Enrollment Plan for Cohorts Entering Fall 2012 and Fall 2013
The mission of the Juniata College Enrollment Center is to enroll ethically and support prospective
students and their families who reflect a global society. The office will continue to evolve and adapt to
an ever changing enrollment climate while serving the needs of both prospective students and the
college.
I.
Executive Summary
In FY ’12, over 90% of College revenue was generated from tuition, room and board. As is the case with
many successful, small liberal arts colleges, Juniata is under significant pressure to diversify funding.
Until the College is able to reduce its tuition dependency, achievement of enrollment objectives on a
regular basis must be the highest College priority. Today, price pressure, in the midst of a significant
student population decline, creates high risk. That risk is greater for Juniata in an environment in which
many competitors are larger and have spent the last decade upgrading their campuses and offerings.
Enrollment should always be a campus-wide effort. However, at a tuition-driven institution
collaboration and cooperation are necessities. Now, more than ever, the entire campus is focused on
the recruitment of new students. Many new initiatives have been put into play to ensure a successful
recruitment year and to increase the base for years to come. Most require that enrollment, alumni,
development, marketing, athletics and faculty to support each other. These activities drive recruitment
of a class that meets multiple goals – number of deposits, net revenue, academic standards, and desired
diversity on multiple levels to contribute to an enriched learning community.
In the face of declining high school enrollments, the College has prepared for years to bolster
recruitment outside of the College’s traditional markets. Enrollment has greatly expanded travel to
targeted areas of Texas, California, Indiana, Florida, Colorado and South Carolina. This is in addition to
travel associated with the Colleges That Change Lives consortium in the spring and late summer.
To leverage the College, alumni and parents will cover more than 80 college fairs and campus initiated
receptions for the Fall 2012 cohort and more than 90 for the Fall 2013 cohort. Alumni personally
recruited 85 members of the class entering the Fall of 2011. The goals for 2012 and 2013 are for 97
students and 109 students respectively to be alumni-recruited. The Gold Card program will go
international. Additionally, the College is launching a new, similar initiative “Parents Pride”.
This immediate focus of the plan is two-fold. First, it outlines specific, strategic, targeted efforts to
increase Juniata’s niche markets. Student growth in the community college transfer market is one
example. Continued and increased success is planned from the International student market and more
consistent enrollment of student-athletes at or above roster mid-ranges for Division III and at roughly
30% of each Fall cohort of first time, full time students.
Second, the plan identifies strengths, weakness, opportunities and threats that argue for significant
changes in the College’s outreach in additional market segments and consideration of alternative pricing
strategies. It also prompts discussion of institutional changes in areas that include, but are not limited to
curriculum, technology, amenities, and extra-curricular offerings. Under a Strategic Enrollment Planning
Process, it is critical that the College have a unified, resource planning approach.
Page 1
II.
Admission
A. Achieve 2600 Applications Fall 2012 and 2800 Applications Fall 2013
a. Publication Redesign & messaging (potential Appendices here)

Viewbook Redesign
This publication has been driven by extensive focus group research during the last threeyears. The viewbook was student-designed along with many of the companion pieces. The
idea is ‘students telling the story’. It is the principal brand management element in
enrollment and is used to introduce all prospective students to the College. While targeted
at students, there is believed to be a very high incidence of parents reading the publication.
A major redesign occurred for use in FY ’12 with a minor update planned to be completed by
August of FY ’13.

Financial Planning Materials
o The financial planning brochure (Think Again) was totally redesigned with additional focus
on affordability and comparisons of Juniata to classes of competitors.
o The financial planning website and written correspondence also carry forward the theme
of affordability and availability of support for families to make Juniata viable financially.

Study Abroad International Piece.
This brochure was completely re-done and greatly expanded for fall 2011 to take advantage
of the colleges 50 year history in sending students abroad. It emphasizes the benefits of
study abroad and includes quotes from non-Juniata corporate leaders on how study abroad
increases employability.

The Science booklet.
Juniata has compelling offerings in the sciences. Until this year, there has been no
comprehensive way to present the remarkable research and activities of students, the
superior facilities, the excellent graduate school acceptance of our students, and the
distinguished achievements of science alumni. The Science Booklet currently being designed
is to strengthen the brand of Juniata science locally and create a brand in some of the distant
markets currently being developed and strengthened. The timing of the Science Booklet for
the incoming class will be used as a yield piece for the entering call of Fall 2012, as an
introductory piece for S-STEM transfer students and for inquiries from the national buys in
the sciences.

The Admission Magazine.
The Admission magazine is in its second year. After the first year, significant focus group
work was done to assess the initial approach. There are two issues – August and December –
and each is targeted to support two goals. First, it provides a continuing flow of information
for the student and their family, filling gaps between receipt of view books and campus visits.
Second, it is designed to give in-depth information to students concerning campus and
campus life based on the probable topical interest at that season for seniors in the prospect
pool. Although a relatively small number of juniors and sophomores receive the magazines,
it is believed that the information and focus may not resonate but is not counter-productive.
Page 2
b. Redesigned Search

Waybetter Marketing Campaign
The Waybetter approach is an inquiry-generating activity that works specifically with large
numbers of inquiries in the beginning of the search process. The company, Waybetter,
helped the College design and implement a web-based ‘push’ campaign to students. This
process was early enough in the spring of rising seniors that the desired outcome was to push
students to many of the Juniata sponsored recruitment events the Fall of 2011.

Increased Search Buys
The aggressive recruitment of students begins in mid-winter of a student’s senior year. In
addition, sophomores are communicated with as well. Purchases are made from the College
Board with the PSAT as the main source of student names and criteria as well as through a
company NRCCUA. Based on various criteria, different for each organization but both
desirable for Juniata, the college buys and communicates with approximately 100,000 high
school juniors.
o National Chemistry and Theatre purchases. For the Fall of 2012 cohort, the College
purchased students interested in Chemistry and Theatre from a National arena. The only
criteria used were academics.
o Approximately 4,000 additional, unduplicated prospects were purchased from NRCCUA.
These students were purchased in early Fall and were pre-scored by Noel-Levitz to
indicate a very high potential for enrollment. It will be decided as to whether these
students are automatically treated as inquiries or they will be treated the same as the
College Board purchases.
o A December buy of late SAT takers will be made with the College Board. This is the first
time we have made such a buy. It is expected that this group will have include greater
percentages of athletes and ALANA students.
For the Fall of 2013 cohort, the College will increase the total buy from the College Board to
include national buys of Chemistry, Physics, Biology and EES students with superior academic
credentials. Additional buys will be made of undecided students from the mid-Atlantic.
NRCCUA and late College Board are expected to be similar to the approach for the Fall 2012
cohort.
c. Constituent Work

Alumni Scholarship / Gold Card
The Alumni Scholarship program has proven to be a helpful program. The change involving
alumni ‘recruiting’ a student vs. referring a student has encouraged alumni to become more
fully invested in the recruitment of students they introduce to Juniata. It is viewed more as a
partnership within the enrollment process. Alumni personally recruited 85 members of the
class entering the Fall of 2011.
The goals for 2012 and 2013 are for 97 students and 109 students respectively to be alumnirecruited. The Gold Card program will go international. Additionally, the College is
launching a new, similar initiative “Parents Pride”. Special initiatives were also added for
alumni who are doctors and lawyers as they may have personal offices where the Juniata
Page 3
viewbook can be displayed. Athletics has also had a gold card initiative with requests to
recruit coming from specific coaches to alumni of their sport.

