
address the College’s General Education Global or Integrative Learning Focus Seminar. over the summer, more
Core Competencies and Communication 43 faculty in Capstone or Liberal Arts: Clusters participants anticipate
Abilities, thus supporting long-term and Pairs seminar specifically focused on implementing the assignments.
educational and career success for our Integrative Learning. 30 faculty in Language
students. across the Curriculum and Enriching Latin
American Studies seminars developed Global
Measurable Outcomes: Learning related assignments and activities. 19
• Participant Surveys and mini-grant faculty and fellows participated in Writing in
reports indicating learning and the Disciplines seminar activities to build
implementation students’ Written Comm. Ability.
8• Submissions to LM Assignment Library
• Assessment Deposits Support the Outcomes assessment process by Increase assessment deposits. Last year’s deposits increased 8.7%, from We did not require Spring 2020
• Benchmark Reading Scores coordinating annual Benchmark Readings, 31,287 (Fall 2017) to 34,001 (Fall 2018). deposits unless the faculty
including artifact depositing and reporting. 157 This year increased 0.8% to 34,274 (Fall member requested. We will
faculty and staff participated in Fall II 2019), or 9.5% over the past two years. support fall deposits with online
Benchmark Readings; another 37 provided third workshops.
scores where needed. Increase Benchmark Reading scores for 3,708 artifacts scored (313 in Fall I; 3,395
students in 45+ credit bucket in Fall 2) generating 10,000+ scores. Valid
Score sets: 2,619. Scores for students at
45+ credits increased in all Competencies
& Abilities over 2019: IPS: 5.47; G: 4.36; I:
4.59 and W: 5.77; O: 5.91; D: 4.66.
Working with the Assessment Leadership Team, Reduce artifacts scored "not applicable" to the 39.3% (132/336 artifacts) scored 88 in
provide workshops to support improved indicated rubrics. Oral Comm, compared to 40.7% (329/
understanding of Oral Comm. Address 809) last year. In all 6 Comps./Abilities
technology needs (accessing files, etc.). combined, 19.9% (738/3,708) scored 88,
Following up on Spring 2019 ALT discussion, versus 20.8% (1,113/5,343) last year.
Assessment Depositing Guide updated and Reduce artifacts that are considered “not
distributed to Program Directors. accessible” because of technical issues with 19.4% (65/336) scored a 55 in Oral
depositing. Communication, compared to 23.9%
Deepen the College’s capacity around data (193/809) last year. In all 6 Comps/
analysis and reporting by working with IR, and Abilities combined, 10.1% (373/3,708)
the ePortfolio and Assessment Leadership scored 55, vs 11.7% (627/5,343) last year.
Teams. Provide Deposit Reports to Program
Directors and Department Chairpersons. CTL provided Deposit Reports on 205 We did not require Spring 2020
courses in Fall 2019. Provided BR Score deposits and have limited spring
Reports to 13 programs/groups in deposits to courses that do not
Learning Matters Mini-Grants, 7 typically run in the fall semester.
programs in PPR Active Year, and 5
programs in PPR Prep Year.
9College Objective Addressed: 2b/3b. Develop and refine digital learning environments and online offerings that build student engagement, learning and success AND Expand co-curricular programming
and internal experiential education opportunities (e.g., undergraduate research; peer programs; project-based learning) to build learning and community
Area-Specific Targets Strategic Activities Assessment Results/Outcomes Next Steps
The ePortfolio Team in the CTL supports 25 faculty participated in ePortfolio or Capstone 80% students in academic programs using Post-seminar surveys indicate “usefulness/ Working with Digication, we
implementation of a comprehensive seminars. 12 faculty participated in ePortfolio ePortfolio will update the degree planning relevance” to their teaching: survey data/ learned we could not determine
ePortfolio program through seminars and Leadership Team. 44 faculty representing 11 modules complete portfolio-based assignments course outcomes available in summer. “updates” automatically and will
mini-grants that foster curricular programs built assignment sequences, co- from FYS through Capstone Courses. 10,775 ePortfolios created by students instead sample a random
cohesion and supports integrative, social curricular learning activities, and advisement over the past year (from June 1, 2019 thru collection of ePortfolios. This
learning. The CTL must also review its supports in core eP minigrant framework. 213 June 12, 2020). was scheduled to take place in
capacity to support hybrid/online students and faculty attended 2 ePortfolio the spring with an ePortfolio
learning, including COIL and Flipped events in Fall 2019. Leadership Team committee but
Learning activities. will be moved to 2020-21.
