Strategic Plan

January 1, 2018, kicked off the Mid-State Technical College 2020 VISION, and our new 2018–2020 Strategic Directions align that vision with our Key Results and Strategic Plan.

2018–2020 Strategic Directions

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

  • Provide responsive, flexible, high-quality education to foster student achievement through career pathways and lifelong learning to the communities we serve.
  • Deliver dynamic, innovative solutions to provide a skilled workforce and enhance economic viability within the district as a community partner.
  • Strengthen K–12 partnerships to maximize student access and student success.

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

  • PROGRAMS: Mid-State’s programming is undergoing a review to ensure we are meeting industry needs and serving our students with relevant skills for the workforce. We introduced new programming and have our eye on more exciting programming in 2019!
  • K–12: Our K–12 partnerships are critical for Mid-State’s success, so we have already begun to invest in these partnerships. A reinvigorated focus on K–12 resulted in more than 1,400 high school students taking at least one Dual Credit class in the 2017–18 academic year.
  • WORKFORCE: Our Division of Workforce & Economic Development was established in the 2017–18 academic year, and we have already seen increases in contract training with district stakeholders and apprenticeship students and programs.
  • CONTINUING EDUCATION: Lifelong-learning opportunities provide more than professional benefits for career-oriented citizens—they provide the personal and social enrichment prevalent in strong communities. We have welcomed over 2,600 learners on our campuses and have introduced them to a variety of courses.

Together, with the 2020 Vision, we can create new and innovative approaches to meeting the needs of our communities and businesses here in central Wisconsin.

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Shelly Mondeik

 

 

 

 

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