Specific communication with alumni outside of the traditional Juniata markets
This fall, in coordination with the development office, alumni in targeted areas were
contacted by their enrollment counselor and informed of Juniata activities in their area.
Alumni were invited to attend any or all activities.

National & International Honors/Poster Project
These two projects attempt to highly –personalize the recruitment process by re-introducing
current Juniata students to their high schools. The introduction allows the College to brag
about the success of ‘their’ students.

CTCL travel follow-up and counselor communication
The College has certainly capitalized on the book by Loren Pope, Colleges That Change Lives
and all the activities sponsored by the non-profit CTCL of those same 40 colleges. Close
communication is maintained with guidance counselors met through the activities occurs
immediately following the tour. In addition, enrollment counselors try to return to those
same areas and make personal visits to guidance and independent counselors to reinforce
the Juniata brand.
d. Transportation Initiative
As Juniata gains more of a national reputation, it is important that we ‘look’ like a school with a
‘national’ audience. The transportation Initiative is to make it easier for students from outside
the ‘traditional – core’ markets to get to Huntingdon and Juniata for a prospective student visit
or return to campus as a Juniata student. If transportation is not addressed, it appears that our
market is more ‘local’ and transportation is not as important. Starting this fall, prospects are able
to arrange for local transportation from bus and air terminals in State College and bus, air and
rail terminals in Harrisburg.
e. Counselor recruitment/travel in non-traditional areas
Travel territories amongst the six principle counselors was realigned for the fall travel season of
2011 for purposes of having more effective and efficient travel during the fall. Targeting key
constituents (CTCL counselors, alumni and targeted schools) made it essential to increase the
geographic travel regions.
f. Athletic Recruitment (See Appendix A)

Purposeful, renewed, coordination between enrollment and athletic staffs
o Specific athletic/enrollment representative at the director level
o Athlete ranking system so enrollment counselors are aware of hot prospects
o Specific roster goals by sport for applications and deposits

New initiative Virtual Tour pilot for athletics Fall 2012

Monthly reviews, training and quick application decision turnaround

Enrollment support of athletic communication
o New letters for athletes not rated
Page 4
o Communication for athletes who respond to questionnaires

Work with the director of athletics, Director of Internal Operations and the Executive VicePresident of Enrollment & Retention to solve the Datatel and Scoutware data issues.
g. Community College Transfer Student Initiative
The College is pursuing aggressively the recruitment of community college students as a way of
increasing overall enrollment by incremental steps. The strategy is two-fold: develop academic
program articulation agreements/dual enrollment agreements and work with faculty on the
recently successful STEM Grant.

Specifically the college will pursue agreements with a minimum of six community colleges in
specific academic programs. The colleges contacted include HACC, Harcum College,
Montgomery College of Pennsylvania, Montgomery College of Maryland, Pennsylvania
Highlands and Allegany College of Maryland.

Assist STEM Grant Faculty with recruitment of community college students as well as assist in
the process of communicating and selecting STEM grant recipients. Assist in developing
general and departmental articulation agreements for the community colleges targeted by the
faculty.

Continue direct mail to community college transfer students as well as Phi Theta Kappa
national honorary scholars.

Continue awarding transfer students with freshman level financial aid awarding.
h. Alana Recruitment
Juniata has been working on improving ALANA recruitment since 1991. Our approach has taken
on many forms over the years. However, we have settled on an approach that is very
personalized, identifying particular schools and counselors that know Juniata and know their
students well. In addition, on-campus cooperative efforts coordinated by the Multi-Cultural
enrollment coordinator and Multi-cultural Enrollment Associate bring together current ALANA
students and the Office of Diversity and Inclusion to support enrollment efforts. The work of
these individuals and the ODI extend beyond ALANA students to create a positive and welcoming
environment for all students including religious minorities and LGBT individuals.

Bus trips from targeted areas (Baltimore, NYC, Philadelphia) – Baltimore is in its fourth year as
an overnight event. The NYC event was added this year. Philadelphia will be added in the spring
as more of a yield event. The Bus trips were expanded as the decision was made to leave a
group called Meet the MAC. Meet the MAC was a specific minority recruitment organization
that did not produces minority student awareness for us.

Additional communication post application from an ALANA faculty member encouraging
communication with her personally and students about the campus environment and reasons
why a Juniata education will be so valuable for them.

Phone/email contact to students from the Multi-cultural associate on inquiries generated by
the traveling counselors. This contact will continue throughout the spring with ALANA
applicants.

Contact from the office of student financial planning offering support through the financial
planning process early in February.
Page 5

Transportation initiative initially targeted Philadelphia and NYC is now for all areas and listed
on our website. The enrollment center is currently working on a process/procedure to select
specific desirable applicants to provide funding for transportation costs during their initial visit
to campus.

Heritage and Ray Day Scholarships as part of the contingency funds referenced in the financial
planning section

Soliciting the help of various student organizations on campus to help with the recruitment
effort by hosting, participation in the lunch buddy program, providing assistant on student
panels for open houses and contacting applicants as well.
i. International Recruitment

Effectively communicate and leverage the resources that the college has invested in the China
Office.

Aggressively pursue the action steps of the China Office Enrollment Plan (See Appendix B)
including the mobilization of staff currently on campus

Continue the work in Vietnam through current students and using key contacts made with
Ms.Hanna Dien of the Quoc Anh IEC Company in Hanoi.

Develop relationships with at least three more international Independent counselors. Visit
these counselors on the annual international enrollment travel either through the international
director of recruitment or other campus constituent.

Develop JAA communities abroad that consist of alumni and current families specifically in
China, Vietnam & European countries.

Contact new trustee Patrick Chang-Lo on a regular basis for assistance.

The international travel plan is a multi-year plan. It is important to review the travel over a five
year period. (see attached) The international travel plan should be reviewed not only by the
Executive Vice-president for Enrollment as well as the Provost of the college for input in
reference to curriculum and other campus initiatives that enrollment may not be aware of.

Work with the Center for International Education and other campus constituents to be sure
that new and current international students are supported both academically and socially.
Review with the Center for International Education, Office of Student Financial Planning and
the Registrar academic progress that may be affecting international students.

Gold Card International – This is the first year for a Gold Card for International alumni. The
program works very similarly to the domestic/stateside version. It was just not a group that
was solicited in the past.
B. Achieve 432 new students (420 tuition paying) with a net-revenue figure of $10,688,473. (See
Appendices C&D)
a. Be Among the First Acceptances
We have reinstated rolling admission on a quiet basis to avoid compromising Early Decision
approaches. This change allows counselors to read files in early fall and tell students their
admission decision in three to four weeks. Compared to previous years, regular decision
students will be learning about their admission decisions two or more months earlier. The hope
is that yield on a significant amount of students will be affected positively because of this change.
Page 6
Juniata has adjusted its Early Decision date by moving it forward from the historic December 1
deadline to November 15. This is consistent with more peer and aspirant institutions. This
deadline is for Early Decision 1. A second Early Decision group known as ED2 replaces the
historic Early Action approach and has been designed to fit more nearly the needs of the athletic
department.
b. Contingency dollars
See Student Financial Planning portion of plan.
c. Focus on very personalized recruiting with initiatives that extend the reach of single counselor
follow-up work.

Associate phone contact – Student associate- level positions were designed to be junior and
senior level Juniata students who would contact applicants and referred students by
enrollment counselors during the fall travel season. All applicants both admitted and
submitted had a personal contact attempt.