Coordinate recruitment and training of students Student Surveys in FYS and Capstone Studio Fall 2019 FYS student surveys (n=2,126)
Measurable Outcomes: in technology mentor programs that support Hours indicate value of ePortfolio learning. indicated “Building my ePortfolio helped
• Participant Surveys faculty and student technology needs. CTL Increase course completion rates by 5 points for me to think more deeply about the
• Student Survey re: ePortofolio trained 42 Student Tech Mentors/IDAs and 4 PT students in target courses. content of this course” (3.31/4). Fall 2019
• Course and Retention Data eP Consultants. In Fall 2019, CTL arranged 120 Capstone student indicated a similar
• Assessment Deposits ePortfolio classroom workshops, and training response (3.15/4) to the same question
Faculty surveys re: the digital learning sessions for each peer mentor program. Overall, (n=162).
environment. 288 faculty and staff participated in ePortfolio-
focused workshops, including 13 faculty
participating in drop-in workshops addressing
the eP interface.
Provide 50 workshops and open labs each Reduce artifacts considered “not accessible” For all 6 Comps/ Abilities combined, 10.1%
semester to support assessment deposit because of technical issues with depositing. (373/3,708) scored 55, vs 11.7%
practices. CTL offered 38 depositing workshops; (627/5,343) last year.
in Fall 19; 296 individual students received help
with depositing in the ePortfolio lab.
Survey faculty re: their implementation of # of faculty completing survey. Results help CTL’s 2019 faculty Needs Assessment Analyze Spring 2020 IR faculty
learning technologies. CTL Needs Assessment shape tech support of CTL peer mentoring indicate 55% (105/191) respondents took and student surveys re:
survey in Fall 2019 and 2 IR surveys to assess programs & CTL seminar/workshop offerings. ePortfolio seminars, 28% online/hybrid, preparing for distance learning
impact of COVID-19/transition to distance ed. and 24% other instructional technologies. and impact of distance learning.
10College Objective Addressed: 4b/4c. Develop strategies that use our diversity - including language diversity - as a resource for learning AND Develop an intersectional approach (ways in which race,
gender, sexuality, ability, language, etc. overlap and intersect) in order to strengthen understanding and connections across all campus groups
Area-Specific Targets Strategic Activities Assessment Results/Outcomes Next Steps
Coordinate and support faculty & staff Offer 3 CTL seminars for 50 faculty that address Post-seminar surveys demonstrate impact of Survey data and course outcomes will be 21 faculty who attended the
professional development activities that Inclusive Pedagogies: Language Across the seminar on curriculum/pedagogy and informs available this summer. first meeting in Women,
address the diverse needs of our new Curriculum, Ableism & Access, and Women, resources. Increase course completion rates by Gender & Sexuality seminar in
majority students and faculty. This Gender & Sexuality. 16 faculty in Ableism & 5 percentage points for students in target March will reconvene in the fall
includes efforts to ensure diversity across Access and 18 faculty in Language across the courses. to participate in the full
CTL-related leadership roles. Curriculum designed activities to address our seminar.
diverse student backgrounds. Design and implement a survey of CTL Seminar 65 faculty completing the 2019 CTL Needs
Measurable Outcomes: co-leaders re: their experiences in the seminar Assessment identified they had previously
• Participant Surveys leadership role. led a seminar. Top reported impacts were
• Representation of CTL faculty leaders 1: “Enhanced relationships with
• Survey of Seminar Co-leaders colleagues,” 2: Broadened capacity to
• Submissions to LM Assignment Library collaborate,” and 3: “Advanced knowledge
• Course and Retention Data of LaGuardia offices and services.”
