Strategic Planning Notebook-Contents - Knox...

Knox College Strategic Planning Notebook

Table of Contents

1. Introduction and Overview

2. Roles and Responsibilities in Institutional Planning and Decision-Making

3. History of Planning and Strategic Decisions: 1990 – 2005

4. Challenges and Resources

5. Strategic Goals

6. Status of Current Initiatives

7. Fundraising Priorities

8. Appendices:

A. Statement of Mission

B. Statement of Educational Goals

C. Outline of the New Educational Program

D. Long-Range Projections

E. Long-Term Debt Strategy

9. Priorities and Initiatives

INTRODUCTION AND OVERVIEW A Strategic Planning Framework (SPF) has been developed as the foundation for the development of Knox’s strategic planning process. The SPF, informed by the recent history of strategic decision-making at the College, provides an inventory of institutional strengths and weaknesses, and internal and external challenges and opportunities. From assessment of this inventory, the SPF identifies a set of goals that will guide the College in enhancing its educational mission, in strengthening its position as a nationally-recognized college, and in securing the necessary physical, financial and human resources to support its efforts. A fully-developed strategic planning process for the College must connect our institutional ambitions with the requisite resources for achieving them. Certain goals and objectives will require significant endowment and capital gifts, while other initiatives can be supported through incremental increases in operating revenue. Thus, two planning “tracks” will emerge in the fully-developed process. However, in distinguishing between these two planning tracks, it is important to ensure that both are generated from a common set of institutional values and goals. This Strategic Planning Framework articulates those goals and values as the foundation for subsequent planning. The full model for Knox’s strategic planning—and the place of this Strategic Planning Framework within that model—is shown in the diagram below:

STRATEGIC PLANNING AT KNOX COLLEGE

Strategic Planning Framework

Goals that cannot be achieved without significant infusion of capital

Analysis of Fundraising Potential

Analysis of Goalsand Recommendations

(IPG)

Analysis of Current and Potential Incremental

Resources

Goals that can be achieved with current resources or incremental operating revenue

“Strategic Plan”(Campaign Case

Statement)

Receipt of Endowment and Capital Gifts

Implementation(Achievement of Goals)

DecisionsShort-term

Strategic Initiatives

Allocation of Resources

Board ofTrustees President

Introduction and Overview – Page 2

This Strategic Planning Framework has been developed by Knox’s Institutional Planning Group (IPG), established in 2002. Since its establishment, IPG has been making recommendations to the President regarding short-term initiatives. This aspect of the strategic planning process will continue in the future. The next steps in fully implementing the strategic planning process will be to determine fund-raising priorities and to assess fund-raising potential, which will form the foundation of Knox’s next campaign. Requisite to Knox’s success will be the establishment of an on-going decision-making process that is grounded in our historic mission, informed by recent strategic decisions, and agile enough to respond to new needs and to take advantage of new opportunities.

ROLES AND RESPONSIBILITIES IN INSTITUTIONAL PLANNING AND DECISION-MAKING

While institutional planning efforts often involve ad hoc committees, the most recent planning project at Knox, in the mid- to late-1990s, included the creation of a Planning and Priorities Council which was intended to be a continuing body. While the charge to PPC to serve as an advisory board to the President was explicit, its relationship to existing institutional decision-making structures and the faculty governance system was never clarified—and soon became problematic. If that history is to be avoided, then the determination of a “planning body” and its integration with the rest of the institution must be central to IPG’s proposal for a dynamic, ongoing, planning system. The figure below represents the composition of IPG and its role in institutional decision-making.

Students-elect student senators-elect representatives to the Faculty Curriculum Committee and theExecutive Committee

Faculty Executive Committee-regulate educational -formulate educational policy policies for consideration-elect representatives to by the Faculty serve on various -advise the Dean with committees, including regard to educational the Executive Committee priorities IPG President Board of Trustees

-advise the President on -oversee development of Responsible for: institutional strategies, institutional strategies, -governance priorities, and plans priorities, and plans -fiscal stewardship

-provide executive -strategic direction management and

Staff Senior Staff leadership-carry out institutional -manage human, physical operations in support of and financial resources educational program to support educational-implement non-faculty program aspects of institutional -oversee implementation plans of institutional plans

Institutional PlanningRoles and Responsibilities

The constitution of IPG, as specified in the President’s initial charge, recognized the challenge. IPG may be a newly constituted group, but it is one whose composition is built explicitly on existing decision-making bodies: the senior administrative staff of the College and the faculty Executive Committee.

Roles and Responsibilities – Page 2

The faculty Executive Committee is responsible for the broad educational policies of the College. Its membership includes the Dean of the College (chair), five elected faculty, two student senators, and the Dean of Students. The Executive Committee has chosen to appoint two faculty members to represent it in the work of IPG. The Senior Administrative Staff include all the vice presidents as well as the Director of Public Relations. In addition, IPG membership is augmented by the Associate Director of the Computing Center and the Director of Corporate & Foundation Relations. IPG is positioned squarely within the College’s key decision-making paths, which will make its role and relationships to existing bodies clear.

HISTORY OF PLANNING AND STRATEGIC DECISIONS: 1990 -- 2005

Since the early 1990s, the College has engaged in several planning projects, carried out by ad hoc committees that no longer exist. The results of these planning efforts have been mixed. While the campus did experience improvements in staffing, compensation, programming and facilities, these benefits were never fully integrated into the ongoing life of the institution. Further, they were not supported by a sustainable plan and never successfully addressed the increasing financial challenges that arose during this same period. Since 2000, a series of strategic decisions has created the groundwork for a more systematic, comprehensive approach to planning for the College’s future.

I. HISTORY OF RECENT INSTITUTIONAL PLANNING In January 1992, a five-person faculty committee interviewed various campus constituencies in the first stage of a strategic planning project initiated by former President John McCall. President McCall asked the committee to identify “…four (or five) major campus initiatives designed to build on Knox’s strengths and help the college sustain its quality in the next century.” Parallel to this activity, the faculty developed and approved in May 1993 a mission statement for the College. In 1993, under President Rick Nahm, a Campus Roundtable was held, designed by the Institute for Research in Higher Education and supported by the Pew Charitable Trusts. A second roundtable was held in November and an “inventory of issues” was published in 1993. In 1994, President Nahm created the Planning and Priorities Council—a committee of faculty, staff and students—as a body that would ensure continuous planning as part of institutional decision-making. PPC developed a memo in April 1994, “Strategic Planning Process, Goals and Initiatives” which became the basis for the first draft of Knox’s strategic plan. That plan, Foundations for the Future: Preparing Knox College for the 21st Century—A Prospectus, was drafted in November 1994 and was the subject of several campus-wide discussions during winter and spring 1995 and was shared with alumni and local community leaders at a series of working sessions in Galesburg and around the country. The draft, along with substantial supporting materials, was considered carefully at a Strategic Planning Retreat of the Board of Trustees in August 2005, and the final version was published in December 1995. Foundations for the Future served as the basis for the $125 million Knox Now! campaign. It was presented as a comprehensive multi-dimensional strategic plan that focused on six areas critical to the College’s future: (1) balancing cost, price and financial aid; (2) enriching the student-faculty relationship; (3) rethinking residentiality; (4) building information technologies; (5) strengthening our international dimension; and (6) enhancing life in the workplace. Although presented as a comprehensive plan, Foundations for the Future did not explicitly address the viability of the College’s liberal education mission nor include strategies for academic program development (save for calls to upgrade technologies and enhance internationalism). In fact, this “omission” was deliberate, since the implicit approach at that time was to improve the

History of Planning and Strategic Decisions – Page 2

College’s finances in order to allow the faculty the freedom (and necessary financial support) to direct the curriculum appropriately. The report did, however, provide a mandate for subsequent administrative action, particularly from 1995 through 1999 (see below). II. STRATEGIC DECISIONS — 1993 THROUGH 1999 In the mid-1990s, under the leadership of President Frederick C. Nahm (1993-98), Knox College took bold steps to secure Knox’s position as a liberal arts college of national stature and to achieve financial stability, based on both an improvement in Knox’s competitive position in the marketplace and an “order of magnitude” leap forward in the College’s fund-raising posture. The core strategy was based on forward investment in both the College’s physical infrastructure and its human resources. This included, among many initiatives,

• a comprehensive campus-wide IT network • extensive renovation of the residence system, including a new residence hall • a 10% increase in the size of the faculty