Arsenal Use – The use of the arsenal (personalized follow-up specific to a student interest) was
brought back to the prospect-level. In addition, the Next Move Process was further refined to
have clear and accurate coding so that a prospect or applicant did not have this personalized
follow-up twice. Any second follow-up is deliberate and not an oversight.

Personalized CV follow-up – An associate-level student personally contacted each individual
campus visitor, open house visitor and department day visitor from September to December 1.
In the process, the associate also did some quality control note-taking reporting information to
the campus visit coordinator and the Director of Internal Operations.

Department Days vs. Open House
The goal of a department day is to be very specialized by academic interest, to showcase the
academic area and to allow for maximum faculty involvement. The College initiated
department days during the Spring of 2011 on a limited basis. They were expanded in the Fall
of 2011 and will be refined throughout FY ’12 and ’13. This shift in focus was prompted by
three factors:
o a desire to reduce the number of weekend open houses easing pressure on faculty and
staff
o analysis that showed that more individualized visits had much greater yields than did open
houses
o a continuation of the personalization approach, insuring that prospects feel that they are
treated as individuals and not a part of a herd of 100 in an open house.
The initial department days were templated by enrollment based on meetings with
department heads. Future days will be customized as appropriate based on the desires of
individual academic departments. On average students spend six hours on campus during their
visit. It is made up of several elements:
o greeting at the Enrollment Center by Enrollment staff and student(s) or faculty from the
department
o escort to a class in the department
o meeting with faculty
Page 7
o
o
o
o
lunch with faculty and students
campus tour
meeting with enrollment
meeting with coach or other activity if requested

Spring and Fall receptions in non-traditional areas (include parents) – Travel and enrollment
events were published on the admission website all throughout the fall in an effort to allow
campus, alumni and Juniata Admission Ambassadors to know where we traveling and what
events were happening. The goal of this initiative was to allow alumni to easily see where they
could be involved. An invitation was sent to all JAA to review the link on the website and join
us at any time. This allowed alumni, JAA and parents maximum flexibility. For a first year
initiative, it went well. Receptions were planned months ahead for ease of scheduling.

Steady, regular communication with volunteers. The goal of the JAA Chairperson was to
communicate with volunteers on a more regular basis than the previous quarterly
communications. The JAA chairperson also personally communicated with each volunteer
after they did an event to get feedback but also let them know that their role is very essential
to our success. The Gold card communication was also designed around the same theme.
Each activity that a student participated in was communicated to the alum or parent in a
timely fashion. Alumni could then follow-up with the same sense of timing to an event or
activity.
Gold card follow-up includes follow-up to the alum in hopes they will create awareness and
support the quality brand of Juniata in person. Secondly, the telecounselors reached out to
both the alum and the referred student. Anytime a third party can contact a student with
affirming, positive information about the school has proven to increase inquiry to application
conversion and acceptance to deposit conversion.
d. Out of State Recruitment
The yield must increase each year for the next several years. The following specific activities are
designed to help in a yield increasing effort. Some of these initiatives have been previously
discussed but are repeated here to emphasize their yield potential.

Science Specific – use the yet to be developed science booklet to further underscore the
strength in our national science reputation. The book will outline results of our graduates

Targeted travel

Transportation Initiative

Skype Interviews – making a more personal contact in hopes the student will make it to
campus for a personal visit.

Alumni Involvement

JAA
e. 12 Counties
12-county recruitment has held steady for the past several years with a drop of almost 20 last
year entirely associated with athletic recruitment, especially football. Meeting 90% of need
funding initiative has helped keep Juniata’s price affordable and competitive with local, lowercost privates in the area.
Page 8
f. Outreach to local high schools
Specifically invited the county schools to Juniata for group visits.
C. Staffing
a. Develop a plan to minimize staff turnover
In the personalized model of enrollment utilized by the College, any turnover in staff can have
negative consequences especially if the turnover occurs mid-year. The drop in 45 deposits in the
Fall 2011 cohort from the two regions with mid-year turnover documents the risk. In partnership
with HR, a staff development plan has been created that will keep the salaries of excellent staff
competitive with other colleges and will provide graduate degree support. These should help
minimize turnover based on compensation or continuing education issues. The plan developed
outlines clear expectations of performance and associated compensation. Of course, the College
will still be vulnerable to turnover due to personal circumstances unrelated to Juniata and the
work of Enrollment.
b. Principal Traveling Staff
At this time, there are two Assistant Directors who are in their third year with Juniata. There are
two Enrollment Counselors in their second year and two in their first year.
c. Juniata Associates
The Juniata Associates program has greatly strengthened the work of Enrollment in a number of
areas. The department is expanding the number of Juniata Associate positions from six in FY ’11
to nine. Three could not be immediately filled due to lack of experienced workers but will be
filled this winter and next fall. Those deferred include the International Admission Associate, the
Transfer Student Recruitment Associate and the Juniata Admission Ambassador Associate.
Page 9
III.
Win/Loss Analysis and Competitor Resource Review
Juniata routinely analyzes wins and losses using the services of the College Choice Report.
Unfortunately, the College is limited in that analysis to those students whose families filed FAFSAs. This
does not include data for no need families which represent almost all of the non-filers. For the cohort
enrolled Fall of ’10, we utilized the services of the College Board in administering their Admitted Student
Questionnaire to obtain feature distinctions perceived by non-matriculates. For the cohort enrolled Fall
of ’11, we utilized the services of Academica. The analysis that follows is a composite of the ’10 and ’11
College Choice Report and the ’11 Academica research.
Competition for Accepted Students Filing FAFSA
JC Wins
Change '10 to '11
Competitor
Percent JC Number
Wins
Other Wins JC Wins %
Wins
JC Wins
Susquehanna U
19
22
50
46%
10%
6
Allegheny
14
16
87
47%
12%
-6
Elizabethtown
14
15
37
48%
5%
2
College Of Wooster
4
12
38
25%
-1%
-1
Washington & Jefferson
12
12
37
50%
-6%
-3
Ursinus
17
12
55
59%
-8%
-5
Dickinson
17
12
51
59%
12%
8
Lycoming
10
11
14
48%
9%
3
McDaniel
17
11
37
61%
11%
-1
Penn State U
39
21
69
65%
13%
-6
U Of Pittsburgh
25
22
46
53%
6%
4
U Of Delaware
6
10
34
38%
17%
2
Several changes may explain some of the outcome differences from ’10 to ’11:




Susquehanna modified its scholarship awards for ’10 by increasing the award for the best
students by $2,000. Juniata adjusted its award in ’11 to match Susquehanna. The College
continued faring poorly when competing for social sciences students, especially business
students (Susquehanna has an accredited department and Juniata does not).
With the continuing effect of the down economy, it was feared that Juniata would suffer further
losses to public university competitors. The data doesn’t support that.
Juniata had turnover of two of its enrollment counselors mid-year resulting in a net loss of 45
matriculates in the affected regions over the previous year. The competitor in the best position
to benefit from the weakness regionally was Ursinus. This may account for the greater number
of losses to Ursinus for fall of ’11.
The losses to Allegheny were unusually high among those with very high need which suggests
that they have been aggressive in meeting a higher than normal percentage of need. This is likely
to be prompted more by the very high discounting of Ohio colleges with whom Allegheny
competes than a strategy aimed at Juniata. Allegheny continued to perform well against Juniata
for science students.
Page 10



Juniata had very high losses to Dickinson when competing for the most academically gifted. It’s
likely but not verified that Juniata made gains when competing for students below the academic
1’s.
Juniata continued performing well against Elizabethtown for students in the sciences and
humanities and performing poorly for students in the social sciences, especially business.
Elizabethtown completed departmental accreditation and Juniata has not.
In general, Juniata tended to win most often when the students were from very high need
families.
6 Yr
Apps
1
1
Selectivity Pell
1
SAT
1a
Grad.
Expend.
Per
Total FT
1b
1
Yield Enrollment
2a
Student
2
Susquehanna
3,186
70%
21% 1020-1220
79%
29%
2230
$27,587
Allegheny
4,341
59%
24% 1120-1330
78%
23%
2115
$30,935
Elizabethtown
3,329
75%
20% 990-1210
78%
20%
1864
$32,722
College of Wooster
4,635
67%
19% 1110-1340
77%
20%
1955
$37,201
Washington & Jeff.
6,821
39%
22%
71%
15%
1443
$32,566
Ursinus
5,917
55%
18% 1120-1320
81%
14%
1780
$31,583
Dickinson
5,033
48%
11% 1200-1368
82%
27%
2373
$45,781
Lycoming
2,078
64%
29% 935-1160
70%
26%
1321
$24,115
McDaniel
2,867
74%
23% 1010-1220
70%
19%
1599
$37,560
Juniata
2,198
72%
20% 1060-1280
71%
26%
1527
$31,433
PSU Main
40,714
52%
17% 1090-1300
85%
31%
37485
$96,776
U Pitts - Main
21,737
59%
17% 1160-1360
78%
29%
17083
$90,961
U Delaware
26,548
51%
10% 1070-1300
74%
28%
15894
$44,174
?
1 = Fall 2010 Data from National Center for Education Statistics
1a = 25% scored at or below X and 25% scored at or above Y
1b = 6 year graduation rate for those starting in the Fall of 2004
2 = Reported expenditures divided by the number of FT students
2a = Total Undergraduate Full Time Enrollment FY '11
Except for Lycoming and Washington & Jefferson, Juniata had the smallest enrollment. The most serious
competitors continue to be Susquehanna, Allegheny and Elizabethtown all of which have enrollments at
least 20% greater than Juniata. In general, with those greater enrollments, they are able to spread their
fixed costs (facilities, administrators, athletic programs, etc.) across a greater number of students.
Additionally, the greater enrollment allows those competitors to employ more faculty which enables a
greater breadth of offerings in their academic departments. Every competitor, excluding Lycoming, has
significantly more applicants than Juniata, providing greater latitude in financial aid strategies.
Juniata’s graduation rate is significantly below that of all competitors except for Lycoming and McDaniel.
This presents two competitive weaknesses. First, in a period in which parents and some students pay
close attention to outcomes, Juniata may be perceived to be an inferior choice. This is reinforced by the
drop in rankings that occurred in part due to the drop in the graduation rate. Second, if a college retains
Page 11
10% more of its students than Juniata, it has a financial advantage in terms of greater tuition revenue
from a larger enrollment and greater benefit from each tuition increase, as increases are passed on
without discount to sophomores, juniors and seniors. This also results in a lower net discount that is
reported which can also affect rankings.
As evidenced by the SAT ranges, Juniata is attracting a generally brighter group of students than all
private competitors except for Allegheny, Wooster, Ursinus and Dickinson. On one hand, that is a very
favorable difference. On the other hand, competing for the brightest students is by far the most
expensive part of the financial aid budget. To reduce discount, it will be necessary for the College to
target higher percentages of academic 2’s and 3’s.
It had been assumed that Juniata was attracting a higher percentage of Pell eligible students (very low
income students) which could account for the disproportionate matriculation of students with high and
very high need. However, the current analysis shows this isn’t the case which should prompt additional
consideration of a review of the College’s financial aid strategy.
Page 12
IV.
Office of Student Financial Planning
A. Philosophy
Questions are common and the process of applying for and evaluating financial aid awards can seem
confusing. The Office of Student Financial Planning staff partners with families to demystify the process
and to understand the conditions that define each family’s ability to afford a college education. We
work closely with families beginning at personal campus visits or Open House events, and continue that
relationship through the student’s enrollment. It is important that we help families create a financial
plan for 4 years. Working closely with them early on in the process helps us do that, by understanding
the family’s particular financial concerns.
B. Affordability
a. Four-year graduation and conditional aid guarantees

The keys to an affordable education and great career momentum are the same – on-time
graduation. Juniata expects all full time students who are admitted to be able to graduate in
four years or less. With the support of 2 academic advisors along with planning and
commitment by the student, this is possible. If the student meets all of the criteria and is not
able to graduate in 4 years, Juniata will cover the cost of the credits needed to graduate.

A student's commitment to attend Juniata is matched by a corresponding commitment from
the College. The Conditional Guarantee assures you that College-sponsored aid will remain
unchanged for the student's four year of attendance. Because of this you can plan and budget
for each year with the expectation that College aid will not be reduced. This means a stable
family contribution each year with manageable payments.
The following conditions must be met to maintain the provisions of the Conditional Guarantee:

Students must meet acceptable standards of academic progress (see Catalog).

Students must file renewal applications for aid by April 1.

Significant changes to family or financial circumstances may result in changes to financial
assistance.
b. Personalization model in financial planning
The Office of Student Financial Planning prides itself on the personal counseling of individual families
taking into account the varied situations that all families encounter. Counselors discuss and
recommend many options for managing the costs including 10-month payment plans, parent loan
and institutional loan to manage costs while managing other financial obligations. Counseling can
includes long range planning if multiple students will be in college at the same time or parents are
close to retirement age.
c. Institutional loan programs (both emergency and basic)
Prior to 2009, the college set up an institutional loan program to be administered by the Office of
Student Financial Planning to bridge the short term needs by individual families.
Page 13
C. Financial Aid Resources
a. Current year model and multiyear model
The Financial Aid Model for the Fall 2012 cohort was designed similarly to the fall 2011 model, with a
few minor modifications. Those changes were as a result of the review of each cell scholarship and
grant percentage. Some had not been changed in a number of years. It was determined that a few
cells should be increased by a percent or two in order to be competitive.
The merit scholarship amounts were also reviewed and updated as follows:
Academic 16s - $20,000 ($2,000 increase)
Academic 1s - $17,000 ($1,000 increase)
Academic 2s - $16,000 ($2,000 increase)
Academic 3s - $12,000 ($2,000 increase)
Academic 4s - $ 6,000 grant (no change)
The net revenue goal for the entering class of Fall 2012 is $10,688,473. There are two models that
have been used to calculate the expected revenue. They are attached as Appendices C & D.
b. Contingency Funding
As part of the plan to achieve this net revenue goal, we have contingency funding built into the
model. We use these funds to address families concerns about special circumstances and changes to
financial situations, as well as to increase diversity through the portion we identify as the Heritage
and Ray Day Scholarship Programs. We monitor these funds very carefully and target their use to
increase yield for students who may not otherwise be financially able to enroll. We assess the other
schools listed on the aid application, a student’s area of study, extra-curricular activities and other
characteristics when awarding these discretionary funds. Contingency fund comparisons and multiyear spending are outlined in Appendix E.
c. Multi-Year Model
The Office of Student Financial Planning is working on a multi-year model but does not at this time
have a matrix to support it. For context, see Section B Alternative Pricing and Financial Aid
Strategies in the Long Range Planning portion of this plan.
D. Document Return on Investment
Financial aid publications, web content and presentations will stress evidence of why a Juniata education
is valuable with points such as graduate assistantships, graduate outcomes, monetary benefit of a 4-year
or less graduation rate, average loan indebtedness as well as Juniata’s stellar performance with very low
default rates on student loans (.6% for 2009 cohort data, latest data).
E. Financial Planning Award Letter
With the focus on the re-design of communications from The Office of Student Financial Planning, the
award letter is also taking on an additional role. Currently under review, it is hoped that the award
letter provides more information to prompt meaningful discussion with new student families. It will
include a model of a ten month payment plan. Additional communication ahead of the actual awarding
season from staff to admitted students is targeted at beginning the relationship with the office and
identifying it as a place to call for clearer understanding of the process.
Page 14
F. Net-price calculator in its second year
The Juniata College Personal Cost Estimator(PCE), a net price calculator, is a tool that can be used to
determine the estimated cost for a student to attend Juniata. Our calculator was unveiled in August
2010, a year before the federal requirement to have the tool available. In prior years, we offered the
Early Financial Aid Assessment to give families an estimate of costs. We worked very closely with these
families, and yielded them quite well. We are not yet sure of the effect of the Personal Cost Estimator,
and whether there will be students who do not apply to Juniata based on the results of the tool. All
schools are required to have a net price calculator available by 10/29/11. Therefore, we will pay close
attention to the prospective students who complete our PCE, as well as other institution’s calculators, to
determine if any messages need changed, etc. to get families to connect with us.
In 2010, there were 3161 hits to the calculator. 74 students provided an email address so that we could
contact them. Of the 74 who were contacted, 5-10 responded and met with us.
Our goal for 2011 is to see an increase in the hits to the site due to the widespread media coverage of
the requirement to have the tool available. Our goal is for 100 students to provide contact information,
and at least 25 to follow up and talk with us to review the results.
G. Creation of Webinars
Two webinars are planned for design and deployment. The first, targeted for first use early 2012 will be
targeted at families who are planning to submit FAFSA’s. It will help families understand the nature of
the FAFSA, the process for completing it and the possibility that they may be required to go through a
verification step. The second will be intended to demystify financial aid and managing the cost of an
education and will be targeted for first use in the fall of 2012. It will introduce all elements in the
financial aid award that a college will offer and will promote the use of our Personal Cost Estimator as a
way to compare potential cost of a Juniata education with those of other colleges and universities.
Page 15
V.
Long Range Planning
A. Ongoing Analysis of Demographics, Academic Program Markets and Resources
As part of our analysis of the impact of growing enrollment to 1600 and beyond, we continue evaluating
three factors – changes in demographics within our traditional markets, market demand for academic
disciplines at Juniata, and the impact of growth on residential and dining facilities and on capacity of
high demand academic departments. This evaluation is an ongoing activity that will span this and other
academic years.
The core questions are:

“What is the ability to increase demand for Juniata within new and existing markets?

“Are there academic departments that have the reputation and/or for which a generally strong
demand exists, that can play a significant role in growing enrollment?”

“If the College achieves growth of 20-40 first-time, full-time students per year over the current
goal of 432, what will constraints must be resolved to absorb that growth effectively?”
a. Demographics
Anticipating significant changes in demographics in this decade, Juniata made several fundamental
shifts in market focus starting around 2000. Increased attention was given to International
recruitment which has grown from about 2% of the FTE to nearly 10%. Additional staffing in
Enrollment and creation of the Center for Diversity and Inclusion have supported a growth from less
than 2% to over 10% of FTFT ALANA students. Dependence on local and other Pennsylvania markets
was reduced from nearly 80% to less than 60% of FTFT students. This has been accomplished
without decreasing enrollment from the twelve counties nearest to Juniata that represent Juniata’s
historic base, by growing the overall FTE from less than 1,300 to 1,550 (approximately 25 per year).
Projected HS Graduates in Pennsylvania
146,000
144,250
144,000
141,330
142,000
140,000
141,110
138,230
138,000
136,370
136,000
137,790
- 6.7%
138,260
135,680
134,620
134,000
132,000
130,000
128,000
2011
2012
2013
2014
2015
Page 16
2016
2017
2018
2019
Projected HS Graduates in Nearest 12 Counties
12,508
14,000
11,241
- 23%
9,630
12,000
10,000
8,000
6,000
4,000
2,000
0
2010
2015
2017
Juniata has maintained a strong position in the nearest 12 counties, generally matriculating an average of
about 120 students by meeting a higher percentage of need (about 10% greater) than is provided otherwise in
Pennsylvania. That appears to be unsustainable in part because it is very expensive and due to the 24% drop
in HS graduates over the next 6 years. The College will need to set a revised target for the number of students
it will enroll from the 12 counties and the percentage of need that will be met.
395,000
392,230
390,000
383,570
385,000
380,000
376,800
374,500
375,000
371,120
370,000
-6.84%
366,230 366,620 365,390
367,940
365,000
360,000
355,000
350,000
2011
2012
2013
2014
2015
Page 17
2016
2017
2018
2019
Projected HS Graduates in the Northeast
140,000
139,340
136,990
138,000
136,000
134,420
134,000
132,440
130,940
132,000
131,530
-7.94% 130,120
130,000
128,670 128,270
128,000
126,000
124,000
122,000
2011
2012
2013
2014
2015
2016
2017
2018
2019
The projected decline in high school graduates will create significant challenges for Juniata and other regional
colleges in the coming decade. Juniata has maintained a strong position in the nearest 12 counties, generally
matriculating an average of about 120 students by meeting a higher percentage of need (about 10% greater)
than is provided otherwise in Pennsylvania. That appears to be unsustainable in part because it is very
expensive and due to the 24% drop in HS graduates over the next 6 years.
It is believed that the currently difficult economy is temporarily boosting the numbers of high school
graduates who are electing to attend college. When the economy improves, we can predict that the decline
in high school graduates will begin to strongly affect Juniata and its competitors. This is likely to create
significant discounting pressure and greater challenges in maintaining or growing enrollment. We must
determine whether our initiatives for the gold and parents pride cards, international recruitment and
Waybetter search are likely to generate sufficient demand to offset the projected declines.
At the same time, we must determine if the College can increase yield from outside Pennsylvania. The
historic yield percentages have been:




12 Counties and Huntingdon – 51-56%
Pennsylvania other than the 12 Counties – 28-33%
Mid-Atlantic – 16-21%
Other US – 16-17%
Page 18
ALANA Students Will Be Larger Share of HS Graduates
400,000
350,000
300,000
Darker Shaded Areas Represent ALANA Students
250,000
200,000
150,000
100,000
50,000
N.E. 08
N.E. 14
N.E. 16
FL 08
FL 14
FL 16
CA 08
CA 14
CA 16
VA 08
VA 14
VA 16
NY 08
NY 14
NY 16
NJ 08
NJ 14
NJ 16
MD 08
MD 14
MD 16
PA 08
PA 14
PA 16
0
Juniata can be somewhat encouraged by the success we have experienced in moving from 2% to over 10% in
ALANA students. We have made extensive use of special financial aid funds to support this improvement.
Still, most of the success appears to have come in recruiting Asian and African American students and ALANA
from rural and sub-urban communities. The demographic shifts highlighted above largely represent growth in
Latino/a students who are likely to be more urban, less likely to go to college and those who go to college are
more likely to attend colleges in or near the communities in which they live. Juniata will need to consider
steps it may take to improve its ability to attract and yield those students. This may include recruiting
enrollment counselors who are bilingual, advertisements in publications used by the Latino/a communities
and college fair displays with some portions in Spanish.
b. Market Demand
Juniata makes a concerted effort through department sheets, arsenal pieces (reprints of articles or
other discipline related examples that are provided to prospective students), web pages, department
days and other methods to attract students to all disciplines. The market, however, picks winners
and losers. Sometimes it is due to characteristics of the programs at Juniata and at other times it is
due to very strong competition within the geographic market.
In general, it is best for the College to market to strengths while it works internally to strengthen
academic offerings for which a significant market exists and for which a reasonable investment can
yield better outcomes. However, any effort to refocus current resources or to commit to growth in
some areas over others is likely to create controversy among the faculty.
While Juniata markets in areas outside Pennsylvania and the Mid-Atlantic, a very high percentage of
prospective students and matriculates come from those areas and thus receive more focus.
2010 Juniata Pennsylvania Market Share of 2008 PSAT Takers
EES
Interdisciplinary
Possible
357
143
Accepts
19.33%
9.81%
Page 19
Deposits
9.25%
4.20%
Yield
48%
43%
Enrolled
33
6
Econ, Poli Sci, AN &SO
World Languages
Chemistry & Physics
Biology
English
CS & IT
Education
Health
Exploratory
Math
Social Work
History
Psychology
Accounting & Business
Art & Theatre
Engineering
Communi. & Journalism
1214
571
928
2855
999
1071
4926
13564
8210
571
286
928
2998
6925
6211
5497
2427
3.30%
1.58%
3.77%
2.24%
1.50%
1.68%
1.42%
1.22%
1.02%
0.88%
0.70%
0.86%
0.80%
0.51%
0.18%
0.36%
0.29%
1.07%
0.88%
0.75%
0.70%
0.60%
0.56%
0.49%
0.44%
0.40%
0.35%
0.35%
0.32%
0.27%
0.13%
0.11%
0.07%
0.04%
33%
56%
20%
31%
40%
33%
34%
36%
39%
40%
50%
38%
33%
26%
64%
20%
14%
13
5
7
20
6
6
24
60
33
2
1
3
8
9
7
4
1
In any area in which more than 1% of those taking the PSAT were accepted by Juniata, the College
could be viewed as having a fairly high level of market draw for the program in Pennsylvania. These
are disciplines that might benefit from increased buys of names. The average market share for
actual deposits from Pennsylvania was 35%. Similarly, the average yield of those accepted was 36%.
Special attention should be given to those capturing less than the average, especially those below
average on both measures to determine whether the degree to which we are limited by program
breadth, behavior in engaging prospective students, relatively unimpressive outcomes for graduates,
facilities or other challenges. We should rerun this analysis for 2011 and discern if there are
patterns.
2010 Juniata Mid-Atlantic Market Share of 2008 PSAT Takers
EES
Interdisciplinary
Econ, Poli Sci, AN &SO
World Languages
Chemistry & Physics
Biology
English
CS & IT
Education
Health
Exploratory
Math
Social Work
History
Psychology
Accounting & Business
Art & Theatre
Possible
1414
2079
4698
2146
3372
12189
3787
4327
14738
44964
36676
2613
1210
3339
12572
29912
28590
Accepts
3.47%
1.90%
0.83%
0.28%
0.80%
0.24%
0.42%
0.16%
0.25%
0.18%
0.20%
0.11%
0.00%
0.27%
0.17%
0.06%
0.07%
Page 20
Deposits
0.64%
0.29%
0.13%
0.09%
0.21%
0.06%
0.05%
0.02%
0.05%
0.03%
0.05%
0.00%
0.00%
0.06%
0.02%
0.01%
0.01%
Yield
18%
15%
15%
33%
26%
24%
13%
14%
19%
16%
24%
0%
0%
22%
14%
21%
21%
Enrolled
9
2
6
2
7
7
2
1
7
13
17
0
0
2
3
4
4
Engineering
Communi. & Journalism
20410
9435
0.03%
0.08%
0.01%
0.03%
17%
38%
1
3
In any area in which more than 0.5% of those taking the PSAT were accepted by Juniata, the College
could be viewed as having a fairly high level of market draw for the program in the Mid-Atlantic.
These are disciplines that might benefit from increased buys of names. The average market share
for actual deposits from the Mid-Atlantic was .032%. Similarly, the average yield was 20% for those
that were accepted. Special attention should be given to those capturing less than the average,
especially those below average on both measures to determine whether the degree to which we are
limited by program breadth, behavior in engaging prospective students, relatively unimpressive
outcomes for graduates, facilities or other challenges. We should rerun this analysis for 2011 and
discern if there are patterns.
c. Capacity
The Campus Master Plan calls for increases in 40-60 beds which should support needs for 2-5 years
assuming an average of 432 first time, full time students and modest improvements in first to second
year retention. Achievement of those goals will produce greater pressure on dining especially at
lunch. No expansion of food service areas was provided in the Five Year portion of the Master Plan
although Sodexho has prepared plans for remodeling of Baker that could support modest increases
in use.
Based on capacity estimates provided by Dr. Hark, it is estimated that we will exceed capacity in OChem if we enroll 20 more Chem/Bio/Health students over the current year base. That is roughly
equal to the anticipated distribution in a class of 432. Any further overall growth or growth in the
relative proportion of Chem/Bio/Health students would require additional laboratories or
alternatives to current utilizations. This pressure also exists in the teaching load in some other
disciplines, but they are not as dependent on facilities that will limit growth. It is anticipated that
growth in overall demand will in the short run require greater use of wait lists for student in preHealth. At Juniata and at other colleges, students in pre-Health are much more likely to transfer after
one year. Analysis will need to be done to determine characteristics of students more likely to persist
which suggests that a change in their relative proportion of an entering class could benefit retention.
The planned improvements to the P wing of Brumbaugh Academic Center for ESS and the B wing for
Physics will allow greater enrollments in those areas. These improvements will not affect the 2012
cohort and may come too late to affect the 2013 cohort.
B. Alternative Pricing and Financial Aid Strategies
Juniata has historically established its price in a competitive context. We have sought to have Juniata
priced in the top quartile of peers and in the bottom quartile of aspirants. During the last three years,
due to the adverse economy, the College has disregarded competitive pricing and has held prices at or
below a 4% overall increase. That has resulted in Juniata dropping somewhat below median for true
peers. During this time, the net realized price for first time, full time students has risen much less due to
an increase in the discount (57%) needed to achieve matriculate goals.
Each year, we have undertaken a comprehensive review of the previous year’s financial aid awarding
and outcomes utilizing an aid award matrix and assessing yield within each cell of that matrix. As a
driver of this process, Juniata has utilized the services of Noel-Levitz for over 17 years. Efforts to reduce
discount have been thwarted by relatively low demand. When we experimented with differential aid
Page 21
awards based on popularity of subjects and tried decreasing the percentages of need met, we failed to
reach enrollment goals.
It’s believed that the key to improved net realized price (reduced discount) is to increase overall demand
to 2600-3000 over the next three years. The assumption is that this will allow us to cut the amount of
aid given to late appliers, once it is clear that the College is likely to hit its enrollment goals. If efforts to
increase applications prove out in the next two years, we can determine whether this strategy will be
effective. If not, we will need to consider engaging an outside consultant other than Noel-Levitz to assist
in our financial aid strategy and will need to consider changes in pricing strategy that might create
advantages to the College. The alternative pricing strategies include:
a. Non-incremental. This generally is only appropriate for those at the low end of competitors or
with a substantial number of low and no need students. We aren’t at the low end and we have a
very large number of high and very high need students making this an unlikely alternative.
b. Cost-based Pricing. This is possible if there is strong demand. Price is set solely on internal, fiscal
needs. At this time we lack adequate demand.
c. Differential Pricing. This is done by adding fees to more costly programs or through tuition set
by program, which we might do by adding more complete laboratory fees for those in Chemistry,
Biology or pre-Health. However, it complicates financial aid strategies by encouraging students
to apply as X and switch to Y.
d. Tuition Reduction. This is used to drive enrollment growth when no students pay full price of
attendance or the institution wants to change position among competitors. We seldom have
more than one student paying the pull price and may benefit from a change of position.
If a change in pricing strategy is done, it would appear that the Tuition Reduction option is the one most
likely to fit Juniata. This has recently been adopted by Sewanee which has reported a record enrollment
and a drop of almost 7% in discount. We will continue monitoring their results.
Page 22
Appendix A
Athletic Recruitment for Fall 2012
2011-12 Recruiting Goals
Max
Sport
Baseball
Basketball (W)
Basketball (M)
Field Hockey
Football
Soccer (W)
Soccer (M)
Softball
Swimming (W)
Tennis (W)
Tennis (M)
XC/Track (W)
XC/Track (M)
Volleyball (W)
Volleyball (M)
Roster Range
34-27
18-13
18-13
28-22
100-85
30-24
30-24
20-14
20-14
14-9
14-9
35-28
35-28
18-13
20-15
Pre-Season Roster Sizes Seniors
Goal for Number of Number of Number of Number of Initial
2011-12
Class of 2012 Deposits
Visits
Applicants Active Recruits
Prospects
29
8
11
45
50
100
300
12
2
8
48
55
125
275
17
2
6
40
55
110
330
31
13
10
38
38
165
1300
64
13
55
300
300
450
4750
4
8
50
90
250
28
40
24
5
11
40
50
100
300
17
2
7
40
50
95
350
15
2
8
40
50
115
660
11
2
8
40
55
115
350
11
0
7
40
55
115
350
33
8
12
36
36
63
100
28
7
12
36
36
63
100
17
2
6
45
30
90
160
20
3
6
15
20
25
50
Page 23
Appendix B
China Recruitment for Fall 2012
Song Gao Enrollment Plan 2011-12
Introduction – Juniata is excited to have the opportunity to develop an International Recruitment effort in China.
It is a tremendous opportunity and the following document serves to outline expectations in the hope that
revisions and additions can be made on an annual basis to grow Chinese enrollment. The short –term enrolled
student goal is 20 for Fall 2012. The student growth must be based on a variety of factors including academic
quality, English proficiency, financial resources, social and personal/emotional maturity.
To accomplish our goals, Song will perform the following duties for the Enrollment Center:
1.
Applications and Inquiries – service those who inquire to Juniata by:
a. Respond to emails and other inquiries as referred from Brett
i. It is expected that these inquiries will total 20% more than current.
b. Interview applicants referred by Brett. Interviews should be done in person where possible;
otherwise, phone interviews are acceptable. Submit an interview report for each student
interviewed to provide Brett with follow-up recommendations and make an admission
recommendation when appropriate.
i. It is expected that a total of no less than 60 interviews will be completed by April 15, 2012.
c. Contact admitted students to congratulate them on their acceptance, and to offer your services
to them. Provide feedback to Brett.
i. Total number of accepted students expected to be 60.
d. Offer to talk to the parents of prospective students.
i. Schedule at least two gatherings of admitted students by April, 2012 and invite recent
graduates and their families.
e. Refer new applicants or inquiries to Juniata. These may come from leads that you generate
during the normal course of business, or from leads that Brett sends to you and asks you to prescreen.
i. Based upon the travel and personal contact that you make throughout the fall it is
expected that you will generate at least 100 new inquiries and 25 new applications for 5
additional students.
2. Agencies – maintain professional contact with agencies who place Chinese students in the US by mailing,
emailing or personal contact in the spring or fall. The agencies include:
a. Those with whom Juniata already has an established relationship:
i. Great China, Chengdu,
ii. Liu Xiaowei, Pioneer Education School, Chengdu
iii. Sakae Institute of Study Abroad, Beijing Office
iv. Dipont Education, Chengdu
v. IMD, Beijing
b. Referring new agencies that you deem qualified to send applicants to Juniata. These may include
agencies you meet during the normal course of business, or those that Brett sends to you asking
for you to pre-screen. Make contact with 10 total new agencies. Assess their match with Juniata
and send Brett information on agencies for a file for Juniata.
Page 24
3.
4.
5.
6.
7.
8.
c. Be a resource for the agencies and meet with their representatives when you are in their city, and
making sure that they understand the type of student they should refer to Juniata.
High Schools – we recognize that doing high school visits at Chinese high schools is not the norm, nor is it
permitted at most high schools. However, there are some schools that appear to be geared towards
preparing students for higher education in the west. These schools should be maintained, and visited
where appropriate:
a. Schools that already send large numbers of applicants to Juniata:
i. GuangYa School
ii. Chengdu Shude High School, International Department
iii. Chengdu Foreign Language School
b. Western-style International Schools that would welcome high school visits (and would provide