College Objective Addressed: 5c/5d. Strengthen career readiness programming, helping students understand, prepare for and find success in meaningful and rewarding careers AND Work with
employers and community organizations to expand external experiential learning (internships, apprenticeships & service learning), engaging ACE and credit students
Area-Specific Targets Strategic Activities Assessment Results/Outcomes Next Steps
Continue to refine and implement the Support success of 150 Student Success Mentors, Demonstrate retention and graduation rates 100% (45/45) of Fall 2019 PAs re-enrolled or Funding for CTL peer mentor
Tech 2.0 program, funded by Petrie Student Technology Mentors, and Peer Advisors above 90% for students who complete at least graduated; 41 re-employed for Spring 2020 roles for 2020-21 has not
Foundation. This opportunity helps shape through professional development experiences, one semester of employment in a CTL peer and 4 left the PAA but remain enrolled. been determined at this
internship preparation for students in a incl. networks, fairs and clubs. CTL recruited and mentor position. 100% of Fall 2019 SSMs who were current time.
range of tech programs while fostering trained 182 peer mentors across the 4 LaGuardia students during employment re-
relationships with technology employees. programs: SSMs, STMs/IDAs, ePortfolio enrolled or graduated in Spring 2020. 95%
This program provides a model for future Consultants, and Peer Advisors. (21/22) of STMs in Fall 2019 were retained
industry-based internship opportunities. or graduated.
Measurable Outcomes: Continue the design and implementation of Tech Pre-/post-assessment of student learning, 37 participants completed post-workshop Petrie funding through
• Student Surveys 2.0. 65 students participated in the Petrie- program participation survey of their surveys, indicating the program familiarized December 2020 but difficulty
• Student Retention funded Tech Scholars program in Fall 2019, experience to inform future design, and them with the Tech field industry (4.37/5) with internships because of
• Internship Applications Winter or Spring 2020. evaluation of ePortfolio reflections. Number of and prepared them to be a competitive COVID-19. Meeting with
applications for internships and/or LaGuardia candidate for internship applications funder scheduled for week of
tech-related mentoring roles. (4.32/5). June 22.
11SECTION 1. LaGuardia Community College Strategic Plan Final Report, 2019-20
DIVISION/DEPARTMENT: Division of Adult and Continuing Education
FY 20 College Objective Addressed:
1. Build Student Access and Success
1.e. Develop new revenue streams to support student success and advance the College mission
Area-Specific Targets (from Strategic Activities Assessment Results/Outcomes Next Steps
2019-20 Strategic What has been completed so far for What methods and measures What were the results of the What follow-up is needed for the implemented
workplan) implementation of the planned have you used to assess the assessment(s)? What is the evidence that strategic activities? What are the next steps for
strategic activities and reaching your strategic activities and to the objective was met? Provide relevant these activities? Please also indicate the next steps
objective(s)? Provide specific details determine that the objective data. for activities that were interrupted due to COVID-
for each of your planned strategic was met? 19 related issues.
activities.
1. Total dollar amount of Grants Office staff met with Assessment measures included: FY ‘20 3-year weighted rolling average for 1. Work with leadership in Academic Affairs, ACE,
research grants (3-year leadership, faculty and staff • Funding opportunities research grants is $490,025 and Student Affairs to identify college-wide
weighted rolling average) throughout the college to identify shared; funding needs:
will be maintained at college-wide funding needs as well FY ‘20 number of research grants is 12.
