Riverland Community College

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Strategic Plan 2025 - 2030

2025 - 2030 Themes

Equity is woven throughout

Theme: Foster a mission-driven workplace culture across the institution that reflects the Heart of Riverland and promotes diversity, effectiveness, collaboration, and engagement. 

WIG: Increase new unlimited full-time employee rolling 3-year retention rate from 73.76% to 76.0% by end of FY28.

BATTLE WIGS:

  • Develop and embed Heart Actions into Riverland’s culture and practices by FY30. 

  • Implement a professional development program promoting poverty-, trauma-, and culturally informed practices by FY26. 

  • Improve workplace transparency, increasing PACE (Q.10 & Q.16) scores from 3.058 and 3.234 to 3.500 by FY27. 

  • Expand faculty and staff social opportunities from 13 to 16 by FY27. 

  • Increase diverse applicants, interviews, and employee hires by 5% per year (6.28% to 8.0% by end of FY30) to better align to student body demographics. 

KPIs:

  • Increase PACE Institutional Structure score from 3.3 to 3.5 by FY27. 

  • Increase PACE Student Focus score from 4.0 to 4.2 by FY27. 

  • Increase PACE Supervisory Relationships score from 3.8 to 4.0 by FY27. 

  • Increase PACE Teamwork score from 3.7 to 3.9 by FY27. 

  • Boost employee participation in ACD from 74% to 85% by FY27. 

  • Raise PACE survey participation from 52% to 60% by FY26. 

  • Increase unique employee participation in committees/search teams from 114 to 167 per year by FY27. 

THEME: Increase student success (retention, completion, transfer) of ALL Riverland students through best practices in and out of the classroom. 

WIG: Improve overall student retention from 52% to 65% by end of FY27. 

BATTLE WIGS:

  • By 2030, 100% of academic programs will have a curriculum map that shows course sequences, general education requirements and program courses that are co-created with advisory board members. 

  • Increase non-credit credential completions from 4,100 to 4,500 per year by FY27. 

  • By 2030, 100% of students will participate in a robust onboarding process during their first year at Riverland. 

  • Increase students who complete at least 24 credits within the first year from 42% to 50% by end of FY27 

  • Ensure 100% of academic programs undergo full program reviews for continuous improvement by FY30. 

KPIs:

  • Increase fall-to-fall retention rate by 7% per year 

  • Reduce equity gaps to less than 5% for all target demographics 

THEME: Foster stronger ties to the communities we serve through aligning academic programming to local workforce needs, increasing community engagement and visibility, and strengthening Riverland’s influence and contribution in key community organizations. 

WIG

Increase number of industry partners and community engagement activities by 5% each year. 

Battle WIGs

  • Inbound Engagement:Increase engagement of individual community members from X to Y by FY30. 

  • Outbound Visibility:Boost community awareness of Riverland’s unique value by 25% by FY30. 

  • Partner Relationship Management:Implement a system for external-facing staff to strategically manage 30 key relationships by January 2026. 

  • Industry Partnerships: Increase multi-engagement industry partners from X% to Y% by FY26. 

KPIs

  • Industry Partner Engagement: Increase baseline of 480 industry partners.  

  • Community Engagement: Establish baseline for individual community members engaging with Riverland. 

Theme: Develop a robust growth plan for the college that includes not only enrollment but strategic growth in revenue outside of tuition and state appropriations. 

WIGs:

  1. Increase Gross Alternative Revenue in support of our Mission from $6.8 to $7.9 million by end of FY30.  

  2. Increase enrollment strategically from 2225 FYE to 2460 FYE in alignment with age structured demographics of the communities we serve by end of FY30. 

BATTLE WIGS:

  • Increase enrollment by 2% per year. 

  • Develop and implement a process to invest in facilities, technology, and equipment by end of FY25. 

  • Increase alternative revenue sources by 3% each year 

KPIs:

  • Non-tuition revenue increases by 3% per year. 

  • Increase overall student enrollment by 2% per year. 

  • Become a minority-serving institution, specifically Hispanic-serving, by end of FY28. 

Assumed Practices:

  • Riverland will measure its overall operational and mission performance through the core key performance indicators established by the Minnesota State Colleges and Universities system. 

  • Riverland will maintain its institutional accreditation with the Higher Learning Commission. 

  • Riverland will maintain a CFI of 2.5 or above; FCI of 0.1; and Fund balance of 35% or higher.