Bridging funds for these initiatives were secured largely from three sources: $25 million in tax-exempt bonds (of which approximately $12 million was used to retire and refinance existing debt), a number of significant gifts from trustees and trustee-related institutions, and a temporary schedule of extraordinary drawdowns from the College’s quasi-endowment funds, over and above the long-term spending rate. The strategy was that increased enrollments would over time yield sufficient new net revenue to cover the increased operating costs, including debt service, while the planned capital campaign would replenish and expand the endowment. The final result would be a significantly higher endowment and a sustainable endowment spending rate. The plan was ambitious but appropriate for Knox at the time. Declining enrollments, decreases in the number of faculty and staff, noncompetitive salaries, increasingly severe deferred maintenance issues—all threatened to undermine a 150+ year record of excellence as an exemplary American liberal arts college. In many ways, a plan of the broad scope and ambition inspired by President Nahm was the best hope the College had to reverse a “spiraling down” process that had already begun. Looked at from many views, the plan appeared successful. Enrollment (headcount, degree-seeking) grew from 945 in Fall 1993 to 1177 in Fall 1999, with no decline in academic profile. Faculty searches routinely secured the top candidate from each pool. A modern technology infrastructure was installed and rapidly integrated into the life of the campus. Much-needed renovations were completed to residential and academic facilities. Annual gifts for current operations grew substantially, up 75% over the same period, while, thanks to an ambitious fund-raising campaign announced in 1997, the College’s register of deferred gifts and expectancies grew by 600%, to $60 million by the end of FY2000. Nonetheless, by the end of the decade it was clear that the plan was not sustainable. The College did not reach its strategic goal of a stable enrollment of 1200. Pressures to maintain a high financial aid discount rate meant that net revenue per student remained static in real terms. While successful in securing substantial deferred gifts and documented bequest commitments, the Knox Now! Campaign did not generate large new gifts to the College endowment in the short term. Operating revenues, though growing, lagged ever further behind the growth in expenditures.


Increasingly, the College relied on the extraordinary drawdown of quasi-endowment, originally authorized in 1996 as a short-term bridging mechanism, to close the gap—a solution that could not be sustained. In retrospect, the plan was flawed in both concept and execution. One conceptual flaw was its lack of an adequate plan for the educational program. The assumption was made that investing in the physical and human resources the College lacked would, in and of itself, increase Knox’s attractiveness to both students and donors sufficiently to generate needed revenues. Most faculty additions, for instance, were made ultimately in response to short-term enrollment pressures, rather than a more considered curricular development strategy. The overall educational program was not subjected to a thorough reexamination in light of current student needs and interests. When new programs were proposed, there was no assessment of the value and viability of existing programs, and in no cases were trade-offs considered. Finally, the student and alumni response, though positive, was not as strong as was required. The flaw in execution was an avoidance of tough decisions. Spending was increased in virtually all areas, avoiding the hard work of reallocating resources. The result was a growth rate in expenditures that substantially outpaced the increase in revenues. III. TAKING ANOTHER LOOK – 1999 THROUGH 2005 In 1999, following the resignation of President Nahm, the Board of Trustees appointed Richard Millman (1999-2001) as president, and shortly thereafter named longtime Board member Roger L. Taylor as its new chair. Together, the Board and administration began to take steps to address the College’s situation. Importantly, the Board from the start recognized that, while expenditure reductions would be necessary to address the failure to realize financial and enrollment goals, the College’s problems could not be resolved by reductions alone.1 A long-term solution could only be reached by enhancing revenues, and essential to that was preserving a level of educational quality commensurate with Knox’s reputation as a liberal arts college of national stature. Efforts were redoubled to enhance revenue through enrollment and fund-raising. Carefully calibrated increases in tuition, coupled with revisions to financial aid policies, allowed the College to reduce the discount rate and increase net revenues both in the aggregate and per student. A thorough institutional review of Advancement operations led to further growth in giving to current operations and arrested a decline of several years’ duration in the percentage of alumni giving. At the same time, all administrative areas of the College were challenged to rethink their operations, not simply to identify potential areas for reduction, but to ensure that cuts would not impact either the specifically “revenue producing” external relations functions (admission, advancement, public relations) nor the quality of the core educational experience enjoyed by students. In June 2001, the Board’s understanding of what was needed was formulated in a resolution, developed in close consultation with senior administrative staff. The resolution created a Task Force for the New Knox to develop a plan “to restructure the educational program and to reorganize institutional support structures.” The resolution indicated that the plan should have the following features:

1 During the summer 2000, 26 FTE staff positions, primarily in administrative and building services, were eliminated, almost all through retirements, reassignments, and closing vacant positions. In addition, salaries for faculty and professional staff were frozen for FY 2001. During FY 2001, operational budgets in non-external relations areas were cut by 25%. (Of this, 5% was held in a contingency fund for potential reallocation to address unanticipated opportunities or emergencies.)


• a distinctive educational program • maintenance of close faculty-student relations • promotion of research and original creative work as requisite to excellence in teaching

and learning • a campus community that nurtures intellectual and social engagement with diverse people

and ideas • the transformation of students’ lives and, through their lives, the larger world

In addition, the plan was to eliminate the extraordinary endowment draw by FY2004 and continue to reduce total endowment spending (in order to achieve a sustainable endowment spending rate). At the very moment when the Board of Trustees invited the administration and faculty to develop this financial and education plan, it accepted the resignation of President Millman. Shortly thereafter, it appointed Board chair Roger L. Taylor as acting president effective September 1, 2001. Subsequent to his announcement of his candidacy for the presidency in January 2002, the search committee recommended Mr. Taylor to the Board. He was appointed at the Board’s regular February 2002 meeting and formally installed at Homecoming, in October 2002. From the very beginning of the Taylor administration, the College moved forward with energy both to formulate and to implement its financial and educational plan. The financial constraints of the plan led the administration to identify approximately 8.67 faculty positions for elimination over three years, bringing the student-faculty ratio to a targeted 12:1. All positions eliminated in this period were either tenure-line positions occupied by visitors, non-tenure-track positions, or had occupants scheduled to retire. Subsequent new vacancies were to be evaluated carefully with regard to enrollment and curricular need; those authorized for continuation would be filled with visiting appointments until the budget situation allowed their conversion to tenure track status. Through this last process, one subsequently vacated position was cut from the faculty. During 2002-03, a process was begun of gradually returning visiting positions to tenure-track. Six “temporarily visiting” positions have made this transition back to the tenure line. In addition, new tenure-track positions have been created in economics/business and in anthropology/sociology. The number of permanent continuing faculty positions by fall 2006 will be 93.34, and all but three of the temporarily visiting positions will have been restored to tenure-line status. The actual teaching strength, which includes sabbatical leave replacements and other temporary visitors, remains guided by a targeted 12:1 student/faculty ratio. Eliminating the quasi-endowment draw was being achieved both by increased revenues and employing stringent, yet flexible cost controls. As mentioned above, revenues from both enrollment and fund-raising increased. Between FY2000 and FY2002, net tuition revenues rose by 10% (and per-student, by 18%). Gifts for current operations similarly grew by 11%. Despite the decline in the stock market, the $125,000,000 Knox Now! Campaign exceeded its goal by its scheduled conclusion on June 30, 2002, yielding a register of deferred gifts and expectancies of $82.564 million, up 50% since FY2000. Knox also strengthened its external relations programs, developing a new graphic identity and installed a new website integrated with a new family of student recruitment publications. Outreach to alumni, the local and regional community, and media in key markets also increased. With baseline revenues on a modestly increasing trajectory, budget managers have been called upon in each of the past several years to identify one-time savings that have not been charged


permanently against their base budgets. This assurance that thrift and ingenuity would not be penalized helped the College achieve significant net reductions in total operating budget expenses helped the College achieve significant net reductions in total operating budget expenses. In FY2000, operating budget expenses totaled $27.034 million. The College reduced these expenses in each of the next four years until it reached a level of $26.252 million in FY2004. In addition to reducing expenses throughout this period, the identification of budget savings allowed the College to create reserve funds in several key areas (e.g., instruction, technology, equipment), which budget managers can draw on for special initiatives. Beginning in FY2005, the College deliberately began to increase operating budget expenses in order to fund ongoing initiatives for faculty and staff compensation and for physical asset preservation. The Board’s 2001 resolution effectively challenged the College to reexamine its educational program through the twin lenses of academic mission and market appeal. In fact, elements of such a reexamination had been under way for some time; what the Board’s action accomplished was to link it explicitly to the College’s financial challenges and give it a firm deadline. IV. THE PLAN FOR THE RENEWED KNOX Even before the Board’s 2001 resolution, the faculty had begun a concerted effort to evaluate the curriculum. A faculty-student Curriculum Task Force in 1999-2000 conducted an extensive review of the goals of our educational program, developing a Statement of Educational Goals adopted by the faculty in October 2000. Building from that base, the Task Force began a more detailed review of the general education curriculum. In January 2001, another set of discussions was initiated, when the administration invited the faculty to consider the results of a market research study of changing perceptions of the value of liberal arts education among prospective students and families. In June 2001, these two sets of concerns were brought together by the Board’s resolution with the creation of the broad-based Campus Working Group of faculty, students and staff, chaired by the academic dean. The CWG worked through the summer months to develop the conceptual framework known internally as the “Plan for the Renewed Knox.” While the immediate impetus for Knox College’s new educational plan lay in the College’s financial situation, its guiding logic lies deep in Knox’s liberal arts mission and in the challenge that confronts all liberal arts colleges (except, perhaps, the most elite) at a time of rapid cultural and economic change. Believing strongly in the continued relevance—and societal importance—of a liberal education, Knox like many institutions, is faced with an increasingly skeptical and pragmatic marketplace. Thus, Knox’s plan needed to achieve two goals simultaneously: first, to acknowledge the career-related concerns of students and their families, and address these concerns effectively and visibly; and, second, to reaffirm—and demonstrate—the continuing fundamental value of liberal education as a preparation for life, for personal success and for collective civic welfare. The new educational plan has developed both a new curricular structure and a new framework for academic administrative bodies—curricular Area Councils and co-curricular Centers. Taken together, these new structures address the plan’s twin goals, guided by four themes:

• preserving the essentials—maintaining the proven strengths of a liberal education,

including a structured introduction to the foundations of liberal learning, the acquisition of key competencies, and mastery of a major field of knowledge;


• adapting to an interconnected world—infusing both the curriculum and students’ residential experience with an awareness of the increasing interdependence of cultures, technologies, and forms of knowledge;

• connecting knowledge and experience—integrating experiential forms of learning, including community engagement, throughout the educational program; and

• personal ownership of one’s education—giving students the ability to shape their educational path in ways that help them achieve their personal and career goals; and leading them to take greater personal responsibility for their own educational choices.

(For an outline of the plan, in its final form, see Appendix C Outline of the New Educational Program.) In August 2001, the Board of Trustees endorsed the proposed new academic program, and in November 2001, it was adopted in principle by the Knox faculty. Since January 2002, Knox College has been engaged in the task of turning the curricular plan into reality. Thanks to two timely grants from the Andrew W. Mellon Foundation in 2002 and 2003, the College has made great strides in this direction. The Foundation’s $250,000 in support has been of extraordinary value to Knox, both through the activities it made possible and, equally important, by the endorsement that support from such a nationally respected foundation represents. Over the past four years, the implementation project involved four working groups totaling 50 faculty, students and staff, along with members of two academic departments, three standing committees of the faculty, the newly recruited members of the new Area Councils, and the staffs of five newly constituted co-curricular Centers—plus the entire Knox faculty in an extended series of debate and deliberation sessions, and extensive course development. During that time, formal language for all new graduation requirements arising from the plan was specified and adopted, and a series of workshops held, attended by more than 60 faculty and staff, to assist faculty in developing and revising courses to meet new expectations. By June 2004, detailed guidelines for new components of Knox’s educational plan had been developed and implemented, i.e., for oral presentation skills, writing-intensive courses, experiential learning, and student educational plans. Electronic portfolios were established in the fall of 2001 and are slowly being integrated with the academic advising system. The Knox class of 2006 represents the first to have entered, studied, and graduated under the new educational plan.

CHALLENGES AND RESOURCES

Achievement of the goals of Knox’s comprehensive planning framework and its subsequent initiatives and timelines will occur in the context of the directions established by the recent history described above. But the future will also be shaped by external and internal challenges.

The challenges for Knox College include many that face higher education generally and others that are specific to the College. Our external challenges include:

an increasingly “instrumental” view of the College by the public that is not easily captured by our own rhetoric of the value of liberal learning

the changing and declining understanding of “liberal education” among the public increasing competition among colleges for students, dollars, and reputation increasing competition based on facilities and services increasing similarity of special programs offered by small colleges (e.g., undergraduate

research is now widespread among U.S. colleges) increasing competition from so-called honors colleges and liberal arts “replicas” at large,

public institutions increasing competition for outstanding faculty increasing competition for recruitment and retention of a strong staff the need to improve "town-gown" relationships the lack of understanding among alums about the importance of their financial support a concern among some alums that Knox may be abandoning its liberal arts mission the lack of understanding about the importance of gifts to the endowment and capital

projects a perception among some alums that the College is 'not doing well' and lingering

negativism about the Siwash decision among some key age-cohorts like other colleges, a perception among some alums that the College is 'too liberal' and a

perception among other alums that the college is ‘too conservative’ concern among the public over the College’s financial viability lack of a clear identity for the College in certain external markets, e.g., international

students a declining local economy an uncertain national economy that affects both the willingness of families to pay college

costs and the propensity of potential donors to give the performance and volatility of the financial markets increasing interest rates, particularly short-term rates, that affect the cost of Knox’s

variable rate debt increasing energy prices

Internally, the College faces several challenges for moving forward. These include:

non-competitive faculty salaries and inadequate resources to fully support academic programs

increasing demands on faculty time while expanding the level of faculty involvement in recruitment and advancement

Challenges and Resources – Page 2

the competition between ‘departmentalism’ vs. general education in the teaching and research commitments of the faculty

understaffing and lack of resources in areas critical to the student experience (e.g., academic support, campus life, custodial support)

understaffing and lack of resources in areas critical to the financial viability of the institution (e.g., recruitment, advancement, public relations, business operations)

lack of adequate facilities to support vibrant student life programs an aging physical plant increasingly stressed by deferred maintenance lack of consensus on how the College is best represented to external constituencies lack of clear understanding about opportunities for involvement of faculty and staff in

advancement activities lack of full ‘horizontal’ coordination and synergistic relationships among administrative

offices and departments lack of transparency in information flows and management decision streams at a time of

great change inadequate data, information management systems, and analysis to support institutional

decision-making the perception that major fund-raising projects are making limited progress or are on hold living within balanced budgets, which is particularly challenging while endowment

spending rates continue to decline from unsustainably high levels and expenditure budgets begin to grow from unsustainably low levels

inadequate arrangements to preserve physical assets over time, which will require fully funding depreciation in the operating budget

the need to preserve the purchasing power of the endowment the long-deferred need to nourish and develop human resources by ensuring that salaries

and benefits are competitive, that compensation grows in real terms, and that individuals have opportunities for professional development

At the same time, the College faces these challenges from a position of strength based on the following strategic resources:

a strong sense of the institution’s educational mission, guided by historic commitments to access, diversity, internationalism, and engagement—a commitment that a Knox education makes a difference

a highly qualified and effective faculty of teacher/scholars a highly qualified and effective administrative staff who understands the College’s

mission a student body engaged both in their educational pursuits and in the life of the institution a newly reconfigured curriculum, which holds the promise to convey more effectively to

the public the nature and value of liberal learning a number of distinctive and highly successful academic programs of national reputation “distributed strength” across the curriculum—in the arts, humanities, social and natural

sciences An institutional culture that values scholarship, intellectual and creative endeavors as

exemplified in ways that students design and conduct independent research; in the College Honors program; in the McNair Program; in the Richter Memorial Scholarship Program; in the Art Department’s Open Studio program, etc.

a campus setting with the potential to combine 21st century resources with a sense of institutional history

a well-established budget control protocol that identifies budget savings that are used to balance the budget and reallocates to high priority needs

Challenges and Resources – Page 3

a long-term high quality reputation in higher education local community leadership that values the presence of the College a highly loyal Board of Trustees

The College’s e Planning Framework will create pathways through which Knox will deploy those resources to advance its aspirations, strengthen its internal capacities, maintain its values, and enhance its quality in a challenging external environment.

5/11/2006

STRATEGIC GOALS

At his installation in 2002, President Taylor established a set of goals to guide the College:

• Nurture Academic Excellence: The College enjoys a well-deserved reputation for academic excellence. Knox will sustain and enhance that excellence through the recruitment and retention of a faculty of first-rate teachers and scholars; the maintenance of vital academic programs and innovative program development; and improvements to student life in and out of the classroom, involving both residential and co-curricular experiences.

• Strengthen Institutional Self-Confidence: The College will help increase pride and

institutional self-confidence among all of Knox’s stakeholders through vigorous efforts to articulate—fully and assertively—the special qualities of the Knox experience, our institutional strengths, and the success of our students, alumni and faculty.

• Chart a Course Toward Financial Impregnability: Financial Impregnability is the

ultimate and ambitious stage of a multi-stage course. For Knox today, our most immediate objective has been to reduce the endowment spending rate to a sustainable level. While continuing to reach that goal, the College must also begin to move toward financial equilibrium, characterized by four conditions: preserving the purchasing power of the endowment; maintaining the useful life of physical assets; nourishing and developing human resources; and continuing to operate within balanced budgets. In the long run, financial impregnability will be achieved through significant capital gifts.

Each of these goals grows out of the experiences and needs identified during the past decade at the College, and all are consistent with the current path established by the strategic decisions of the Board since 2000 and its 2001 resolution. If the principle behind Knox’s ambitious mid-90s plan was, “If you build it, they will come,” the current strategic direction is guided by a different view: “When they come, we will build it.1” The College can adopt this guideline not only because it begins the next phase of its development from a position of relative strength and with key resources as described above, but also because the College has made substantial progress resulting from the strategic decisions established by the Board. The strategic planning goals listed below aim to continue that positive trajectory.

1 This should not be interpreted narrowly. There are investments in facilities, programs and staff that must be in place in order to attract students. However, the College must be judicious in matching priorities with opportunities, while minimizing risk.

9/26/2006 Strategic Goals – Page 2

1. NURTURE ACADEMIC EXCELLENCE

o CONTINUE TO IMPLEMENT AND REFINE THE NEW EDUCATIONAL PROGRAM AND

TO DEVELOP A SENSE OF EASE AND CONFIDENCE THROUGH WHICH WE COMMUNICATE ITS VIRTUES, AND UNIQUE POSITIONING OF THE COLLEGE AMONG OUR PEERS

o DEVELOP THE ADVISING SYSTEM AS A CENTRAL, EMBLEMATIC FEATURE IN THE KNOX ACADEMIC EXPERIENCE IN ORDER TO POSITION KNOX UNIQUELY AMONG ITS PEERS

o PROMOTE AND STRENGTHEN THE INTERNATIONALISM OF KNOX EDUCATION

o PROMOTE STUDENT RESEARCH AS UNIQUELY SUPPORTED BY AND UNIQUELY EMBLEMATIC OF KNOX

o CONTINUE TO SEEK WAYS TO LINK THE COLLEGE’S HERITAGE IN SOCIAL AND COMMUNITY INVOLVEMENT TO THE EDUCATIONAL AND GROWTH EXPERIENCES OF ALL STUDENTS

o IDENTIFY DISTINCTIVE STRENGTHS OF ACADEMIC PROGRAMS AND ENHANCE PROGRAMS WITH STRATEGIC SIGNIFICANCE TO RECRUITMENT AND FUND-RAISING

o EXPLORE ACADEMIC PROGRAM OPPORTUNITIES WITH STRATEGIC POTENTIAL FOR REVENUE GENERATION

o IMPROVE THE QUALITY AND ATTRACTIVENESS OF ACADEMICALLY-FOCUSED CO-CURRICULAR ACTIVITIES

o ENHANCE TECHNOLOGY AND MORE CLEARLY ARTICULATE ITS ROLE IN TEACHING, LEARNING AND SCHOLARSHIP AT THE COLLEGE

o ENHANCE INSTRUCTIONAL SUPPORT

o ENHANCE FACULTY SUPPORT

o ENHANCE THE STUDENT EXPERIENCE

9/26/2006 Strategic Goals – Page 3

2. STRENGTHEN INSTITUTIONAL SELF-CONFIDENCE

o CONTINUE TO STRENGTHEN INSTITUTIONAL SELF-CONFIDENCE AMONG ALUMNI, FACULTY AND STAFF

o DEVELOP INSTITUTIONAL AND MARKET RESEARCH CAPABILITIES

o IDENTIFY AND CLARIFY THE UNIQUE SELLING POSITION OF KNOX COLLEGE AS A BASIS TO REFOCUS MARKETING EFFORTS

o DEVELOP A COMPREHENSIVE EXTERNAL RELATIONS INITIATIVE

o NURTURE COLLEGE-WIDE INVOLVEMENT IN STUDENT RECRUITMENT

o FOCUS MARKETING AND COMMUNICATION EFFORTS ON THE WEB AS THE MEDIUM OF CHOICE FOR MOST USERS WHO SEEK DEPTH AND RICHNESS IN CONTENT, WHILE AT THE SAME TIME PROVIDING CLEAR COMMUNICATIONS THAT DRIVE TRAFFIC TO THE WEB THROUGH OTHER CHANNELS

3. CHART A COURSE TOWARD FINANCIAL IMPREGNABILITY

o PRESERVE THE PURCHASING POWER OF THE ENDOWMENT

o MAINTAIN THE USEFUL LIFE OF PHYSICAL ASSETS

o NOURISH AND DEVELOP HUMAN RESOURCES

o OPERATE WITH BALANCED BUDGETS

o ENHANCE OTHER SOURCES OF REVENUE

NURTURE ACADEMIC EXCELLENCE

Goals Initiatives Status Comments Responsible Party

Continue to implement and refine the new educational program and to develop a sense of ease and confidence through which we communicate its virtues and unique position of the College among our peers.

Foundations: Area councils will continue to refine the notion of "foundation courses," including experimenting with newly designed integrative approaches to the arts, humanities, sciences and social sciences. The curriculum will continue to maintain a healthy balance between the disciplinary foundations of knowledge and the interdisciplinary complexities of life in the 21st century. Area councils will be funded and supported to encourage interdisciplinary collaboration among allied fields.

Ongoing2 area councils functioning (Arts, Science); Curriculum Committee needs to re-examine Foundations

Dean of the College

Specialization: Reconfiguration of majors due to staffing changes will continue as will the rearticulation of programs and pathways reflecting the latest developments within the disciplines appropriate to our curriculum.

Ongoing

Significantly revised: ANSO, Art, Computer Science, Music; new major in Asian Studies, Neuroscience; new minors in Business, Film Studies, Educational Policy Studies (in progress: Visual Studies)

Dean of the College; academic departments; faculty

Key Competencies: Faculty and course development will continue to sharpen our effectiveness at working with students in the areas of written and oral communication, quantitative literacy, information literacy,and informed use of technology, second language, and diversity.

Ongoing Need to establish assessment. OIRA, Curriculum Committee

Experiential Learning: From an initially broad approach, the faculty will continue to refine appropriate experiential learning projects (e.g., internships, community service projects, etc.) through which classroom learning is tested in applied settings. The administration of Experiential Learning will become centralized in the Center for Pre-Professional and Career Development.

Ongoing

Information form designed and implemented 2009; Center for Career and Pre-Prof Devel not yet involved in administration, as originally intended; some confusion as to whether EL can earn credit.

Dean of the College/Dean of Students

Develop the advising system as a central, emblematic feature in the Knox academic experience in order to position Knox uniquely among its peers.

The concepts of "guided independence" and "owning your own education" will be further established in order to depict Knox as an institution where education is collaborative--something faculty do with students, not to them.

Ongoing

"Academic Knox" booklet distributed to entering students in summer mailing; new glitzy web version Fall 09. New assessment project on advising begins Sept 09.

Dean of the College

Electronic portfolios wil be implemented as anchors for advisor/student dialogue and as repositories for student reflection, planning and assessment.

Discontinued

Portfolios have been designed and provided to students and advisors. They need to be fully integrated into student educational planning.

Dean of the College

The student Educational Plans (sophomore year) will be implemented as a significant benchmark in each student's education.

Ongoing Not yet fully integrated into advising and student educational planning.

Dean of the College; Registrar; Curriculum Committee

The Fall Institutes will be funded and implemented as unique events to strengthen educational advising, assessment and planning. Established CCPPD coordinates Dean of the College;

CCPPD

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Goals Initiatives Status Comments Responsible PartyPromote and strengthen the internationalism of a Knox education.

The College will continue to attract and retain an internationalfaculty, educated at the world’s most prestigious universities. Ongoing Increase in # of int'l faculty Dean of the College

and Departments

We will maintain and enhance the global scope of the curriculumacross all the disciplines. Ongoing

Cat initiatives , faculty development grants, Anhui program, Asian Studies program, establishment of Chinese.

Dean of the College

Faculty appointments and visiting fellows will address curriculargaps, particularly in South and East Asian Studies, where possible. Ongoing

Committee on Asian Studies has been created. 1 FTE 2nd position in Japanese created 2006; .5-fte faculty position in Chinese established fall 2006; tenure-line faculty position in Chinese established in fall 2007.

Dean of the College, FASCom

New ways will be sought to integrate the tradition of social activismof Knox’s founders, students and alumni with the educationalexperiences of contemporary students.

OngoingSpring break and summer volunteerism trips established; Peace Corps Prep program established.

Dean of Students; Center for Comm. Service; Center for Global Studies supervises PCP program

The Center for Global Studies will be further developed as the hubof internationalism on campus, helping to integrate the faculty,curricular, and off-campus threads of internationalism across thestudent’s entire Knox experience.

