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  • Strategic Plan 2024-2027

Beyond the Horizon - Our Plan for Growth and Student Success was developed with the input of faculty, staff, students, alumni, board members, community members, and supporters of Midway University.

From the President

Dear Midway University Friends,

As we embark on this exciting journey together, I am pleased to share with you our new strategic plan. The goals are a culmination of our collective vision for the future of Midway University. We are committed to fostering academic excellence, enhancing student experiences, and furthering our impact on the global stage.

Goal One focuses on revenue growth. Strategies include enrollment expansion of all populations we serve, increased retention, and fundraising.

Goal Two emphasizes the importance of creating a more inclusive and diverse campus community, fostering a culture of belonging and mutual respect among students, faculty, and staff, and implementing programming to enhance the student experience.

Goal Three highlights our commitment to improving campus facilities and infrastructure to provide a modern and conducive learning environment for all members of the Midway University community.

By renovating existing facilities, conducting needs assessments, and prioritizing new construction projects, we aim to create a campus that supports innovation, collaboration, and growth.

Together, we will work towards achieving our goals, ensuring that Midway University continues to thrive as a hub of innovation, excellence, and opportunity. Thank you for your continued support and dedication to our shared vision.

John P. Marsden, Ph.D.
President
Midway University


 Download Strategic Plan (PDF)

Goal One: Grow Revenue

Strategy 1: Grow Daytime Enrollment to 900 Students by Fall 2026

  • Launch two to three new daytime academic programs informed by workforce needs.
  • Retool programs in the School of Health Sciences to meet industry demands.
  • Review all existing programs to identify points of distinction and distinctiveness.
  • Expand international outreach efforts to Japan, South Korea, Turkey, and Vietnam.
  • Identify three international partners for study abroad and faculty exchange.
  • Explore additional athletic teams and club sports and expand roster sizes of eSports, cheer, and track and field.
  • Expand housing through the renovation of the existing Library to support demand.
  • Develop roll-out marketing strategies, timeline, and budget needs for new program launches and identify industry champions with large platforms/networks.

Strategy 2: Stabilize Evening/Online Enrollment to 400+ Students by Fall 2026

  • Launch three to four new online programs informed by workforce needs.
  • Retool programs in the School of Health Sciences to meet industry demands.
  • Review all existing programs to identify points of distinction and distinctiveness.
  • Retool the Business Advantage Program to yield students.
  • Develop a strategic marketing plan to address online programs including inquiry goals by program, best lead avenues per program, competition, and marketing of programs.

Strategy 3: Grow Graduate Enrollment to 300 Students by Fall 2026

  • Launch two to three new graduate programs informed by workforce needs.
  • Retool MSN program to meet industry demands.
  • Review all existing programs to identify points of distinction and distinctiveness.
  • Retool the Business Advantage Program to yield students.
  • Develop a strategic marketing plan to address graduate programs including inquiry goals by program, best lead avenues per program, competition, and marketing of programs.
  • Develop annual promotional plans for 4+1 programs and Rank 1 for Master of Education.

Strategy 4: Increase Fall-to-Fall Retention Rates by Two Percentage Points for Each Student Population by Fall 2026

  • Retool intervention strategies through the Office of Student Success for at-risk students.
  • Strengthen teaching and student success for ENG 100, MAT 120, and A&P I.
  • Identify needs and increase support for online students, international students, graduate students, and football program.

Strategy 5: Explore New Fundraising Opportunities

  • Continue soliciting funds and identifying naming opportunities for the new turf field and track.
  • Identify new sponsorship opportunities for scoreboard advertising at the turf field and track.
  • Solicit funds for the mini field house adjacent to the turf field and track.
  • Launch capital campaign for a new library ($9-10 million).
  • Secure funds for new equipment in the nursing skills lab.
  • Develop a fundraiser around a new location and structure for the Pinkerton Bell.
  • Increase unrestricted giving by 2%.
  • Increase faculty and staff giving to 25% participation in the Midway Fund.
  • Encourage trustees to invite campus leadership to join them at high profile events and assist with networking for support.
  • Establish a pre-graduation event for seniors to encourage class gifts and future philanthropy.
  • Continue to tell our story through alumni successes, testimonials, and social, web, and print engagement.

Strategy 6: Develop Plans to Monetize Current and Future Facilities and Campus Assets

  • Develop a work group to detail facility assets.
  • Conduct market research of other area facilities, rates, and offerings.
  • Develop a sales sheet of facility offerings with updated rates to assist with booking/marketing campus facilities and finalize as a brochure and website content.
  • Explore opportunities with film production companies for commercial shoots on campus.
  • Explore conferences and camps that are “best fit” for our campus and schedule and actively recruit.
  • Lease athletic facilities during off season.
  • Develop annual summer housing plan for Belle Wisdom.


Goal Two: Enhance the Student Experience

 

Strategy 1: Obtain Date Through Surveys, Focus Groups, and Interviews to Understand the Student Experience on the Midway Campus

  • Gather data to assess the interest of students on clubs and organizations.
  • Gather data regarding interest in starting Greek Life.
  • Collect data related to the international student experience.

Strategy 2: Create an Eagle Engagement Team to Enhance the Student Experience

  • Identify key stakeholders (students, staff, and faculty) who have the ability to impact student engagement.
  • Identify stakeholders outside of the campus community to support the student experience.
  • Develop a plan amongst all stakeholders to organize and facilitate recreational, co-curricular, and experiential programming.

Strategy 3: Implement a Campus-Wide Structure that Enhances the Student Experience Based on Data

  • Assess and expand current First-Year Student Experience programming.
  • Require that each of the three schools offer a minimum of one co-curricular/experiential learning program each semester.
  • Unite career preparation and the student experience as part of the SACSCOC Quality Enhancement Plan.
  • Review the Eagles Connect experience to strengthen industry and classroom connections.
  • Provide more opportunities for academic competitions.
  • Identify faculty and staff as advisors for clubs and organizations that will enhance the student experience.
  • Create a long-range calendar of events for campus programming.
  • Increase campus-wide programing by 25% over the next three years.
  • Develop an intramural sports league offering no fewer than 5 sports each semester.
  • Create international-specific programming that embraces diverse cultures at Midway University.

Goal Three: Continue Facility Improvements

 

Strategy 1: Complete In-Process Projects and Pre-Approved Projects

  • Complete construction of the turf field and track.
  • Design and build a mini field house for the turf field and track including restrooms, locker rooms, concessions, coaches’ offices, and weight room and identify donor support and naming opportunities.
  • Design and build a new library and identify donor support and naming opportunities.
  • Complete the ground floor and lower-level renovation of Library Hall converting the existing library into student housing.
  • Renovate the kitchen and dining hall to support greater student volume in collaboration with ARAMARK.
  • Install new bleachers in Marshall Gymnasium.
  • Renovate the bathrooms in McManis Student Center.

Strategy 2: Conduct a Needs Assessment to Determine Future Facility and Maintenance Needs

  • Establish a working group composed of key stakeholders.
  • Survey students, faculty, and staff on facilities.
  • Identify new facility needs and maintenance needs based on data collected.

Strategy 3: Assess Funding

  • Prioritize a list of new facility and maintenance needs based on  higher impact and higher need items.
  • Explore funding options such as fundraising, leasing, and grants.