2014 Strategic Plan
It is a year later and the plan is nearly complete. Here are the draft documents for your consideration. Our plan is to have a completed plan to share with the Board of Trustees at the April 2015 meeting. Over the course of the next two months we will engage the campus community, alumni and the Huntingdon community to finalize the plan.
Details of the plan are still under development - click here to see the latest!
Juniata College will provide an engaging personalized educational experience empowering our students to develop the skills, knowledge and values that lead to a fulfilling life of service and ethical leadership in the global community.
Juniata College will be known for inspring citizens of consequence who understand the world in which they will act.
For the past five years, change has dominated the conversation at Juniata. Beginning with a global economic crisis and moving through our Middle States Commission for Higher Education accreditation, master plan process, and subsequent leadership transition, the Juniata community has considered itself from a variety of vantage points. The result has been a vigorous discussion of ideas, directions, challenges, and concerns. In this context, we have engaged in a sustained consideration of our future.
At a time of challenge to higher education in the United States, in one of the most competitive environments in the nation, Juniata has grown and diversified enrollment, improved its reputation while earning accolades for its academic performance, bolstered its infrastructure, and expanded its national reach for students. However, it has also encountered challenges in the understanding and administration of its POE and two-adviser system, incurred debt related to its expansion of physical plant, expanded operational costs against flat revenues, and experienced challenges in student demand and quality related to a lingering regionalism even as we are poised for national presence.
Among small liberal arts colleges, most experience the same set of challenges as we. As a sector, generally we have employed similar means of dealing with those challenges. Juniata has long sought to be an educational crucible accessible to those with the potential and drive to succeed and grounded in values of peace, simplicity, community, and service. What will distinguish Juniata among our competitors, and strengthen our ability to deliver on the mission and ensure the long viability of our enterprise, will be a clarity of focus on that historic promise and its contemporary expression.
Achieving clarity necessitates that we reiterate what is important to Juniata, and understand our current state after a period of transition. This plan includes several comprehensive reviews to help us evaluate areas that have not received critical attention in some time, including our general curriculum, the interplay between curricular and co-curricular life, how we engage technology, and our reputation. We will take those findings and use them to strengthen areas that are key to who we are:
- the scholarship inherent in our academic offerings, the flexibility of our signature Program of Emphasis system, and our experience-driven approach to inspiring learners;
- the community and its particular mix of challenge and support, commitment to inclusion, respect for peace and service, and focus on wellness;
- the distinctiveness of our location, academic offerings, and mission;
- our resources and the ways in which they enable us and must focus us on our mission and vision;
- and our presence as a college of high academic standards and performance transitioning from regional to national in its reach, recruiting, and impact.
Studying our foundational attributes and using what we learn to guide future philanthropic investment and resource deployment will continue to distinguish Juniata, because we will bolster that which distinguishes us now. Such a plan does not preclude discovery, reinvestment, or reduction of some activities. Rather, by placing a premium on working together to understand the underpinnings of who we are, we will become ever clearer about what will best move Juniata forward.
If this strategic plan is about any one thing, it is about placing the College on a clear path to build on its strengths and, through that endeavor, extend and nurture those strengths. Our historic values of peace, community, service, and simplicity have resulted in a liberal arts college committed to learning through experience, service to our region and the world, global awareness and an enviable international focus, and a community of supportive alumni and friends that go to great lengths to share our story and to bring new students to this place. This plan’s vision draws on those strengths and is a manifestation of our historic values: to ensure that Juniata is known as a place that inspires citizens of consequence to understand the world in which they act.
January 29, 2014
The process for creating the next Juniata College strategic plan has begun! We will provide updates on this page as the process moves along. If you have any questions, please feel free to contact any members of the Committee.
The Strategic Planning Steering Committee
- Jen Arbella '14 - BioChemistry
- Bethany Benson - Associate Professor of Art
- Beth Bleil - Academic Counselor
- Linda Carpenter - Executive Director of Constituent Relations
- Nicole Close - Trustee
- Dave Drews - Senior Fellow, Charles A. Dana Professor of Psychology, Emeritus
- Gail Habecker - Trustee
- Chad Herzog - Director of Performing Arts
- Michael Henderson - Chair, World Languages and Cultures, Professor of French
- Jill Keeney - Co-Chair - Strategic Planning Steering Committee, Chair - Biology Department, David K. Goodman '74 Endowed Chair in Biology
- Michael Lifshitz '16 - Economics
- Roy Nagle - Director of Environmental Health and Safety
- Dom Peruso - Chair, Accounting, Business and Economics, Professor Accounting, Business and Economics.
- Joel Pheasant - Director of Technology Solutions Center
- Andrea Morillo Santos '15 - POE: International Business
- Fumio Sugihara - Vice President for Enrollment
- Jim Troha - President
- Steph Turner - Human Resources Assistant, Administrative Support to the Committee
- Gabe Welsch - Vice President for Advancement and Marketing
- Kathy Westcott - Interim Provost
- Rob Yelnosky - Co-Chair - Strategic Planning Steering Committee, Vice President for Finance and Operations