Improve operational and organizational sustainability.
Team
WIG (What)
Lead Measures (How)
Employee Services
WIG: By March 1, 2025, the Employee Services’ departments will complete comprehensive
department reviews, identifying key strengths, vulnerable areas, and actionable improvement goals, fully aligned with Rio Salado College’s mission and vision, supporting operational stability, business continuity, and budget planning.
Lead Measure 1: Complete Department Documentation
Lead Measure 2: Conduct SWOT Analysis & Planning
Lead Measure 3: Submit Reviews and Align with Strategic Goal 4
Connection between Strategy 4 and the WIG: This WIG aligns with Rio Salado’s strategic priority by improving operational and organizational sustainability through improved documentation and standardizations across employee services.
Event Services
WIG: By the end of Fiscal Year 25–26, develop and validate a comprehensive roadmap for AI implementation in Event Services that identifies key automation opportunities, defines system integration steps, outlines staff training needs, and includes performance metrics to reduce manual scheduling workload by 70% and improve client satisfaction by 20%. The duration of this WIG will be from July 1st, 2025, to June 30th, 2026.
Lead Measure 1: Identify autoation opportunities
Lead Measure 2: Define technical & training requirements
Lead Measure 3: Develop roadmap with KPIs & validation process
Connection between Strategy 4 and the WIG: This WIG aligns with Rio Salado’s strategic priority by improving operational and organizational sustainability through the use of AI.
Maintenance & Operations
WIG: Increase Facilities Department efficiency and responsiveness to 85% on-time work order completion by December 31, 2026.
Improve Customer satisfaction rating (from faculty/staff surveys) – target: 70% satisfied or highly satisfied.
Lead Measure 1: Weekly PM Scheduling Compliance – complete at least 80% of scheduled PM tasks weekly.
Lead Measure 2: Work Order Response Tracking – ensure 80% of requests are acknowledged within 48 hours.
Lead Measure 3: Team Training Hours – provide 2 hours per month of staff development (safety, HVAC, sustainability, etc.).
Lead Measure 4: Weekly Huddles & Check-ins – 15-minute team check-in each week to review priorities and assignments.
Connection between Strategy 4 and the WIG: This WIG aligns with Rio Salado’s strategic priority by improving operational and organizational sustainability through improving customer satisfaction with faclities work.
Marketing & Development
WIG: Grow Rio Salado College’s market influence and institutional impact by increasing applicant volume, donor participation, and brand engagement by 10% by June 30, 2026.
Lead Measure 1: Total number of completed applications from new-to-college students (44,123 vs 40,122)
Lead Measure 2: Increase in the number of unique donors (3 vs 7)
Lead Measure 3: Organic website traffic increases - Page view (5.3 million vs 4.8 million)
Connection between Strategy 4 and the WIG: This WIG aligns with Rio Salado’s strategic priority by improving operational and organizational sustainability by improving marketing outcomes and financial stability.
Student Business Services
WIG: For FY26, Student Business Services will reduce third-party outstanding receivables over 90 days past due from the current 30% to 10% of all receivables
Lead Measure 1: Third Party SF_1780 credit history aging report
Lead Measure 2: Perform risk assessment analysis on third party receivables
Lead Measure 3: Improve unapplied credit processing for receivables
Connection between Strategy 4 and the WIG: This WIG aligns with Rio Salado’s strategic priority by improving operational and organizational sustainability through improvingthe college's financial standing
Team
WIG (What)
Lead Measures (How)
Information Services 1
WIG: Replace 100% of Deprecated Microsoft Access Databases with Secure, Scalable Web Applications by June 2026.
Lead Measure 1:
Connection between Strategy 4 and the WIG:
Information Services 2
WIG: Achieve 100% Transition of Rio Salado Employees to the TDX Helpdesk by June 2026.
Lead Measure 1:
Connection between Strategy 4 and the WIG:
Team
WIG (What)
Lead Measures (How)
Radio Station 1
WIG: To ensure sustainability from legacy funding to new revenue opportunities by June 2026.
Lead Measure 1:
Connection between Strategy 4 and the WIG:
Team
WIG (What)
Lead Measures (How)
Curriculum
WIG: Increase user rates for internal dashboards and reports by (X%) by Y (Date) (this can also be influenced by SOP mapping and automation and reporting opportunities identified by this process from IIC)Create a more sustainable approach for the production of the college catalog from 0% to 100% by June 2026 (for 26-27 academic year).—-Advising Department using Rio PACT within the advisor role contributes to this goal.
Lead Measure #1:
Connection between Strategy 4 and the WIG:
Dual Enrollment
WIG: By [Dec 2026], transition 50% of the individual high school principal meetings to district-wide strategic meetings with all principals in each partner district to collaboratively set goals, share best practices, and improve dual enrollment participation and performance across those schools.
Lead Measure #1:
Connection between Strategy 4 and the WIG:
Institutional Integrity
WIG: Increase user rates for internal dashboards and reports by (X%) by Y (Date) (this can also be influenced by SOP mapping and automation and reporting opportunities identified by this process from IIC)Create a more sustainable approach for the production of the college catalog from 0% to 100% by June 2026 (for 26-27 academic year).—-Advising Department using Rio PACT within the advisor r Increase compliance resources from 0 to 15 by July 1, 2026ole contributes to this goal.
Lead Measure #1:
Connection between Strategy 4 and the WIG:
Institutional Research
WIG: Increase monthly average user rates for Tableau dashboards from 33 to 43 by Summer 2026.
Lead Measure #1:
Connection between Strategy 4 and the WIG: