College Work Plan FY26

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 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.
President’s strategic flowchart overview. *Target year reflects institutional planning timeline.

Division WIGs

Human Resources and Employee Relations

  • Recruiter: Increase Feedback/QR code/New Hire Survey participation from 0% to 80% by September 30, 2026. COMPLETED November 25, 2026
  • Recruiter: Increase posting sites, outreach, and referrals from 11 to 22 by March 31, 2026.
  • HR Business Partners: Develop consistent new hire messaging for employees and supervisors from 75% to 100% by September 30, 2026. COMPLETED January 5, 2026
  • HR Business Partners: Develop a process for 30-day and 90-day check-ins for new hires from 0% to 75% by May 15, 2026.

Technology and Learning Resources

  • Library: Increase the number of students utilizing library space from 17,205 to 20,000 by June 30, 2026.
  • Student Relations Management Analyst: Reduce student-initiated contacts from 38% to 31% by providing information upfront to students by June 30, 2026.
  • IT: Reduce the number of tickets related to student login issues from 356 to 321, a 10% reduction, by June 30, 2026.

Finance and Facilities

  • Mailroom and Copy Center: Increase revenue from internal tenants and outside nonprofit organizations from $6,500 to $10,000 by June 30, 2026.
  • Safety and Security: Make Riverland a safer and more secure place to work and attend class by increasing work-study security staff from 0 to 5 by February 28, 2026.
  • Facilities BUM Staff: Improve cumulative building modernization from 10% to 30% by December 31, 2025.
  • Accounts Receivable Staff: Reduce the average number of students referred to collections or MDOR per term from 119 to 111 by June 30, 2026.
  • Bookstore Staff: Increase the average number of completed online book orders per term from 146 to 158 by June 30, 2026.

Communications, Marketing

  • Communications Team: Convert PDF website documents to WCAG-compliant HTML pages from 0 pages to 100 pages by April 15, 2026. COMPLETED December 15, 2025
  • Web: Increase accessibility compliance for online publications and collateral from 0% to 100% by April 24, 2027, in alignment with the Americans with Disabilities Act Web Content Accessibility Guidelines 2.1 standards.
  • Marketing and Graphics: Review and convert PDF-based website documents to be WCAG-compliant from 100 pages to 350 pages by April 15, 2027.

Academics and Innovation

  • Construction Trades, Technology, and Transportation: Increase enrollment in all departments by 2% by 2027.
  • Liberal Arts and Sciences Engagement: Increase new weekly class activities from 0 to 200 by December 15, 2026.
  • Liberal Arts and Sciences Outreach: Increase emails/texts to students immediately after missing class or lab from 0 to 75 by December 15, 2025.
  • Liberal Arts and Sciences Appreciation: Increase emails or cards to colleagues expressing appreciation from 0 to 25 by December 15, 2025.
  • Liberal Arts and Sciences Inclusion: Increase the number of students greeted and asked if they need directions, support, or have questions from 0 to 60 by December 15, 2025.
  • Nursing, Health and Wellness: Increase first fall-to-second fall retention from 85% to 90% by 2027.
  • Business, IT, Pre-Social Work, etc. Outreach: Increase weekly emails, texts, or calls to students for follow-up, appreciation, and support from 0 to 80 by December 15, 2025.
  • Business, IT, Pre-Social Work, etc. Connection: Increase new weekly program activities from 0 to 20 by December 15, 2025.
  • Business, IT, Pre-Social Work, etc. Recruitment: Increase Truck Driving spring enrollment by 25%, from 15 to 18 students, by March 15, 2026.
  • Ag Business: Increase weekly engagements from 0 to 40 by June 26, 2026.
  • Agriculture: Increase weekly engagements from 0 to 40 by June 26, 2026.
  • Food Science: Increase weekly engagements from 0 to 40 by June 26, 2026.
  • Farm Business Management: Increase new weekly stakeholder engagements from 0 to 400 total by June 26, 2026.
  • Custom Training Sales: Increase the number of new business contracts from 70 to 75 by December 31, 2025.
  • Custom Training Sales: Increase social media marketing of the CT Fire Program from 1 to 16 posts by December 31, 2025.
  • Custom Training Admin: Reduce the percentage of accounts past due more than 30 days from 33% to 20% by December 31, 2025.
  • Academic Affairs Admin: Increase the accuracy of the Program Inventory lists on Program Navigator from 75% to 100% by May 31, 2026.
  • K-12 Partnerships/Concurrent Enrollment: Increase weekly engagements from 0 to 40 by June 26, 2026.

Enrollment Management and Equity

  • Admissions: Increase admission bookings from 323 appointments to 372 appointments, a 15% increase, by Fall 2026.
  • Athletics: Create an alternative housing options list from 0 to 8-10 options for when Park College Housing is full by April 24, 2026.
  • Athletics: Develop camp structure plans from none to one for each sport, for a total of six plans, by December 19, 2025.
  • Campus Life Team: Grow social media accounts by 100 new followers from August 25 to December 19, 2025.
  • Campus Life Team: Increase student participation at Riverland Student Life events from 800 in academic year 2024-2025 to 900 in academic year 2025-2026 by May 14, 2026.
  • TRIO: Improve the completion rate of both the 2026-2027 FAFSA and fall registration among returning students from 43% to 60% by May 15, 2026.
  • TRIO: Decrease the number of students failing to earn at least 67% of their attempted credits in fall semester from 34 in Fall 2024 to 25 in Fall 2025.
  • Advocacy and Accessibility: Increase ACCESS training curriculum for faculty from 0 workshops to 4 workshops by December 19, 2025.
  • Advocacy and Accessibility: Build out all four trainings into D2L and pilot one training session with faculty by May 15, 2026.
  • Registrar: Increase the weekly number of completed transcript evaluations by 5% by December 31, 2025.
  • Financial Aid: Decrease the number of students who have delinquent or at-risk loans included in the current default calculation by 5% by December 31, 2025.
  • Advising: Increase retention of Warning/Probation/At-Risk students from 57.75% to 62.75% by Spring 2026.
  • Admin Assistants: Increase administrative readiness for new Student Affairs hires by creating onboarding materials from 0 packets to 1 packet by May 15, 2026.
  • Admin Assistants: Evaluate existing and needed standard operating procedures for all seven Student Affairs departments by December 19, 2025.

Institutional Advancement

  • Alumni Outreach: Increase one-to-one alumni outreach that results in new alumni stories, quotes, and photos from 10 stories to 30 stories by June 30, 2026.
  • Grant Management: Increase regular check-ins with each Riverland grant manager for active grants from 30 check-ins to 120 check-ins by June 30, 2026.
  • Learn and Earn: Increase outreach to graduates in manufacturing and transportation from 0 graduates to 45 graduates by May 31, 2026.
  • Scholarships: Increase the number of named scholarship awards from 307 to 337 through donor outreach, analysis of interest earned and award amounts, and new scholarships by June 30, 2026, for awards distributed during FY27.