Roger Taylor settling
in as Knox College president
by Norm Winick
When
Roger Taylor took over the presidency of Knox College on an interim basis in
September, 2001, he wasn't sure he wanted the job permanently. He was a 1963
graduate of Knox and had been a member of the Board of Trustees since 1988,
chairing it for two years. He had recently retired, following a successful
legal career as a partner with Kirkland and Ellis, a major Chicago-based
international law firm. Though he had grown up in Fulton County and still had a
home near Ellisville, Taylor and his wife Anne, also an attorney, weren't sure
that small-town life was the life for them.
That's
all changed. After being named President in February 2002, Roger says he sure
likes it now. "It's a rare privilege; it's a great job. Very few people
get to do this."
Since
serving as President of the Board, Taylor has learned on the job that the
presidency doesn't work the way Board members think it does. "The Board
doesn't realize how complicated it is. They don't understand how much listening
a president needs to do. The Board doesn't know how ineffective it would be for
a president to boss people around. As an example, if I thought it would be a
good idea for us to offer Swahili as a course and I told the Dean to do that,
it would not be accepted and there would be a revolt. It's a lot more
democratic than the board understands. The by-laws say that curriculum is the
province of the faculty; that's their area of expertise. Not working through
channels does not work."
"The
hardest thing I've had to do is 'be patient.' I did litigation and trial work
at a big firm. Not only was patience not a virtue, it was a handicap. I became
an impatient guy. Here, I'm learning to be patient. It's a good thing. There
are many more constituents with a legitimate stake in the enterprise; they are
entitled to share with the President what they think about things."
Soon
after Taylor took over, the college announced a restructuring of the
curriculum, including in a Knox education four areas of study: foundations
(some coursework in humanities, arts, science and social studies);
specialization; key competencies (writing, speaking, math, second language);
and experiential learning (out-of-class hands-on experiences.) The first three
areas have been implemented but Taylor says they are still working to develop
the center that will coordinate community service and other elements of
experiential learning. "It's taking a little longer than we had hoped but
we are looking for a director at this time."
The
biggest problem facing Taylor and Knox College is raising money, he admits.
"We have an underdeveloped sense of philanthropy toward the institution on
the part of its alumni. We had a football reunion not too long ago. There were
108 people present, all passionate about the college. I'd bet 80 percent have
never given a penny to Knox."
"At
Carleton College (Northfield, Minn.), 65 percent of alumni give to the college;
at Knox, it's 28 percent." He says he has discussed alumni giving with the
Board and with others on campus and they are looking at ways to motivate
graduates to increase their contributions. Taylor admits that changing the team
names from Siwash to Prairie Fire has had a detrimental effect on alumni
giving. It was a decision made before Taylor's time and he has taken it into
consideration, "I've thought about bringing 'Siwash' back but we must move on."
The
problems that beset fundraising efforts are not reflected in admissions at all.
"They've done a bang-up job! We're meeting our goals. Last year our goal
was 365 and we had 402 new students. I have really good vibes about the
incoming class; I hear stories that are good." Knox's total enrollment
today is around 1,245 students. Taylor says that's where they want to be. "About
ten years ago, the Board did a study and concluded that 1,200 was the right
number; I agree. This is the first year we've been at 1,200 since the 1970s. We
need to see if we can sustain it." He says that if they can bring in at
least 345 students each fall, after attrition, that would theoretically
maintain an enrollment of 1,200.
While
Monmouth College and the Illinois State Scholarship Commission are both decreasing their merit-based financial
aid and concentrating on need-based assistance, Knox has no plans to do so.
"We still want those top
students. Knox is good for them and they are good for the other students. We do
try to make it affordable for all our admitted students."
Knox
is also continuing its efforts to attract international students. "We have
more international students than most schools - at about nine percent of our
student body. I was afraid that the federal restrictions on student visas after
September 11th would depress those numbers. We had fewer applicants but still
had about our traditional number enroll. The international kids enrich the
experiences of the American kids. They add some sophistication and cachet to
campus. It's important that the college shows students from other countries
what Knox and Galesburg is like."
