On January 8, the Â鶹ĘÓƵ Board of Trustees selected Teresa Rich as the 17th president of Â鶹ĘÓƵ.
Rich brings more than two decades of experience in higher education accounting and administrative services, including 24 years at YVC, 18 of those as vice president for administrative services. Her leadership has helped expand student opportunities, strengthen academic programs and reinforce YVC’s role as a cornerstone of the region.
Rich served as YVC’s interim president since the retirement of in 2024.
YVC Voice sat down with Rich to discuss her priorities as she steps into this new leadership role. Some comments have been edited for length and clarity.
How did your understanding of the college evolve during your time as a vice president, and how will that influence your presidential priorities?
Over my years as a vice president, I’ve gained a much deeper appreciation for the extraordinary dedication of our faculty and staff and the resilience of our students. I’ve also seen firsthand how every part of the institution — academics, student services, operations, finance and community partnerships — interlocks to support student success.
That broader understanding will shape my presidential priorities in three ways: strengthening cross‑department engagement, focusing on systems over silos to support long‑term sustainability and student success and directing resources toward the areas that most impact access, belonging and completion.
What aspects of the president role excite you the most, and what new leadership muscles are you looking forward to developing?
What excites me most is the opportunity to knit together the vision of the college, what we aspire to be, with the lived experience of our students and employees. I’m energized by the prospect of telling our story more boldly, strengthening relationships in the region and championing the work happening on our campuses and learning centers every day.
I’m also looking forward to developing new leadership muscles first, by serving as the public face of the institution, shaping how the community understands our mission. Second, by engaging more deeply with policymakers and external funders, advocating for the resources our students deserve. Finally, by leading through complexity, where decisions have broad and sometimes competing impacts.
ABOVE: Rich, left, speaks with international student Thu Nguyen during a Yakima Valley College Foundation board meeting. Nguyen received a scholarship after being selected to the All‑Washington Academic Team. TOP: Rich addresses college and community members as part of the final stage of the presidential search process.
How will you use your experience to improve the student experience—both inside and outside the classroom?
My experience has shown me that student success is shaped by everything: instruction, advising, financial stability, community belonging, mental health and the clarity of pathways. There are a few things that I want to prioritize to advance student success. One priority is supporting faculty innovation, especially in high‑impact teaching practices. We also need to strengthen wraparound supports, including advising, basic needs and career services.
It’s also important for our college to expand out‑of‑classroom opportunities, such as internships, mentoring and community‑based learning.
Ultimately, I want students to feel seen, supported and confident that they belong here and can achieve their goals.
What do you believe students at our college need most right now, and how will you work to meet those needs?
Students need stability, connection and clarity. They need a college that helps them navigate academic expectations, financial pressures and life responsibilities.
I will continue to champion predictable, accessible support systems; clearer academic and career pathways; and a culture of belonging, where diversity is celebrated and every student feels valued.
Meeting students where they are and helping them get where they want to go must remain at the center of every decision we make.
How do you envision strengthening relationships with community partners, regional employers and K–12 schools?
Strengthening community partnerships is one of my top priorities. I envision a more intentional, reciprocal approach that is fueled by regular, structured engagement with employers and K–12 leaders. On top of that, we need to develop co‑created programs that respond to workforce needs and expand dual‑credit and early college pathways. A crucial part of these efforts will be shared investment, where partners feel ownership in the success of our students and programs.
I want our college to be seen not just as an educational institution but as a true community asset.
Rich, left, and administrative assistant Jocelyn Sheehan attend the “Honoring Elizabeth Prior’s Vision: Women Supporting Women in Education” event hosted by the Delta Kappa Gamma Society in February 2026. The event honored Prior, Â鶹ĘÓƵ’s first president, and recognized women in education who support and uplift other women.
What stories about our students, alumni, or faculty inspire you — and how do you plan to amplify those stories?
I’m inspired every day by students who balance school with work, family and hardship; by alumni who go on to strengthen our region; and by faculty and staff who pour their expertise and heart into teaching and service.
These stories should be amplified widely through targeted communications, community events, digital media, and by empowering employees and students to be ambassadors for the college. Sharing our stories is more than marketing; it’s how we build pride, connection and shared purpose.
How would you describe the culture of this college, and where do you see opportunities for growth or renewal?
Our culture is one of care, resilience and commitment to students. People here work hard and show up for one another.
Some opportunities for growth include: refreshing our sense of shared mission, especially as our environment evolves; strengthening communication, so people feel informed and connected; enhancing professional development, giving employees the tools they need to thrive; and continuing to cultivate belonging for both students and employees.
We have a strong foundation — now it’s time to build on it with renewed energy.
What strategic priorities will guide the college over the next 3–5 years?
Over the next several years, our work will be guided by a few strategic priorities. First is student success and completion, removing barriers and strengthening pathways. The second is inclusive excellence, ensuring YVC fosters belonging, diversity, equity and access. Third is workforce relevance, aligning academic programs with regional employer needs today and in the future. Fourth is financial sustainability, improving systems and diversifying revenue so we have the resources to advance the college’s mission. Finally, we will deepen our community partnerships by expanding dual‑credit pathways, work‑based learning and regional collaboration.
Together, these priorities will help us stay focused on impact and build a more vibrant, future‑ready institution.
Rich welcomes community members YVC’s Vineyard and Winery Technology Program's annual Teach, Taste and Tour. The annual event offers a behind‑the‑scenes open house at the region’s only teaching winery, giving the public an opportunity to learn about Yakima Valley grapes and wines, tour the winery and sample award‑winning wines produced by students in YVC’s Winery Operations class.
What has been your proudest moment at the college so far — and what do you hope your proudest moment will be in the next few years?
My proudest moments have come when I’ve seen teams come together across departments to solve problems creatively and keep students at the center. Watching our employees collaborate and innovate has been deeply rewarding.
In the years ahead, I hope my proudest moment will be looking back and seeing that we have created meaningful, lasting improvements in students’ lives. Whether through expanded partnerships, stronger academic programs or a more connected campus culture, I want to be able to say we made a measurable difference for the communities we serve.
Story by Stefanie Menard, AA-DTA ’05, communications consultant. Photos by Menard and Brandon Mendoza, AA-DTA '19, graphic designer/multimedia content producer.