• Meetings with faculty/staff
$600,484 or higher. as areas of faculty/staff research The Grants Office continues to share funding
to discuss specific
expertise interests. Used this FY ‘20 3-year weighted rolling average for opportunities with faculty and staff campus wide
proposals;
2. Number of funded information to identify 18 unique grants and contracts is $16,697,370. and is busy meeting (virtually) with all individuals
research grants will be targeted funding opportunities with • Proposals submitted; interested in submitting proposals. Thus far our
maintained at 12 or more. the campus community. The dollar amount of research awards was remote work environment has not impacted our
• Proposals awarded;
below the FY ‘20 target (even though the ability to share funding opportunities or to meet
3. Grants and contracts 3- During September 2019 and March • Workshops completed; number of research awards exceeded the with and support staff that are submitting
year weighted rolling 2020, the Grants Office conducted 6 target), because each individual research proposals. COVID-19 impact. The coronavirus
• Workshop attendance;
average will be maintained in person workshops, covering award is smaller than past research pandemic has led to a number of substantial grant
at the high rate of $16 topics on finding grant • Workshop evaluation forms awards. In FY ‘21, a new Research and proposal submissions in response to the
million or better. opportunities, developing budgets, completed by attendees to Sponsored Programs Committee will emergency funding that governments and private
and developing project narratives. A measure participant determine whether to adjust the targets entities have made available since March 2020.
final workshop on finding funding satisfaction. and/or activities based on the College’s
opportunities was scheduled to take current priorities. 2. Conduct 7 Pre-award workshops: Moving
place in April 2020, but was ______ forward, based on the feedback received from
cancelled due to COVID-19. In place workshop attendees, the Grants Office intends to
of the cancelled workshop, the According to the Research Foundation of revamp its budget workshops so they are more
Grants Office sent a campus-wide CUNY’s annual Award Statistics report, interactive, allowing participants to practice
informational email to faculty and LaGuardia Community College ranks first building sample budgets during the training. We
12staff, including tips and resources among CUNY Community Colleges 5th will also share more case studies/samples of
about finding external grant among all CUNY schools (including four- successful and unsuccessful grants with attendees,
opportunities through Pivot, a year colleges) in sponsored projects providing them with a wide range of examples of
searchable grant database. For the 6 awarded for FY ‘20. how to develop proposals. COVID-19 impact: For
in-person workshops conducted, an ______ FY21 we are preparing for the possibility of
average of 12 attendees In FY20 the Grants Office: offering workshops online in the event that we are
participated in each workshop. • Sent 18 unique funding opportunities still working remotely come Fall, 2020.
to faculty and staff campus wide;
The cohort-based seminar began in • Held meetings with 74 participants 3. Pilot a new cohort-based seminar tailored to the
January 2020. Four staff within the from faculty and staff to discuss needs of specific P.I.’s-programs: In FY20, four
Division of Adult and Continuing and/or prepare grant proposals; LaGuardia staff members successfully completed
Education were selected to • Submitted 122 proposals (70 internal our pilot cohort-based Seminar, resulting in two
participate. An orientation session CUNY and 52 to external sponsors); proposals submitted to the State of New York. One
and three bi-weekly sessions were and of the proposals has advanced to the final round of
led by the Grants Office between • 66 proposals were awarded (26 reviews. We anticipate a decision on that proposal
January 2020 and March 2020. The internal CUNY and 40 from external within 1-2 months. We look forward to hosting
bi-weekly sessions prepared the sponsors) another Seminar in FY ‘21. COVID-19 Impact: We
participants to develop grant anticipate recruitment to take place in the fall,
proposals for a future submission. Workshop Results 2020 and launching the Seminar in January 2021.
1. 09/11/2019: How to find grant funding Our current remote work environment will not
using PIVOT impact recruitment. If we are still working
• Participants: 11 remotely in January, we can host Seminar
• 100% of participants strongly agreed meetings online.
or agreed that the workshop was
informative and the content was
helpful
2. 10/09/2019: Developing and
submitting your grant proposal at
LaGuardia
• Participants: 18
• 93% of participants strongly agreed
or agreed that the workshop was
informative and the content was
helpful.
3. 11/06/2019: Developing and
submitting PSC CUNY Research Awards
proposals
13• Participants: 4
• 100% of participants strongly agreed
or agreed that the workshop was
informative and the content was
helpful
4. 01/22/2020: How to Find Grant
Funding Using PIVOT
• Participants: 16
• 100% of participants strongly agreed or
agreed that the workshop was
informative and the content was
helpful
5. 02/05/2020: Developing budgets for
grant proposals at LaGuardia
• Participants: 22
• 95% of participants strongly agreed or
agreed that the workshop was
informative and the content was
helpful
6. 03/11/2020: Developing Project
Narratives for Grant Proposals at
LaGuardia
• Participants: 5
• 100% of participants strongly agreed or
agreed that the workshop was
informative and the content was
helpful
7. 04/15/2020: How to find grant funding
using PIVOT
• Participants: Cancelled
• Due to COVID-19 we were unable to
host this workshop. We shared a
campus-wide email with helpful
information.
14Average workshop attendance in FY20: 12
participants
______
An orientation session and three bi-weekly
sessions were led by the Grants Office
between January 2020 and March 2020.
Two of the participants, Matthew Smith
and Scott Chiang, collaborated to submit a
proposal to NY State Office of Workforce
Development to support the
EMT/Paramedic Program. Their proposal
was selected to the final round of reviews
by the State and has a strong chance of
being funded. The other two participants,
Cara Shousterman and Yaazieli Felicie,
submitted a proposal to NYS OWD to
support Technology Training Initiatives. The
Seminar was well received by participants,
who felt that it greatly improved their
knowledge of the grant submission process.
15FY 20 College Objective Addressed:
4. Build Inclusive Community to Achieve the College Mission
4.d. Deepen our relationships with community groups, building enrollment, community-based student support, and opportunities for civic engagement.
Area-Specific Targets (from Strategic Activities Assessment Results/Outcomes Next Steps
2019-20 Strategic workplan) What has been completed so far What methods and measures What were the results of the What follow-up is needed for the implemented
for implementation of the have you used to assess the assessment(s)? What is the evidence that strategic activities? What are the next steps for
planned strategic activities and strategic activities and to the objective was met? Provide relevant these activities? Please also indicate the next
reaching your objective(s)? determine that the objective data. steps for activities that were interrupted due to
Provide specific details for each of was met? COVID-19 related issues.
your planned strategic activities.
Build community awareness The Community Partner Network Created a contact list of 330 Community organizations identified Improve the retention and consistency of
of the full spectrum of was established and three of four Literacy Zone Partners which for outreach. community partner participation in the Lit
LAGCC programs and student quarterly partner meetings were include, CBO’s, not-for profits, Zone/Community Partner Network.
support services; deepen and held at LaGuardia. Unfortunately Libraries, Government Spreadsheet of 110+ community partners
broaden relationships with the Spring 2020 meeting was agencies, Department of was created. Improve the system for tracking referrals and
community groups and canceled due to COVID-19. Education, Colleges, etc. sharing information back to partners
organizations in a Three quarterly Literacy Zone/Community
coordinated way to Focus groups were conducted at Community partner Partner Network meetings were We still need a way to better track multi-
create/increase student these meetings and opportunities representatives completed completed. directional referrals and share information with
referrals/enrollments with were identified for collaborative post meeting surveys that our partners on their participants outcomes.
community organization engagement. This is evident in were used to obtain feedback 45 community partner organizations have This feedback loop (internal and external) is also
constituents. Establish a our current Community Health on their experience and participated in the quarterly Community something that we’re hoping the student
formal Community Partner Worker projects where we are inform future quarterly Partner Network meetings. information system can be used for.
Network of at least 20 working with CommonPoint Community Partner Network
community organizations, Queens and NYCHA. We meetings. 28 students that successfully enrolled in Otherwise, Hannah has reached out to IT with a
with at least 20 student partnered on a grant application programs in the Workforce Development relevant request, but I do not believe IT was able
referrals from partner with CommonPoint Queens and Department in FY ‘20 were referred from to accommodate to this point.
organizations in FY20. were awarded funding to run the partner organizations. Submit additional successful joint funding
project by the Kresge Foundation. Sign-in sheets were used to proposals with community partners or sub-
This aligns with #4d of document attendees and the 2 new funded grant opportunities from contracting proposals to community partners.
LaGuardia’s Strategic Plan to During these meetings we were organizations they each community partner relationships; 2 joint
deepen our relationship with also able to hold discussions represent. grant proposals submitted with Our Quarterly Community Partner meetings will
community groups, building about the barriers to successful community partners; 2 ongoing need to be conducted virtually given COVID.
enrollment, community referrals to training and solutions discussions about potential sub-
based student support and to improve the referral pipeline. contracting opportunities with community LaGuardia’s Literacy Zone team, workforce
After receiving this feedback, we development, and the CTEA Center work in
16opportunities for civic invited partners to bring students partners (where partner would contract coordination to continue our quarterly
engagement. to tours of LAGCC and also set up with LAGCC to provide training) Community Partner Network team meetings and
tabling and networking in bring more structure to the multi directional
connection with the meetings so The increased contact and communication referral processes. We’re hopeful the new
that partners could meet program with community partners has led to new student information system may be able to play
contacts from each area and build contract opportunities and new joint grant a role with this in the coming year.
relationships for warm hand-offs. proposals. We were awarded a grant
together with Commonpoint Queens from
We also added partners to an Kresge Foundation; also Cypress Hills Local
email list to receive fliers on new Development Corporation contracted with
workforce programs. Academic us for green construction training. In
Affairs presented at the Fall Lit addition, we are discussing a possible
Zone/CPN meeting about contract with Commonpoint Queens on
transition to college and ACE pre- EKG/Phlebotomy and have submitted
college and workforce programs several joint grant proposals with
presented at the other meetings; community partners that we are waiting
the Career Coach tool on the to hear back on.
website was also reviewed.
Organizations were surveyed
about their experiences in the
quarterly meetings and what
would make these most valuable
to them.
17FY 20 College Objective Addressed:
5. Advance Career and Workforce Development
5.a. Make greater use of ACE labor market & employer data in programming
Area-Specific Targets (from Strategic Activities Assessment Results/Outcomes Next Steps
2019-20 Strategic workplan) What has been completed so far What methods and measures What were the results of the What follow-up is needed for the implemented
for implementation of the have you used to assess the assessment(s)? What is the evidence that strategic activities? What are the next steps for
planned strategic activities and strategic activities and to the objective was met? Provide relevant these activities? Please also indicate the next steps
reaching your objective(s)? determine that the objective data. for activities that were interrupted due to COVID-
Provide specific details for each of was met? 19 related issues.
your planned strategic activities.
• Conduct review of Several LMI projects were Coordinated results with SWOT Template created. Real-time labor market data tools from EMSI and
current ACE completed in Tech, Cyber, Life Academic programs and Burning Glass need to be renewed.
programming and Sciences, Construction, and Workforce/CAPP for BCCMA program survey completed.
curricula around STEM; Healthcare fields to inform implementation. STEM curriculum to review and collaboration with
align it with current Labor program development and Survey Results: Career and Technical Education programs
Market Information (LMI) review. Surveys were conducted with
and related employment our Bilingual Certified Clinical • 111 surveys sent via email. 78 text Similar surveys should be done for programs other
skill sets to ensure that A template for the SWOT has Medical Assistant alumni after messages sent. than BCCMA.
students are prepared for been developed. This template they found training related • Received a total of 26 survey
employment upon includes room for an analysis of employment with the goal of responses. Collaboration with Career and Technical Education
completion of training how curriculum aligns with both learning how well they felt programs
technical (hard) and “soft” skills the training prepared them Out of the 26 responses:
• Identify being demanded by employers for the job. • 60% felt the training prepared them Real-time labor market data tools from EMSI and
gaps/opportunities in and which credentials are most in very well. Burning Glass need to be renewed.
current ACE STEM demand, projected growth, job A large-scale alumni • 28% felt the training prepared them
programming from LMI, titles and wages. engagement project (Perkins well.
employer roundtables, FY19-20)’ to learn how many • 12% said the training prepared them
and student focus groups of our students obtained adequately.
training related employment
• Identify opportunities for Several STEM employers were after completing our CTE
future STEM engaged with the purpose of programs.
programming that is outlining future job growth
aligned with projected outlook, skill sets being Coordinated results with
job growth, student demanded in STEM fields and academic programs and
interest and employer identifying gaps and opportunities workforce/CAPP for
needs in noncredit ACE STEM programs. implementation.