Completed

Two multi-year grants from the Caterpillar Educational Foundation have funded Center activities. Money from some restricted funds also supports CGS.

Academic Affairs, Advancement

Promote student research as uniquely supported by and uniquely emblematic of Knox.

An annual compendium of independent student research andcreative work will be developed, listing all Honors and specialfellowships (McNair, Hughes, AAAS/Merck, Rockefeller, Richter,Ford Fellowships), and possibly highlighting six to eight majorprojects spanning, where possible, all four Areas. The report will beused for both internal and external marketing; it will emphasize therichness of research opportunities and the substantial institutionalcommitment (including monetary support) to independent research,both of which position Knox uniquely among its peers.

Established Booklet distributed annuallyd; also on web

Academic Affairs; Public Relations;

The Center for Advanced Study and Research will be established topromote (both internally and externally) independent research,including closer institutional collaboration with the Council forUndergraduate Research and other national organizations.

In progressMellon Foundation grant received, advisory committee formed, director named.

Dean of the College

The College will seek new funds to endow new summer studentresearch fellowships across the curriculum, emphasizingcollaborative faculty-student research and creative projects.

In progress HHMI grant; new alumni Funding (e.g., Nagel, Baker), Kemper grant

Dean of College, Advancement




Continue to seek ways to link the College's heritage in social and community involvement to the educational and growth experiences of all students.

The College will explore ways to integrate community service intoindividual students’ curricula through the experiential learning goal. Ongoing Center for Community Service ;data

being collected; social services minor

Dean of Students, Center for Community Service; faculty

The position of the College within its peer groups will be furtherclarified by our developing visible and meaningful aspects of theeducational program that clearly reflect the history of activism of ourfounders and alumni.

Ongoing

Cath Denial's history course; update history timeline on the web;new recvruitment materials, PC seminar in development; volunteerism; also part of CRAS agenda

Dean of College, Dean of Students

The Center for Community Service will be established as thecoordinating body for student volunteer efforts. Completed

A grant from the Scripps Foundation has funded the first year of the Center.

Dean of Students, Advancement

The proposed Heritage Center in Alumni Hall will integrate theLincoln Studies Center and the Galesburg Colony UndergroundRailroad Freedom Center to celebrate the College’s andcommunity’s history. Both the Heritage and Lincoln Studies Centerswill be developed in ways that enhance the College’s visibility andreputation while enriching educational opportunities for students(e.g., through public history, museum education and primary sourcehistorical research).

Ongoing

University of Illinois Press to publish Knox Lincoln Studies Center monographs series beginAning 2008\NEH proposal, Library of Congress grant

Academic Affairs, Advancement

New ways will be sought to integrate the tradition of social activismof Knox’s founders, students and alumni with the educationalexperiences of contemporary students.

No Progress

Identify distinctive strengths of academic programs and enhance programs with strategic significance to recruitment and fundraising.

The faculty will help identify distinctive qualities of departmentaland/or area programs. For example, Catch has become emblematicof the creative arts; the Hughes grant is emblematic of uniquestrengths in the sciences. Both are examples of national recognitionwhich affirms the unique excellence of education in these areas.Parallel achievements or projects should emerge from theHumanities and Social Sciences.

Ongoing Japan Term has this potential for Asian Studies program

Dean of the College, faculty

The College will seek funds to add resources (including staff) toacademic programs that have demonstrated the capacity both forattracting new students and for increased alumni support, e.g.,business, creative writing, pre-med and pre-law, journalism,environmental studies, dance, and music education.

Ongoing Salary inititive; Borzello Hall; new faculty chairs (e.g., in ENVS)

Advancement, Dean of the College

Explore academic program opportunities with strategic potential for revenue generation.

The College will consider its unique combination of regional,national and international identities to identify strategically importantprograms.

Ongoing Annui program, Japan term, Fudan exchange,new film studies program

Dean of the College, faculty




The College will explore the potential development of graduatecourses and/or a Masters in Teaching Program by expanding staffin Educational Studies to capture the regional market in“professional development” credits required by the state of K-12educators.

Little progress

The Educational Studies Department is working with District 205 on the establishment of a professional development school. EDST limited in offering grad courses due to staffing and facilities.

Dean of the College, Advancement

The College will explore the establishment of summer pre-Collegeprograms that are academically focused in areas such as thesciences, creative writing, and college preparation.

No Progress Unclear

Improve the quality and attractiveness of academically-focused co-curricular activities.

The College will seek funds to enhance endowed lectureships,colloquia, exhibitions, performances, readings and other specialevents that are academically focused and that expand and enrichthe classroom experience. The stature of speakers andperformances on campus should be commensurate with thenational reputation of the College.

No Progress Advancement

The scheduling of speakers, lecturers, readers, and performers willbe centralized through an events coordination system. No Progress

PR office assists, web-calendar facilitates, but still no centralized operation.

Unclear

The College will seek funds to establish an annual College Debateon a special theme each year. Building on the College’s pastassociation with intercollegiate debate, the Knox Debate will invitenationally and internationally-recognized persons to representcompeting arguments on a key issue of the day.

No Progress Advancement

Enhance technology and more clearly articulate its role in teaching, learning and scholarship at the College.

The College will develop a 5/10-year plan for technology thatconsiders system and organizational needs in instructionaltechnology, information literacy, and digitalized media. TheComputer Center, Library staff, faculty and students will construct avision broadening curricular opportunities in these areas and forfurther thoughtful integration of technology to support teaching,student learning, faculty and student scholarship and creative work.

Ongoing

A grant from the Mellon Foundation funded a digital technology planning project. Needs assessment ensued, parts of which are being imiplemented. Arthur Vining Davis grant; Office of Instructional Technology Support establsihed; renovation of language lab scheduled for December 09; GIS lab established; new faculty expertise established which will lead to new courses.

Advancement, Dean of College, Faculty

The technology reserve fund will be enhanced in order to achieve alevel that supports systematic upgrades of hardware and softwareacross the campus.

Ongoing Increased. VP for Finance and Dean of College




Enhance Instructional Support

The College will make progress on addressing both deferredmaintenance needs, and modernization and reconfiguration ofCollege facilities including the Umbeck Science & MathematicsCenter, George Davis Hall, The Ford Center for Fine Arts and OldMain. Specialized instructional needs in science, art, music, danceand theatre will be addressed.

Ongoing

Annual maintenance and repair funding and a $2.3 million energy conservation project (to be completed by September 2006) will recommission HVAC systems. campus-wide, and include new stage lighting for Harbach, backup generators for science facilities and the College's telephone system. SMC plan and vision statement; about to renovate lang lab; plan for renovation Jay rehesal hall; renovated classrooms in Old main, Borzello building, seminar adn dark room in Smc; new biology lab (Scripts); new GIS lab and envs facilities; secret art planning at work; upgraded dance facility; carpeted GDH, renovated econ classroom;

Advancement, VP for Finance, and Dean of the College

Seymour Library will develop a plan for its facilities and programs toadapt to new learning styles, assignments and patterns in order tomaintain the library as the central learning resource on campus.The difficult process of identifying strategic periodical and databaseresources must continue, even as acquisition budgets areenhanced. New programs will be established to reconfigure thepartnership of librarians and faculty in the educational process.

Ongoing

Librarian position to work with departments/faculty; some reconfigured library space (Andrew Commons);

College Librarian, Dean of the College

A comprehensive plan to determine standards for classroomconfiguration, furnishings and technology will be developed andimplemented. Classroom technology will continue to be enhanced toprovide additional flexibility for the scheduling and location ofclasses.

Ongoing

Faculty Instructional Support Committee completed campus classroom survey and classroom technology proposal, June 2006, together with the Mellon planning grant this helped shape AVD proposal; no plan in place, however, for standard classroom equipment

Dean of the College, Instructional Support Committee, Advancement, Computer Center, Library

Facilities issues (physical condition as well as space) for thecampus libraries will need to be resolved. Ongoing

Dean of the College, VP for Finance, Advancement

Services provided by the Center for Teaching and Learning andCenter for Pre-Professional and Career Development will beexpanded and enhanced, including additional resources (e.g., in thearea of learning disabilities), and the further implementation of theinternship program.

Ongoing New staffing and facilities, enhanced programming

Dean of Students, Center Directors



Goals Initiatives Status Comments Responsible PartyAcademic department budgets will be increased, particularly inareas dependent on expendable supplies and special equipment(e.g., laboratory sciences, theatre, art, music).

No Progress Dean of College, VP for Finance

Enhance the Student Experience

The College will reach a stable 1st-to-2nd year retention rate of 90percent.

