Strategic Plan

I-c-a-r-e logo with sillouette of a person that has a Mid-State logo on their chest. Integrity, Commitment, Accountability, Respect, Exceptional Service. A circle around this reads Adams, Marshfield, Stevens Point, Wisconsin Rapids. 5 more sections are split out in a circle surrounding that with the Orange one listing Programs: Increase - Quality, Flexibility, Student Success; a yellow one reading K-12: Improve - dual credit, transition, communication; Green one reads continuing education: enhance- programming, registration, conference opportunities; a red one reads District: Infuse - Innovation, Exceptional service, professional collaborative environment, process improvement, inclusion, partnership; A blue one reads Workforce: Grow - Services, Awareness, Grants. Text surrounds the final circle reading Mid-State Technical College. Organizational Effectiveness, Student Success, Organizational Health

On July 1, 2025, Mid-State Technical College embarked on its new 2025-2030 Strategic Plan, named A College for Our Communities. Our new 2025–2030 Strategic Directions framework provides a snapshot of the plan, its focus areas (pillars), and how success is measured in the Key Results of Student Success, Organizational Effectiveness, and Organizational Health.

Strategic Plan Accomplishment Report 2020-2025

2025–2030 Strategic Directions

Through the pursuit of excellence and continuous improvement the College will:

  • Provide agile, accessible, high-quality education to foster student achievement through career pathways and lifelong learning to the communities we serve.
  • Strengthen identity through comprehensive engagement with stakeholders to make impactful contributions to the community.
  • Deliver dynamic, innovative, engaging solutions to provide a skilled workforce and enhance economic viability within the district as a community partner.

As we carry out our strategic directions, Mid-State will leverage both resilience and agility, ensuring we can adapt swiftly to challenges and emerge stronger from every opportunity.

Mid-State’s Strategic Plan includes four key areas that have become our intentional focus. These Pillars of Opportunity drive our key results of Student Success, Organizational Effectiveness, and Organizational Health.

  • Educational Quality: Mid-State continuously evaluates its product development plan to ensure we meet industry needs and equip students with relevant workforce skills. Explore our current and coming-soon programs.
  • Identity: Mid-State will strengthen awareness of how its educational offerings align with employer needs and support seamless transfer to university partners. A recent economic impact study demonstrates Mid-State's its return on investment to students, the district and society at large.
  • Accessibility: Mid-State intentionally designs programs at our four campuses and centers to meet employer needs and facilitate reskilling. Streamlined admissions processes—including pathways like HSED/GED and dual credit—enhance accessibility. We are enhancing our transfer pathways for incoming and outgoing students.
  • Community Engagement: Our Division of Workforce & Economic Development continues to see increases in contract training requests from district stakeholders, as well as apprenticeship students and sponsors. Lifelong learning opportunities provide more than professional benefits for career-oriented citizens—they offer the personal and professional enrichment essential to strong communities.

With A College for Our Communities 2025–2030, we are creating new and innovative approaches to meet the needs of our communities and businesses here in central Wisconsin.

Shelly Mondeik

Shelly Signature

Dr. Shelly Mondeik, President
715.422.5319