18• Develop set of best A focus group was conducted
practices for regular LMI with logistics employers in the
program review of ACE Spring of 2020 to inform future
programs in all labor programming in the
sectors transportation and logistics
sector.
The outcome of this
project will include A call was held with the
completed program and Construction Skills Industry
curricula reviews of Advisory Board to discuss labor
existing STEM market needs and industry
programming in ACE, as trends.
well as a gaps and
opportunities matrix
based on employer needs
and student interest in
STEM programming, and
a best practices report
for LMI program review
19SECTION 1. LaGuardia Community College Strategic Plan Final Report, 2019-20
DIVISION/DEPARTMENT: Administration/Business Office
College Objective Addressed: Build Student Access and Success
Area-Specific Targets Strategic Activities Assessment Outcomes Next Steps
What has been completed so far for What mechanisms have you What were the outcomes of What follow-up is needed for the implemented
implementation of the planned strategic used to assess the strategic the assessment(s)? What is strategic activities? What are the next steps for
activities and reaching your activities and to determine that the evidence that the these activities? Please also indicate the next steps
objective(s)? Provide specific details for the objective was met? objective was met? Provide for activities that were interrupted due to COVID-19
each of your planned strategic activities. relevant data. related issues.
The Business Office will 100% of the required activities for Go- Key performance indicators Since July 2019, 100% of Business Office staff will continue to familiarize
integrate the accounting Live were completed. were developed to monitor activities took place in themselves with CUNYfirst reporting capabilities to
and procurement processes activities in the Procure to Pay CUNYfirst in the Procure to ensure daily activity is reflected accurately.
of Non-tax levy entities into End user training was conducted. module and the Cash Pay module and Cash
CUNYfirst. Thus, creating Management module. Management modules.
efficiency and reducing
manual entries and
administrative
redundancies.
20College Objective Addressed: Build Inclusive Community to Achieve the College Mission
Area-Specific Targets Strategic Activities Assessment Outcomes Next Steps
What has been completed so far What mechanisms have you used What were the outcomes of the What follow-up is needed for the implemented
for implementation of the planned to assess the strategic activities assessment(s)? What is the strategic activities? What are the next steps for these
strategic activities and reaching and to determine that the evidence that the objective was activities? Please also indicate the next steps for
your objective(s)? Provide specific objective was met? met? Provide relevant data. activities that were interrupted due to COVID-19
details for each of your planned related issues.
strategic activities.
Incorporate measures to Continued communication with Used information from referrals Monitor trend in the utilization Continue training end users
increase Minority and other CUNY campuses to include more MWBE/SDVOB’s by review of MWBE and SDVOB
Women owned Business MWBE/SDVOB vendor referrals. in solicitations reports are issued Quarterly by Update vendor list
Enterprises (MWBE) and the University.
Service-Disabled Veteran Increased list of Certified Expanded internal database on Coordinate with CUNY Director of Supplier Diversity
Owned Businesses (SDVOB) MWBE/SDVOB’s MWBE/SDVOB vendors More end-users inquired about on high dollar contracts to determine when only
participation in procurement MWBE vendors for their orders. MWBE / SDVOB vendors are solicited
and service contracts During procurement workshops Approx. 50 end-users were
that were held for the college trained and educated on the
community, provided education MWBE vendor mandate.
sessions on the importance of
MWBE/SDVOB participation to
end-users.
