Search | Menu Vision 2030: Transforming Madison College for the Future
Madison College is steadfast in its commitment to serving as a preferred choice for higher education in South Central Wisconsin. Vision 2030, our strategic planning framework, represents a bold promise to our students, employees, and community—a promise of intentionality and purpose in how we serve, partner, and inspire.
Rooted in six strategic commitments developed through collaboration with hundreds of students, employees, and community members, Vision 2030 answers the question posed by President Daniels this past year: “What is on the horizon? And how will we prepare to meet this moment?”
Vision 2030 Strategic Commitments
Preferred Choice
Madison College will be a preferred choice in South Central Wisconsin for post-secondary and community education, and a key partner in meeting local economic and workforce development interests.
Equitable Access
Madison College will remove historic barriers to college access and student success by reviewing and updating its systems, policies, and practices to ensure they are equitable.
Closing Success Gaps
Madison College will analyze data to identify and eliminate the largest academic success gaps in courses that are foundational to student persistence and completion.
Digital Literacy
Madison College will enhance digital literacy and provide equitable access to technology resources.
Social and Economic Mobility
Madison College will support students’ social and economic mobility by providing high-quality, flexible academic offerings that lead to meaningful careers and transfer opportunities.
Strong Partnerships
Madison College will increase access by optimizing relationships with K-12 school districts and community partners, supporting the student journey from the point of program selection to completion, and fostering robust connections to transfer and employment opportunities.
From Metrics to Meaning
The Board of Trustees unanimously supported formalizing these six strategic commitments and a related set of metrics as official board policy, establishing a clear framework to measure progress. These metrics will allow us to set expectations, ensure alignment, and hold ourselves accountable.
In comments earlier this year, Chief Strategy Officer and Executive Vice President Mark Thomas reflected on the collective effort behind Vision 2030, emphasizing how these commitments were developed by and belong to everyone at the college. As he noted, “They’re just six sentences, but they’re yours—you created them. It’s what you do with them in your work every day that will move the needle.”
Already during this 2024-2025 academic year the six Vision 2030 strategic commitments have been used as a framework for the college’s unit planning and budget development efforts. Our next steps include reporting on these commitments to the District Board of Trustees. Each month, we will focus on one commitment, presenting relevant data and compelling stories that bring this work to life. By involving multiple teams throughout the life cycle of Vision 2030, we aim to showcase the breadth of projects and initiatives driving our progress and impact.