Ongoing reached but slippedDean of Students, Associate Dean of College, Faculty

The College will maximize the number of courses with less than 20students and eliminate the small number of courses with 50 or morestudents.

Ongoing reached occasionally Dean of College

The College will increase the four-year and six-year graduate rates. no progress Unclear

The Office of Student Development will articulate a set ofeducational goals for students’ residential experiences. no progress Dean of Students

Efforts will continue in both academic and co-curricular life toenhance the sense of student ownership of and responsibility foracademic integrity and appropriate social behavior.

Ongoing

Recent efforts have strengthened the Honor Code (more needed); strengthened attention to honor code at new student orientation; grievance procedures under review.

Associate Dean, Dean of Students; Grievance task force, Honor Board

Student programming opportunities reflective of the intellectualdiversity on campus will be increased. Ongoing Unclear

Space for clubs, organizations and community gatherings will beincreased and enhanced. No Progress unfunded Wallace Lounge plan Dean of Students

Planning will be developed for enhancing residence halls. OngoingSprinkler plans, renovation of Hamblin Hall; FiJI house sustainability plan

Dean of Students, Facilities Services, Advancement

The role of athletics will be strengthened within the context of theCollege’s educational mission and efforts will be made to enhancethe common understanding of the aims of that program.

Ongoing Increased staffing, new Athletic Director

Athletic Director, Dean of College, Athletics Committee, etc.

Support/resources will be increased for intercollegiate athletics andfor intramural and fitness programs. Ongoing

E. & L. Andrew Fitness Center dedicated in February 2006/ Knosher Bowl; renovation of track and field facilities, soccor (Prats field); weight room (Porter Wrestling Center); expansion of training facility; Memorial gym renovation; additional staff; established athletic recruitment budget; amenity center will open October 2009

Advancement, Athletics, Dean of College, President, Trustees, project task forces

The College will establish an on-campus health center. Done Agreement with Galesburg Clinic Dean of Students, VP for Finance




The College will continue to develop a dynamic website both forexternal markets (recruitment & fundraising) and for internal campususe.

OngoingProjected launch, Aug 2009; new web unit created in Computer Center; work with Lawlor Group and Ingeniux

Computer Center, Public Relations, Admission, Web and New Media Services group

Efforts will be made to increase the selectivity of recruitment byexpanding and enriching the applicant pool; the commitment tounderrepresented groups will not be diminished by such efforts.

Ongoing

Achieved, but threatened by current economic conditions (2009); increasing diversity within pool (record high levels in 2009--33% students of color)

VP for Enrolment

Faculty Support

The College will continue to implement the Compensation Initiativeto increase faculty salaries to address cost of living andcompression, and to raise salaries to competitive levels within anappropriate comparison group.

Ongoing

Phase I (internal equity) and Phase 2 (cost of living) have been implemented.; phase 3 begun; Phase 2 setback in FY10

Dean of College, President, VP for Finance

Special endowments will be sought to support the faculty start-upprogram, and to help attract the best and brightest new faculty. On going

Cartier Fund (not endowed) established to provide some financial resources

Advancement

A reserve fund will be established to serve as the source formatching funds for faculty research grants. The reserve may befunded, in part, through a shared “indirect cost recovery” distributionprogram.

No Progress Dean of the College, VP for Finance

The College will increase funds available to support conferencetravel and faculty research to reach a level of approximately $1,500per full-time faculty per year.

Ongoing

The Zweifel Fund has significantly enhanced support for participation in scholarly conferences; one-time annual gifts from trustees helped (FY09)

Advancement, Dean of the College, VP for Finance

Special competitive early and/or full-year sabbatical awards, as wellas mid-career awards, will be made on an annual basis. No Progress Dean of the College



Increased institutional self-confidence among all of the College'svarious constituencies will benefit the fundraising efforts. TheCollege will continue efforts to build institutional self-confidencethrough higher-quality advancement publications, increaseddissemination in those publications and elsewhere of informationdescribing alumni outcomes and the good results of a Knoxeducation, and an added element of distinctiveness in our alumniprogramming.

Ongoing

Anecdotal comments from alumni suggest that progress has been made. Great strides on publications, outcomes being pushed into publications; web project will improve things further as will the new Office of Institutional Research and Assessment

Public relations, Advancement, Institutional Research, Web & New Media Services

The College will increase its internal marketing and communicationcapacities, helping to nurture a shared sense of mission among allemployees. Senior Staff summary reports will be made available ona routine basis to enhance the sharing of institutional news.

Ongoing

Senior Staff reports/trustee bullet reports disseminated regularly; enhanced web pages for faculty and staff; updated Knox letter; Gizmogram goes to faculty and staff

Public reltions; Web & New Media Services, President

The College will continue efforts to make Knox a good place towork. Ongoing

New employee handbook; wellness program; new employee oriientation; health screenings; fitness center; employee attitude survey

Human Resources, Office of Institutional Research and Assessment

The College will strengthen its institutional research capability. ongoing Title III grant President, IPG on grant; Dean of College and VP for Finance for implementation

The College will identify and increase market research necessaryto support and guide the fundraising and recruiting functions. Ongoing still need to do a full alumni survey Advancement, Office of Institutional Research

& Assessment

The College will develop and maintain consistency and vibrancywithin Knox’s visual identity and messaging. Ongoing

New recruitment publications; improved consistency on the web; banners

Public Relations, Web & New Media Services

The College will continue the process of building a database of'alumni outcomes' information, with particular emphasis onidentifying dissemination strategies that will best serve allconstituencies on campus, enhance marketing efforts, and buildalumni pride.

No Progress alumni survey will help this Advancement, Office of Institutional Research & Assessment

A new generation of recruitment publications and web-basedmaterials will be developed to reflect changes in the curriculum andto convey the unique strengths of the College.

Ongoing1st pieces have been distributed; empahsis on distinctive features rather than uniqueness

Admission, Web & New Media Services, Public Relations

The College will enhance efforts to utilize special accomplishmentsof students (fellowships, Catch , scholarly conference participation),faculty (fellowships, grants, publications, performances, LincolnStudies Monographs, Vitalist Theatre), and staff (externalrecognitions, new practices and procedures, communityinvolvement activities) to convey the position of the College as acommunity that fosters achievement.

Ongoing President's report, Gizmogram, new web redesign Unclear

Continue to Strengthen Institutional Self Confidence among Alumni, Faculty & Staff

Develop institutional and market research capabilities

STRENGTHEN INSTITUTIONAL SELF-CONFIDENCE

Identify and clarify the unique selling position of Knox College as a basis to refocus marketing efforts

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The expertise of Knox College faculty will be promoted asresources for the media. Ongoing

subscribe to ProfNet, but faculty are sometimes reticent--need to increase their understanding of media demands

Public Relations, Dean of the College

Increased conference participation and targeted publications willincrease awareness within the higher education community of KnoxCollege as an institution of excellence.

Ongoing

President Taylor elected president of ACI and member of ACM Executive Committee; improved media contacts for Knox; Roger as chair of ACM; FAICU Executive Commmittee; Dean Romano gains national recognition as Latino Senior Student Development officer ; Kevin Hastings Teagle/AAC&U presentations; Visitibility of President; Student Development Administrator of the Year (Dean of Studetns); Dean of College delivers presentations at national AAC&U conferences, Pew-Midstates Science and Math Consortium workshop, and CIC-NITLE workshop.

Senior Staff

The Knox College campus will be promoted as a regional center offine arts and interesting/entertaining activities. Ongoing

Distribution of arts brochure; potential use of web site to improve access to local audiences; impact of Vitalist Theatre

Public Relations, Advancement

Media relations and advertising efforts will be integrated with fund-raising and recruiting priorities. Ongoing Some budgetary restrictions; special

ads in the Chronicle Public Relations, Advancement

The College will continue to modernize media relations throughtechnological enhancements, streamlined contact management,and efforts that capitalize on emerging opportunities.

Ongoing

streaming technologies; streamlined content management system to increase access; improved records of media reportersterests and thei, more things on web, high-res photos

Web and New Media Services; Public Relations

The College will continue to nurture and enhance the participationof the entire campus community in student recruitment efforts. Ongoing "Bring in the class" is now an

institutional mantra Senior Staff, faculty

The College will enhance coordination of alumni programming withadmission efforts to involve alumni volunteers more effectively insupport of student recruitment. The Advancement Office will workwith staff in Admission to identify ways in which our regional alumniclubs can better support recruitment efforts.

Ongoing

Added new student send-off programs in Chicago & St. Louis. Advancement participates in Admitted Students Days. Ratcheted up Black Alumni Assoc; growth of Colorado alumni scholarship participation;

Advancement, Admission

The College will improve the Admission department facilities. No Progress

Develop a comprehensive external relations initiative

Nurture college-wide involvement in student recruitment




The coordination of expertise from the Public Relations Office andthe Computer Center will enhance the technical support of the webwith the content management system.

Ongoing

New media coordinator in Public Relations and systems analyst in Computing Center developing new applications; re-organization by establishing Web and New Media Services, including additional programmers and dedicated content writers

Computer Center, Public Relations, Dean of the College, President

The currency of content on the website will be improved. OngoingW&New Media Services additional staff in PR has increased stories; writers group

Public Relations; Web & New Media Services

Enhancements (including interactive components) will be added tothe website as opportunity and time allow. Ongoing

Added virtual tour and Admission map to website; added podcast (events, accomplishments, students); facebook page, YouTube channel

Admission, Web & New Media Services, Public Relations

Focus marketing and communication efforts on the web as the medium of choice for most users who seek depth and richness in content, while at the same time providing clear communications that drive traffic to the web through other channels


Goals Initiatives Status Comments Responsible partiesThe College will continue to reduce the endowment spending rate to 5percent. Ongoing On schedule; fy09 5.9% from a high of

16.6% in 00; fy10 at 5.6%VP Finance in consultation with others

The College will continue to maximize its investment earnings withoutsubjecting itself to unreasonable risk. Ongoing

Taken a step to increase return by making investments in small caps investment managers; and fired one investment manager

VP Finance, President, Board of Trustees

The College will continue to integrate investment objectives with theendowment spending rate based on the understanding that, over time,the total return must equal the spending rate plus the rate of inflationin order to maintain the purchasing power of the endowment.

Ongoing See immediately above VP Finance, President, Board of Trustees

The College will enhance the purchasing power of the endowmentover time through capital gifts. Ongoing

Secured 3 endowed chairs since the plan; plus endowed travel funds; endowed scholarships

Advancement

The College will continue to move toward fully funding thedepreciation of buildings and infrastructure, technology, andequipment based on the useful life of these physical assets.

Ongoing

Technology, capital projects, maintenance reserves are up from 0 for technology, 150K for maintenance and repair, nothing for capital projects; up to $1,050,000 annually for maintenance, repair and capital projects; technology up to $100,000; but still vulnerable to achieving an annual balanced budget (began with .5% for maintenanced/repair funds as a cost of facilities, today we are up to XXX%)

VP Financed, in consultation with others

The College will continue to solicit capital gifts to enhance its physicalplant through major renovations and new construction. Ongoing

Borzello Hall, E & L Andrew fitness center, Knosher Bowl, Turner track, Prats field, classrooms in Old Main, CFA, and SMC; Scripps GIS lab, Scripps Bio renovation; scheduled Burkhardt-funded Lang Lab renovation

Advancement, Dean of the College

CHART A COURSE TOWARD FINANCIAL IMPREGNABILITY

Preserve the purchasing power of the endowment

Maintain the useful life of physical assets

8/31/2009 Strategic Planning Notebook-Tab 6 update.xls/Chart Status of Current Initiatives - Page 11

Goals Initiatives Status Comments Responsible parties


The College will continue to implement the faculty and staffcompensation initiatives by addressing internal equity, cost of living,external competitiveness, and salary and wage compression.

Ongoing

Phase I (internal equity) and Phase 2 (cost of living) have been implemented for both faculty and staff; Phase III external equity begun and ongoing. Pase 2 setback in FY10.

VP Finance, President, Dean of College

The College will provide additional funds and enhanced opportunitiesfor professional development for both faculty and staff. Ongoing

The Zweifel Fund has significantly enhanced support for faculty; no additional funds, but budget reallocation has allowed additional staff development, i.e., enhanced training for admission staff, HR-sponsored workshops,sexual harrassment workshop .

Dean of College, Advancement; Human Resources

The College will periodically assess the optimum size of and balanceamong faculty, staff, and students (including the associatedinstructional facilities and residential capacity) in order to maintain ahigh quality academic program.

Ongoing

We made adjustments in June 2008 when the board authorized enrollment goal of 1350 degree-seeking students; maintained 12:1 student:faculty ratio; made adjustments in housing policy, added rooms in several residence halls, increased faculty offices and classrooms; added points of service for dining services; we are at capacity; we've increased our capacity without major investment in new facilities

Senior Staff

The College will continue to help faculty and staff understand theimmediate challenge of balancing the budget at a time when we arereducing our endowment spending while endeavoring to increaseexpenditures for our physical assets and human resources.

Ongoing

Most people get it; Presidential periodic updates, empahsis on bringing in the class and fund-raising, etc.

Senior Staff

The College will continue the budget control process begun in 2003,designed both to balance the budget and to reallocate funds to highpriority needs that arise during the year.

Ongoing Senior Staff

In the short term, the College will continue to increase its operatingrevenues from net tuition and fees through the existing pricingstrategy, lowering the discount rate, and increasing our enrollments toa stable level of 1200.

Ongoing

1200 revised in 2008 to 1350; succerssfully reduced discount rate from 49.x in 2000 to 42.xx in 2008; the discount rate is at a new plateau; long-term goal was to get to a stable long-term discount rate

Admission,, net tuition group, ernollment planning group

Nourish and develop human resources

Operate with balanced budgets


Goals Initiatives Status Comments Responsible parties


The College will continue to build a successful institutional fundraisingprogram supported by an understanding that effective gift cultivationand solicitation require the active participation of the whole collegecommunity. The Advancement Office will work toward establishing aculture on campus among faculty, staff and students thatadvancement is our “common work.”

OngoingStudent progress via phonathon, protocols for student organziation fund-raising; some progress with faculty

Senior Staff, esp. Advancement

Working with the Dean of the College, the Advancement Office willhelp engage faculty and staff in advancement through sharingachievements, helping to monitor alumni careers and outcomes, andvalidating the contribution of a Knox education to the careeraspirations of our students.

Ongoing Gizmo gram; Magazine; Alumni survey is scheduled.

Advancement, Dean of the College, Office of Institutional Research and Assessment

The Advancement Office will coordinate with the Office of StudentDevelopment to build on existing efforts (e.g., the Senior Challenge)to nurture among students a culture of philanthropy toward theCollege during the time they are on campus.

OngoingSenior challenge increased, more Finleys; Ambassadors are more competitive;

Advancement

The Advancement Office will continue to build the effectiveness of thedevelopment and alumni relations efforts and ensure enhancedcoordination between their programming decisions. The College willcontinue its recent progress of ensuring that all alumni relationsprogramming is conceived as an integrated part of our overalladvancement efforts.

OngoingPresident constantly asks unabashedly for money; recognition of donors enhanced

President, Advancement

In the long term, the College will both (a) increase annual support forthe operating budget and (b) secure major capital gifts to increase theendowment and preserve and enhance physical assets.

Ongoing

In 2001, the emphasis was on short-term; have been increasing annual support goals since then; more recent empahsis on long term giving which takes time to build

Advancement

The College will continue to advance the Knox Fund as a way tosupport the larger institutional budgeting process and providepredictability in planning from year to year. The College will increaseannual gift revenue from alums and friends and the givingparticipation rate among alums. The Advancement Office will continueto educate alums through all available means of the importance oftheir philanthropic support if the College is to grow and prosper. TheKnox Magazine , other Advancement publications, the website andindividual conversations with alums will reiterate the importance ofenhanced alumni support of the College.

Ongoing

Magazine, Gizmogram, President's Circulatge, Board chairs report; flash drives, more gift officers making more calls, more exclutivitiy events for big donors; expansion to parents; giving rates and amounts have been going up, reasonable success in 2009 given the recession. Biggest challenge is the trend for donors wanting to restrict their annual gifts

Advancement

The Advancement Office will expand the scope of fundraising in order to emphasize major gift solicitation. The Office will build the major gifts program through ongoing cultivation of major gift prospects and strategically targeted solicitations.

OngoingNew major gift officers (from 1 to 4); some targeted lists; established geographic focii for major gifts officers

Advancement, President

Enhance other sources of revenue


DISCUSSION DRAFT

Institutional Fundraising PrioritiesDefinitions for Priority Categories

Priority 1 -- The limited number of needs and special projects to which trustees will be expected to make capital and endowment gifts and for which the College actively will organize special campaigns, identify specific prospects, and make a top fundraising priority for the Trustees, Advancement Staff, and the President.

Priority 2 -- Institutional needs that the Advancement Office will actively market as fundraising priorities and pursue donors to support.

Priority 3 -- Institutional needs and opportunities that the Advancement Office will not actively market as fundraising priorities, but will pursue among prospective donors if the need or opportunity coincides with the College's mission and an expressed donor interest.