21SECTION 1. LaGuardia Community College Strategic Plan Final Report, 2019-20
DIVISION/DEPARTMENT: Administration/Facilities
College Objective Addressed: 3. Enrich the Student Experience c. Create flexible, state-of-the-art facilities adapt to change and improve the student experience
Area-Specific Targets Strategic Activities Assessment Outcomes Next Steps
What has been completed so far What mechanisms What were the outcomes What follow-up is needed for the implemented strategic activities? What
for implementation of the have you used to of the assessment(s)? are the next steps for these activities? Please also indicate the next steps
planned strategic activities and assess the strategic What is the evidence that for activities that were interrupted due to COVID-19 related issues.
reaching your objective(s)? activities and to the objective was met?
Provide specific details for each of determine that the Provide relevant data.
your planned strategic activities. objective was met?
3c. Renovation of Library’s On hold due to funding. N/A N/A Funding needs to be restored by CUNY. Next activities: finalize schematic
first floor design, currently 80% complete.
3c. Replace existing Schematic design underway. Submittal of Receipt of preliminary The college to evaluate the preliminary schematic design and finalize with
Shenker Hall Science Labs Currently 85% complete schematic plans by schematic design the architect.
the architect. drawings.
3c. Upgrade C Building Preliminary schematic drawing in Completion of 35 % completion of Project currently on hold due to funding. Next steps: finalize schematic
physical infrastructure progress. schematic drawings. preliminary schematic drawings.
including adding five new drawings.
elevators, new electrical
and plumbing service and
new emergency generator.
3c. Replace Shenker Hall Construction 50% complete, on- Inspection of physical 50% of the installation has
Boilers with building hold due to funding. work completed to been verified based on Funds needs to be restored. Next steps: to complete installation and
automation controls to date. field inspection. testing.
provide energy efficient
reliable heating and hot
water system to the
building.
223c. Replace and modernize Currently in design. Schematic design in Currently in progress. Finalize schematic design. Next steps: CUNY, College and consultant need
Shenker Hall fire alarm progress. CUNY, College and to finalize design.
system that would improve consultant evaluating
fire safety in the building. schematic design options.
3c. Renovate a minimum 6 Complete, E234, E266, E260, Inspect completed Classes inspected and met Projects were completed.
classrooms annually, E264, E262, E261. projects. design criteria.
upgrading walls, floors,
ceiling and lighting
23SECTION 1. LaGuardia Community College Strategic Plan Final Report, 2019-20
DIVISION/DEPARTMENT: Institutional Advancement / Development
College Objective to be Addressed: (1) Build Student Access and Success (e.) Develop new revenue streams to support student success and advance
the College mission.
Area-Specific Targets Strategic Activities Assessment Results/Outcomes Next Steps
(from 2019-20 Strategic workplan)
Expand relationships required to fund the Cultivate relationships with existing Throughout the year, the Department Attendance Fundraising goals and A review of the
LaGuardia Community College and prospective Board members. planned and executed a diverse array of and/or dollars attendance for the college calendar of
Foundation programs through cultivation cultivation events through which we fundraised were fundraiser events were met activities and
of existing and prospective board deepened our relationships with existing used to assess ($40K was raised for sports discussions with
members and major donors. Board members and developed new success. fundraiser and $55K was board members to
relationships with prospective Board raised for the symposium gauge their
members. fundraiser) and the proceeds interests in
will be used to provide supporting
A sports fundraiser and a symposium scholarships to activities are next
fundraiser sponsored by board members approximately 65 students. steps
were organized to support scholarships for The cultivation event
LaGuardia students. A cultivation event co- attracted local businesses to
sponsored by a LaGuardia board member, a support internships for
CEO of a Long Island City (LIC) technology LaGuardia students.
and manufacturing company and the LIC Because of COVID-19, the art
Business Improvement District was exhibit that was originally
organized to cultivate local businesses to planned as a physical
support internships for LaGuardia students. exhibition, was reorganized
A virtual art exhibit with Bard College as a virtual event. Despite
featuring the work of LaGuardia students in the change in format, there
the Humanities was sponsored by a board were over hundred
member. participants, including Board
Collaboration: President’s Office, Marketing members and their guests.
& Communications, Administration,
Performing Arts Theater.
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