College Work Plan FY 2026
Strategic Framework
How Riverland’s mission flows down to the Primary WIG and its three supporting Sub-WIGs.
Flow diagram. Mission leads to Vision, which leads to Strategic Focus. Strategic Focus branches into three areas: Stroke of the Pen, Breakthrough, and Whirlwind. These lead to one Primary WIG, which is supported by the three Sub-WIGs that follow it.
Mission
Vision
Strategic Focus
Stroke of the Pen
Breakthrough
Whirlwind
Primary WIG
Increase First Fall to Second Fall student retention from 72.5% to 76% by end of AY 2027.*
Sub-WIG
Increase new unlimited full-time employee rolling 3-year retention rate from 73.76% to 81% by end of FY30.
Sub-WIG
Increase enrollment strategically from 2225 FYE to 2460 FYE in alignment with age-structured demographics of the communities we serve by end of FY30.
Sub-WIG
Increase Gross Alternative Revenue in support of our Mission from $6.8 to $7.9 million by end of FY30.
Division WIGs
Each division sets its own Wildly Important Goals in support of the Primary WIG above. Search, filter by division, or show only what has been completed.
Status
Showing all 51 WIGs.
| Team | Division | Goal | Baseline → Target | Actual | Due | Status |
|---|---|---|---|---|---|---|
| Recruiter | Human Resources | Increase Feedback/QR code/New Hire Survey participation | 0% → 80% | — | Sept 30, 2026 | CompletedNov 25, 2025 |
| Recruiter | Human Resources | Increase posting sites, outreach, and referrals | 11 → 22 | — | Mar 31, 2026 | In progress |
| HR Business Partners | Human Resources | Develop consistent new hire messaging for employees and supervisors | 75% → 100% | — | Sept 30, 2026 | CompletedJan 5, 2026 |
| HR Business Partners | Human Resources | Develop a process for 30-day and 90-day check-ins for new hires | 0% → 75% | — | May 15, 2026 | In progress |
| Library | Technology and Learning Resources | Increase the number of students utilizing library space | 17,205 → 20,000 | — | Jun 30, 2026 | In progress |
| Student Relations Management Analyst | Technology and Learning Resources | Reduce student-initiated contacts by providing information upfront to students | 38% → 31% | — | Jun 30, 2026 | In progress |
| IT | Technology and Learning Resources | Reduce tickets related to student login issues (a 10% reduction) | 356 → 321 | — | Jun 30, 2026 | In progress |
| Mailroom and Copy Center | Finance and Facilities | Increase revenue from internal tenants and outside nonprofit organizations | $6,500 → $10,000 | $11,514 | Jun 30, 2026 | Completed |
| Safety and Security | Finance and Facilities | Increase work-study security staff to make Riverland a safer and more secure place to work and attend class | 0 → 5 | 4 | Feb 28, 2026 | In progress |
| Facilities BUM Staff | Finance and Facilities | Improve cumulative building modernization | 10% → 30% | — | Dec 31, 2025 | Completed |
| Accounts Receivable Staff | Finance and Facilities | Reduce the average number of students referred to collections or MDOR per term | 119 → 111 | — | Jun 30, 2026 | In progress |
| Bookstore Staff | Finance and Facilities | Increase the average number of completed online book orders per term | 146 → 158 | — | Jun 30, 2026 | In progress |
| Communications Team | Communications and Marketing | Convert PDF website documents to WCAG-compliant HTML pages | 0 → 100 pages | — | Apr 15, 2026 | CompletedDec 15, 2025 |
| Web | Communications and Marketing | Increase accessibility compliance for online publications and collateral, in alignment with ADA Web Content Accessibility Guidelines 2.1 standards | 0% → 100% | 85% | Apr 24, 2027 | In progress |
| Marketing and Graphics | Communications and Marketing | Review and convert PDF-based website documents to be WCAG-compliant | 100 → 350 pages | — | Apr 15, 2027 | In progress |
| Construction Trades, Technology, and Transportation | Academics and Innovation | Increase enrollment in all departments | +2% | — | 2027 | In progress |
| Liberal Arts and Sciences — Engagement | Academics and Innovation | Increase new weekly class activities | 0 → 200 | — | Dec 15, 2026 | In progress |
| Liberal Arts and Sciences — Outreach | Academics and Innovation | Increase emails/texts to students immediately after missing class or lab | 0 → 75 | — | Dec 15, 2025 | In progress |
| Liberal Arts and Sciences — Appreciation | Academics and Innovation | Increase emails or cards to colleagues expressing appreciation | 0 → 25 | — | Dec 15, 2025 | In progress |
| Liberal Arts and Sciences — Inclusion | Academics and Innovation | Increase the number of students greeted and asked if they need directions, support, or have questions | 0 → 60 | — | Dec 15, 2025 | In progress |
| Nursing, Health and Wellness | Academics and Innovation | Increase first fall-to-second fall retention | 85% → 90% | — | 2027 | In progress |
| Business, IT, Pre-Social Work — Outreach | Academics and Innovation | Increase weekly emails, texts, or calls to students for follow-up, appreciation, and support | 0 → 80 | — | Dec 15, 2025 | In progress |