Taylor
admits that the biggest hindrance to Knox's ability to attract students is
Galesburg itself. "Being in Galesburg hurts our ability to attract certain
students. A few years ago, we surveyed 700 prospectives who went somewhere else
and the biggest reason given was our location. Part of it is just the physical
distance from Chicago; some kids turn up their noses at small towns. We can't
do much about that. For the others, we have to be more positive about what
Galesburg has to offer. We're talking up Galesburg a lot more now than we used
to. Rather than being sheepish about our home town, we now show it off in a
positive way. We take people to a thriving Seminary Street; in the past, we'd
talk up history and take them to cemeteries."
"The
people of Galesburg should talk up Knox, too. That would help us."
Academically,
Taylor is very proud of Knox. "We're about to sign an agreement with the
Simon School of Business at the University of Rochester. We just signed one
with the George Washington School of Medicine. I'm happy with where the school
is but we still need to enhance institutional self-confidence and boost our
reputation."
Financially,
there is much work to be done. "We have been ruthlessly driving down
endowment spending. Since I started in 2001, we have gone from spending $7
million to $3 million a year to support our operational budget." Despite a
$125 million fund drive that ended a few years ago, Knox's endowment stands at
$52 million. "About $80 million of the money we raised was deferred; we
won't see it for some time. Of the rest, much of it was spent."
Compared
to other Midwest liberal arts colleges, Knox's endowment pales. Taylor knew
these figures in his head: Monmouth is about the same, at $54 million; Lake
Forest has $60 million; Beloit about $100 million; Carleton exceeds $500
million and Grinnell has an endowment is excess of $1.3 billion.
It's
wealthy alumni who have boosted many of those numbers at the other schools.
"We need to instill a strong sense of philanthropy. We haven't done the
best job in making alumni understand that the success of the college
financially is dependent on them."
A
recent challenge facing Taylor and Dean of the College Larry Breitborde is
hiring a new Athletic Director. "He and I both agree that if you are going
to have an excellent academic program, you need an excellent program in
athletics. We need to be more competitive; we need to be more aggressive in
recruiting student-athletes; we need to win more games."
Among
the improvements and changes planned for the college are several visible ones.
"We are going to improve our signage. We are also looking at some serious
improvements to the Knox Bowl. Real restrooms are in the works. We're
considering installing field turf, a $750,000 artificial surface. That would
let us practice there and use the facility for other events, possibly even
concerts."
Taylor
acknowledges that the pool project is dead for now. "There weren't enough
alums interested in the pool and it didn't make a lot of sense to name a
swimming facility for [long-time athletic director] Harley Knosher. There
should be plenty of people interested in football and renaming the Knox Bowl
after Harley."
"We're
also looking at making improvements to the track. That would help our curb
appeal as well as the athletes."
The
perception of Knox in the area is another issue Taylor addresses almost daily.
"It never ceases to amaze me how many people in the community think that
Knox is a place for rich kids. When I tell them that 70 percent of them get
need-based financial aid, they are shocked."
"I'm
not sure many in the community understand what a great program the George
Washington Gale Scholars program is. To give first-in-the-family college-bound
high school students free tuition at both Carl Sandburg College and Knox
College is amazing. I'm sure it's unique in the country. Even most of the
students who don't end up at Knox are winners. Some get scholarships and go
elsewhere; that's great. Others, we're happy that they just stayed in high
school which they might not have otherwise."
"Anne
and I have worked hard to get out in the community. We've been welcomed with
open arms. We are relentless in our press releases. Any time I get a chance to
speak to a group or go on the radio, I do. I encourage people on my staff to do
so, too."
Roger
Taylor isn't ready to talk about the next phase of his career. "I do have
a grand plan but I have not started thinking about when I might think about
leaving. It's a rare privilege and a great job."