non-Chinese passport students to Juniata):
i. Western Academy of Beijing
ii. International School of Beijing
iii. Beijing BISS International School
iv. Hangzhou International School
v. Shanghai American School
c. Other schools that you identify through the normal course of business, or those that Brett refers
to you. Add a total of 10 additional schools that are appropriate and we can add to the
international recruitment database.
Pre-Departure Orientation - Conduct information sessions for students who have deposited and are
enrolling at Juniata. This should be done between May and early August and can be done in groups in
cities where we have a large number of students (ie Chengdu) or individually if necessary. You will work
with Brett and Kati to identify the topics to be covered.
Chinese JAA Organization – As we are soon to see an increasing number of Chinese alumni you will be
responsible for developing a China branch of the Juniata Admission Ambassadors (JAA) organization and
maintaining a database that is stored on the P:Drive on the Juniata network. The JAA-China includes
parents and alumni to assist in recruiting. These JAA members can assist you not only with referring
prospective students to Juniata, but also with serving as information resources to prospective students
and their parents. The first event to include these new alumni will be in the fall of 2011 and the second
event for enrollment would be the admitted student reception of spring 2012.
Website – Help to develop the Chinese portion of the website, and keep it up to date.
Communication:
a. Meet Regularly with Enrollment – please notify the Enrollment Center as soon as you have plans
to be in town so that they can schedule update meetings with you. Come to campus two times
annually May and August.
b. In order to maximize travel for the college, alert enrollment to your college travel plans at least
two weeks in advance and keep a travel schedule on the Juniata P:Drive. This will allow us to help
you personally meet recruits and others that would benefit from a personal visit that you may not
be personally aware.
c. Return interview and travel reports within one week of the appointment.
Other duties as assigned
Page 25
Appendix C
Planned Distribution of Tuition Paying
Students by Need and Ability for Fall 2012
Doesn’t Include 12 non-tuition paying students.
2012-13
PA
Very High Need Non-PA
Transfers
Total
High Need
Moderate Need
Low Need
No Need
Total
PA
Non-PA
Transfers
Total
PA
Non-PA
Transfers
Total
PA
Non-PA
Transfers
Total
PA
Non-PA
Transfers
Total
PA
Non-PA
Transfers
Total
Cell #101(Q1)
Admits Goal Actual
5
5
0
10
Cell #106(Q6)
Admits Goal Actual
3
1
0
4
Cell #111(Q11)
Admits Goal Actual
1
2
0
3
Cell #116(Q16)
Admits Goal Actual
8
6
0
14
Cell #121(Q21)
Admits Goal Actual
10
8
2
20
Acad Rating Q1
Admits Goal Actual
27
22
0
49
Cell #1
Admits Goal Actual
45
11
12
68
Cell #6
Admits Goal Actual
10
2
4
16
Cell #11
Admits Goal Actual
15
1
2
18
Cell #16
Admits Goal Actual
15
13
0
28
Cell #21
Admits Goal Actual
18
8
0
26
Acad Rating 1
Admits Goal Actual
103
35
20
158
Cell #2
Admits Goal Actual
30
12
2
44
Cell #7
Admits Goal Actual
12
2
0
14
Cell #12
Admits Goal Actual
4
4
0
8
Cell #17
Admits Goal Actual
9
11
2
22
Cell #22
Admits Goal Actual
9
8
2
19
Acad Rating 2
Admits Goal Actual
64
37
4
105
Cell #3
Admits Goal Actual
22
7
0
29
Cell #8
Admits Goal Actual
4
1
0
5
Cell #13
Admits Goal Actual
3
1
0
4
Cell #18
Admits Goal Actual
0
5
0
5
Cell #23
Admits Goal Actual
4
6
0
10
Acad Rating 3
Admits Goal Actual
33
20
2
55
Page 26
Cell #4
Admits Goal Actual
5
5
0
10
Cell #9
Admits Goal Actual
2
0
0
2
Cell #14
Admits Goal Actual
0
1
0
1
Cell #19
Admits Goal Actual
1
1
0
2
Cell #24
Admits Goal Actual
0
4
0
4
Acad Rating 4
Admits Goal Actual
8
11
0
19
Cell #5
Admits Goal Actual
0
0
2
2
Cell #10
Admits Goal Actual
0
0
0
0
Cell #15
Admits Goal Actual
0
0
0
0
Cell #20
Admits Goal Actual
0
0
0
0
Cell #25 (Int'l)
Admits Goal Actual
0
32
0
32
Acad Rating 5
Admits Goal Actual
0
32
2
34
Very High Need
Admits Goal Actual
107
40
16
163
High Need
Admits Goal Actual
31
6
4
41
Moderate Need
Admits Goal Actual
23
9
2
34
Low Need
Admits Goal Actual
33
36
2
71
No Need
Admits Goal Actual
41
66
4
111
All
Admits Goal Actual
235
157
28
420
Freshmen
$7,451,168
$8,929,232
58.6%
372
$15,395
All-Not Intn'l
$8,053,668
$9,772,612
58.8%
400
$15,261
All
$8,596,367
$10,688,473
58.0%
432
$15,474
JUNIATA COLLEGE
OFFICE OF STUDENT FINANCIAL PLANNING
December 2, 2011
Total JC Aid
Total Net Revenue
Tuition Disc. Rate
Count
Av. Net Tui. Rev.*
Rate
Net Tuition
Disc.
Revenue
EqualsChange
Effect of 1%
on the Tuition
Appendix D
Effect of Local County Initiative
69
# Stu. Effected
$77,633
Total Adjustment
$1,125
Approx. Av. Adj.
0.5%
Effect on DR
5% Tuition Increase (5% Overall) and New Student Count of 432
Financial Aid Revenue Model for Fall 2012
Base Change
$8,665,794
$69,426
$148,219
Transfers
$7,628,548
$13,595,520
$5,966,972
56.1%
388
Total Matrix Nat. Mer. Sch.
$0
$0
$0
0.0%
0
PAR
9
Rem. / Tu Ex
$20,238
$44,156
$24,369
44.6%
432
$10,688,473
$8,596,367
$19,284,840
Total for All Av. for All Total for All
*
Freshmen * Fresh. **
Contingncy/Heritage/Alum.
$0
FSEOG
DNU
$0
Funded
Tuition
Fees
Room
Board
Total
$320,000
$20,322
$44,641
$24,742
Av. for All
Students **
Including International Students
* Red Transfer Data Indicates Derived, Not Actual Data
Av. for All
Students **
Special Categories
Calculations Projecting Discount Rates, JC Aid, and Revenue
Non-PA
Freshmen
$602,500
$981,120
$378,620
61.4%
28
Matrix Aid
PA
Freshmen
$2,248,443
$4,380,000
$2,131,557
51.3%
125
Total for All
Excluding International Students
Av. for All
Fresh. **
$105,120
$105,120
$0
100.0%
3
$4,777,605
$8,234,400
$3,456,795
58.0%
235
* Excludes Tuition Exchange and Remission
JC Sch./Gr. Aid
Tuition Rev.
Net Tuit. Rev.
Tui. Disc. Rate
Counted Stu.
Total for All
Freshmen
$7,993,867
$20,598
$8,053,668
$20,527
$7,451,168
JC Sch./Gr. Aid
$17,838,960
$44,566
$17,826,280
$44,033
$16,380,400
All Rev.
$9,845,093
$24,432
$9,772,612
$24,003
$8,929,232
Net Rev.
44.8%
45.2%
45.5%
Overall Disc. Rate
404
400
372
Counted Students
* JC Aid includes aid and revenue accepted by International students
** JC Aid excludes Benefit recipients from count, but not revenue categories
Overall Data
Value
$20,000
$17,000
$16,000
$12,000
$6,000
$0
International
$8,596,367
$14,821,920
$6,225,553
58.0%
432
Academic Rtg.
Quinter
1
2
3
4
5
Program
Responsibility
$542,700
$1,121,280
$578,580
48.4%
32
Known Funded Scholarship
values are uncertain at this
point.
$8,053,668
$13,700,640
$5,646,972
58.8%
400
2011-12
$35,040
$740
$5,170
$4,630
$45,580
2012-13
$1,670
$20
$250
$230
$2,170
Difference
5.00%
2.78%
5.08%
5.23%
5.00%
% Change
Potential Change to Charges
$33,370
$720
$4,920
$4,400
$43,410
Page 27
Appendix E
Historical Use of Contingency Funds
Final
Final
Final
2008
2009
2010
2011
Heritage
Awarded
89
Amount
$ 152,604
Deposited
13
Amount
Yi el d
56
$ 169,500
20
45
$ 185,000
12
52
$ 212,500
16
$ 60,200
$ 57,000
$ 50,500
$ 55,500
15%
36%
27%
31%
11
17
20
30
Ray Day
Awarded
Amount
$ 55,500
Deposited
4
Amount
Yi el d
$ 86,000
11
$ 86,100
12
$ 116,500
12
$ 27,000
$ 61,000
$ 48,500
$ 56,000
36%
65%
60%
40%
G08A
Awarded
19
Amount
$ 33,250
Deposited
15
Amount
Yi el d
76
$ 165,600
42
18
$ 24,900
15
39
$ 79,600
17
$ 22,750
$ 93,900
$ 20,900
$ 35,800
79%
55%
83%
44%
48
38
G08F
Awarded
Amount
$ 95,200
Deposited
16
Amount
Yi el d
Page 28
$ 72,000
11
$ 31,200
$ 23,500
33%
29%