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 filter by status: Completed, Significant Improvement, In Progress / Carry Forward, or Discontinued.
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 | CompletedMay 20, 2026 |
| 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 | CompletedMay 20, 2026 |
| Library | Technology and Learning Resources | Increase the number of students utilizing library space | 17,205 → 20,000 | — | Jun 30, 2026 | Completed |
| Student Relations Management Analyst | Technology and Learning Resources | Reduce student-initiated contacts by providing information upfront to students | 38% → 31% | — | Jun 30, 2026 | Completed |
| IT | Technology and Learning Resources | Reduce tickets related to student login issues (a 10% reduction) | 356 → 321 | — | Jun 30, 2026 | Completed |
| 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 / Carry Forward |
| 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 / Carry Forward |
| Bookstore Staff | Finance and Facilities | Increase the average number of completed online book orders per term | 146 → 158 | — | Jun 30, 2026 | In Progress / Carry Forward |
| 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 / Carry Forward |
| 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 / Carry Forward |
| Construction Trades, Technology, and Transportation | Academics and Innovation | Increase retention by 2% | +2% | — | 2027 | Completed |
| Liberal Arts and Sciences — Engagement | Academics and Innovation | Increase new weekly class activities | 0 → 200 | — | Dec 15, 2026 | CompletedFY26 |
| Liberal Arts and Sciences — Outreach | Academics and Innovation | Increase emails/texts to students immediately after missing class or lab | 0 → 75 | — | Dec 15, 2025 | CompletedFY26 |
| Liberal Arts and Sciences — Appreciation | Academics and Innovation | Increase emails or cards to colleagues expressing appreciation | 0 → 25 | — | Dec 15, 2025 | CompletedFY26 |
| 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 | CompletedFY26 |
| Nursing, Health and Wellness | Academics and Innovation | Increase first fall-to-second fall retention | 85% → 90% | — | 2027 | In Progress / Carry Forward |
| 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 / Carry Forward |
| Business, IT, Pre-Social Work — Connection | Academics and Innovation | Increase new weekly program activities | 0 → 20 | — | Dec 15, 2025 | In Progress / Carry Forward |
| Business, IT, Pre-Social Work — Recruitment | Academics and Innovation | Increase Truck Driving spring enrollment by 25% | 15 → 18 students | — | Mar 15, 2026 | In Progress / Carry Forward |
| Ag Business | Academics and Innovation | Increase weekly engagements | 0 → 40 | — | Jun 26, 2026 | In Progress / Carry Forward |
| Agriculture | Academics and Innovation | Increase weekly engagements | 0 → 40 | — | Jun 26, 2026 | In Progress / Carry Forward |
| Food Science | Academics and Innovation | Increase weekly engagements | 0 → 40 | — | Jun 26, 2026 | In Progress / Carry Forward |
| Farm Business Management | Academics and Innovation | Increase new weekly stakeholder engagements | 0 → 400 total | — | Jun 26, 2026 | In Progress / Carry Forward |
| Custom Training Sales | Academics and Innovation | Increase the number of new business contracts | 70 → 75 | — | Dec 31, 2025 | In Progress / Carry Forward |
| Custom Training Sales | Academics and Innovation | Increase social media marketing of the CT Fire Program | 1 → 16 posts | — | Dec 31, 2025 | In Progress / Carry Forward |
| Custom Training Admin | Academics and Innovation | Reduce the percentage of accounts past due more than 30 days | 33% → 20% | — | Dec 31, 2025 | In Progress / Carry Forward |
| Academic Affairs Admin | Academics and Innovation | Increase the accuracy of the Program Inventory lists on Program Navigator | 75% → 100% | — | May 31, 2026 | In Progress / Carry Forward |
| K-12 Partnerships / Concurrent Enrollment | Academics and Innovation | Increase weekly engagements | 0 → 40 | 50 counselors connected | Jun 26, 2026 | Completed |
| 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 / Carry Forward |
| 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 / Carry Forward |
| Registrar | Enrollment Management and Equity | Increase the weekly number of completed transcript evaluations | +5% | — | Dec 31, 2025 | In Progress / Carry Forward |
| 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% | — | Through May 2026 | Completed |
| Advising | Enrollment Management and Equity | Increase retention of Warning/Probation/At-Risk students | 57.75% → 62.75% | — | Spring 2026 | CompletedFY26 |
| 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 / Carry Forward |
| 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 / Carry Forward |
| 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 / Carry Forward |
| 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 / Carry Forward |
| Learn and Earn | Institutional Advancement | Increase outreach to graduates in manufacturing and transportation | 0 → 45 graduates | — | May 31, 2026 | In Progress / Carry Forward |
| 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 / Carry Forward |