| Business, IT, Pre-Social Work — Connection | Academics and Innovation | Increase new weekly program activities | 0 → 20 | — | Dec 15, 2025 | In progress |
| Business, IT, Pre-Social Work — Recruitment | Academics and Innovation | Increase Truck Driving spring enrollment by 25% | 15 → 18 students | — | Mar 15, 2026 | In progress |
| Ag Business | Academics and Innovation | Increase weekly engagements | 0 → 40 | — | Jun 26, 2026 | In progress |
| Agriculture | Academics and Innovation | Increase weekly engagements | 0 → 40 | — | Jun 26, 2026 | In progress |
| Food Science | Academics and Innovation | Increase weekly engagements | 0 → 40 | — | Jun 26, 2026 | In progress |
| Farm Business Management | Academics and Innovation | Increase new weekly stakeholder engagements | 0 → 400 total | — | Jun 26, 2026 | In progress |
| Custom Training Sales | Academics and Innovation | Increase the number of new business contracts | 70 → 75 | — | Dec 31, 2025 | In progress |
| Custom Training Sales | Academics and Innovation | Increase social media marketing of the CT Fire Program | 1 → 16 posts | — | Dec 31, 2025 | In progress |
| Custom Training Admin | Academics and Innovation | Reduce the percentage of accounts past due more than 30 days | 33% → 20% | — | Dec 31, 2025 | In progress |
| Academic Affairs Admin | Academics and Innovation | Increase the accuracy of the Program Inventory lists on Program Navigator | 75% → 100% | — | May 31, 2026 | In progress |
| K-12 Partnerships / Concurrent Enrollment | Academics and Innovation | Increase weekly engagements | 0 → 40 | — | Jun 26, 2026 | In progress |
| Admissions | Enrollment Management and Equity | Increase admission bookings (a 15% increase) | 323 → 372 appointments | 557 appointments (+78.6% growth) | Fall 2026 | Completed |
| Athletics | Enrollment Management and Equity | Create an alternative housing options list for when Park College Housing is full | 0 → 8–10 options | — | Apr 24, 2026 | Completed |
| Athletics | Enrollment Management and Equity | Develop camp structure plans, one for each sport | 0 → 6 plans | — | Dec 19, 2025 | Completed |
| Campus Life Team | Enrollment Management and Equity | Grow social media accounts by 100 new followers (from August 25) | +100 followers | — | Dec 19, 2025 | Completed |
| Campus Life Team | Enrollment Management and Equity | Increase student participation at Riverland Student Life events (AY2024-25 to AY2025-26) | 800 → 900 | — | May 14, 2026 | Completed |
| TRIO | Enrollment Management and Equity | Improve the completion rate of both the 2026-2027 FAFSA and fall registration among returning students | 43% → 60% | — | May 15, 2026 | CompletedMay 15, 2026 |
| TRIO | Enrollment Management and Equity | Decrease the number of students failing to earn at least 67% of their attempted credits in fall semester | 34 → 25 | — | Fall 2025 | Completed |
| Advocacy and Accessibility | Enrollment Management and Equity | Increase ACCESS training curriculum for faculty | 0 → 4 workshops | — | Dec 19, 2025 | In progress |
| Advocacy and Accessibility | Enrollment Management and Equity | Build out all four trainings into D2L and pilot one training session with faculty | 4 built, 1 piloted | — | May 15, 2026 | In progress |
| Registrar | Enrollment Management and Equity | Increase the weekly number of completed transcript evaluations | +5% | — | Dec 31, 2025 | In progress |
| Financial Aid | Enrollment Management and Equity | Decrease the number of students who have delinquent or at-risk loans included in the current default calculation | −5% | — | Dec 31, 2025 | In progress |
| Advising | Enrollment Management and Equity | Increase retention of Warning/Probation/At-Risk students | 57.75% → 62.75% | — | Spring 2026 | In progress |
| Admin Assistants | Enrollment Management and Equity | Increase administrative readiness for new Student Affairs hires by creating onboarding materials | 0 → 1 packet | — | May 15, 2026 | In progress |
| Admin Assistants | Enrollment Management and Equity | Evaluate existing and needed standard operating procedures for all seven Student Affairs departments | 7 departments | — | Dec 19, 2025 | In progress |
| Alumni Outreach | Institutional Advancement | Increase one-to-one alumni outreach that results in new alumni stories, quotes, and photos | 10 → 30 stories | — | Jun 30, 2026 | In progress |
| Grant Management | Institutional Advancement | Increase regular check-ins with each Riverland grant manager for active grants | 30 → 120 check-ins | — | Jun 30, 2026 | In progress |
| Learn and Earn | Institutional Advancement | Increase outreach to graduates in manufacturing and transportation | 0 → 45 graduates | — | May 31, 2026 | In progress |
| Scholarships | Institutional Advancement | Increase named scholarship awards through donor outreach, analysis of interest earned and award amounts, and new scholarships (awards distributed during FY27) | 307 → 337 | — | Jun 30, 2026 | In progress |