Knox College Confidential 1/7/2009 Page 1

DISCUSSION DRAFT

Sum of Dollars PriorityType 1 2 3 Grand TotalEndowment 28,000,000 32,250,000 34,300,000 94,550,000 Capital 10,000,000 4,000,000 3,200,000 17,200,000 Other Operating 247,500 60,000 307,500 Grand Total 38,000,000 36,497,500 37,560,000 112,057,500

Institutional Fundraising Priorities(All Priorities)


DISCUSSION DRAFT

Gift Type ProjectPriority 1

Sum of Dollars PurposeType Project Faculty Enrichment Facilities Grand TotalEndowment Fund to enhance faculty salaries 10,000,000 10,000,000

Professorships in new or high demand fields (4 at $1,500,000 each) 6,000,000 6,000,000 Professorships in budget relieving faculty lines (5 at $1,000,000 each) 5,000,000 5,000,000 Fund to support faculty research and travel 1,000,000 1,000,000 Renovation of Alumni Hall 6,000,000 6,000,000

Endowment Total 22,000,000 6,000,000 28,000,000 Capital Alumni Hall renovation 10,000,000 10,000,000 Capital Total 10,000,000 10,000,000 Grand Total 22,000,000 16,000,000 38,000,000

Institutional Fundraising Priorities - Priority 1The limited number of needs and special projects to which trustees will be expected to make capital and endowment gifts and for which the College actively will organize special campaigns, identify specific prospects, and make a top fundraising

priority for the Trustees, Advancement Staff, and the President.


DISCUSSION DRAFT


Sum of Dollars Purpose

Type ProjectAcademic Program

Faculty Enrichment Scholarships Student Life Facilities Other Grand Total

Endowment Library Collections Funds - Unrestricted (Various beginning at $25,000 6,000,000 6,000,000 Fund to establish departmental support funds -- e.g., the Fellowes Fund (3 at $1,000,000 each 3,000,000 3,000,000 Funds to enhance individual programs -- e.g., the Green Oaks Term, Creative Writing, Journalism, etc. (5 at $500,000each)

2,500,000 2,500,000

Name Lincoln Studies Center 2,500,000 2,500,000 Name director of Lincoln Studies Center 1,750,000 1,750,000 Fall Institute programs 1,200,000 1,200,000 Name Special Collections/Archives in Seymour Library 500,000 500,000 Student research funds -- ala Richter and Ford Fellows (5 at $100,000 each 500,000 500,000 Fund to support internship program (5 at $70,000 each 350,000 350,000 Fund to support summer student research (5 at $70,000 each 350,000 350,000 Fund to support international programs 250,000 250,000 Fund to support faculty start-up program 500,000 500,000 Fund to support curriculum developmen 200,000 200,000 Scholarship funds (200 at $50,000 each) 10,000,000 10,000,000 Fund to support student activities 100,000 100,000 Fund to support lectureships, colloquia, etc 50,000 50,000 Fund for position in Institutional Research 2,000,000 2,000,000 Fund to support Catch 500,000 500,000

Endowment Total 18,900,000 700,000 10,000,000 150,000 2,500,000 32,250,000 Capital Seymour Library expansion and renovation 2,500,000 2,500,000

Admission Office expansion and renovation 250,000 250,000 Classroom and lab/studio space renovations (5 at $50,000 each) 250,000 250,000 Lincoln Room: Audio Visual 200,000 200,000 Digital media and video production facilitiesHarbach Theater renovationStudent residence construction and/or renovationsKresge Auditorium: Audio VisuaFitness and Athletics Initiative (Fitness Center, Bowl and Track 300,000 300,000 Science and Math Center expansion and renovationSigma Nu House expansion and renovationWallace Lounge 500,000 500,000

Capital Total 4,000,000 4,000,000 Other Operating Operating support for Fall Institute program 30,000 30,000

Operating support for internship program 25,000 25,000 Instructional Technology - Equip one classroom with enhanced technology (projector, screen and smart board 20,000 20,000 Operating support for Gale Scholars Program 20,000 20,000 Operating support for international programming 12,500 12,500 Instructional Technology - Equip one classroom with standard technology (projector and screen 10,000 10,000 Operating support for student research programs - ala Richter and Ford Fellows 5,000 5,000 Operating support for faculty research and trave 25,000 25,000 Operating support for faculty start up program 25,000 25,000 Operating support for distinguished visiting professorships 20,000 20,000 Operating support for term professorships 10,000 10,000 Operating support for curricular development program 10,000 10,000 Operating support for Campus Events Coordinator position 35,000 35,000 Digital media and video production equipmenOperating support for 2008 Lincoln Colloquium

Other Operating Tota 122,500 90,000 35,000 247,500 Grand Total 19,022,500 790,000 10,000,000 150,000 4,000,000 2,535,000 36,497,500

Institutional Fundraising Priorities - Priority 2Institutional needs that the Advancement Office will actively market as fundraising priorities and pursue donors to support.

Knox College Confidential 1/7/2009

Page 4

DISCUSSION DRAFT


Sum of Dollars Purpose

Type ProjectAcademic Program Scholarships Student Life Facilities Grand Total

Endowment Name Center for Teaching and Learning 4,000,000 4,000,000 Name Center for Global Studies 1,500,000 1,500,000 Name Center for Advanced Study and Research 1,500,000 1,500,000 Name director of Center for Global Studies 1,500,000 1,500,000 Name director of Center for Teaching and Learning 1,500,000 1,500,000 Name director of Center for Advanced Study and Research 1,500,000 1,500,000 Name College Librarian position 1,500,000 1,500,000 Name Center for Career and Pre-Professional Development 1,000,000 1,000,000 Name Center for Intercultural Life and Learning 1,000,000 1,000,000 Name director of Center for Career and Pre-Professional Developme 1,000,000 1,000,000 Name College Archivist position 1,000,000 1,000,000 Name Center for Community Service 500,000 500,000 Name director of Center for Community Service 500,000 500,000 Name director of Center for Intercultural Life and Learning 500,000 500,000 Gale Scholars Scholarship Program 15,000,000 15,000,000 College Chaplain 800,000 800,000

Endowment Total 18,500,000 15,000,000 800,000 34,300,000 Capital Auxilliary Gymnasium renovation 3,000,000 3,000,000

Green Oaks improvements 200,000 200,000 Landscape Master Plan

Capital Total 3,200,000 3,200,000 Other Operating Start-up funds for new centers 30,000 30,000

Operating support to address departmental/area council priorities 25,000 25,000 Operating support for Gale Scholars Program 5,000 5,000

Other Operating Total 55,000 5,000 60,000 Grand Total 18,555,000 15,005,000 800,000 3,200,000 37,560,000

Institutional Fundraising Priorities - Priority 3Institutional needs and opportunities that the Advancement Office will not actively market as fundraising priorities, but will pursue among prospective donors if the

need or opportunity coincides with the College's mission and an expressed donor interest.


Appendix A

KNOX COLLEGE—Statement of Mission

Knox College is a community of individuals from diverse backgrounds challenging each other to explore, understand and improve ourselves, our society and our world. The commitment to put learning to use to accomplish both personal and social goals dates back to the founding of the College in 1837. We take particular pride in the College's early commitment to increase access to all qualified students of varied backgrounds, races and conditions, regardless of financial means.

Today, we continue to expand this historic mission and the tradition of active liberal arts learning. We provide an environment where students and faculty work closely together and where teaching is characterized by inviting and expecting students to pursue fundamental questions in order to reach their own reflective but independent judgments. The mission is carried out through:

• our curriculum: combining inquiry in traditional as well as newer disciplines with the integrative perspective of interdisciplinary work; building from basic skills of writing, reading, calculating and critical analysis to opportunities for sophisticated student research and creative expression.

• the character of our learning environment: encouraging the critical exchange of ideas, challenging our students with high expectations and persistent demands for rigorous thinking within a supportive and egalitarian environment, characterized by an informality and openness that mirrors our Midwestern surroundings.

• our residential campus culture: encouraging the personal, cultural and intellectual growth of our students in a reflective, tolerant and engaged campus community through supportive residential opportunities, numerous student organizations, a wide array of creative activities and cultural programming, and opportunities for intercollegiate and recreational sports.

• our community: reaffirming and extending our ongoing commitment to a diverse community of students, faculty and staff with each new hiring and admission.

Our aims throughout are to foster a lifelong love of learning and a sense of competence, confidence and proportion that will enable us to live with purpose and to contribute to the well-being of others.

- approved by the Knox College Faculty, May 1993 - affirmed by the Board of Trustees, June 2008

Appendix B

STATEMENT OF EDUCATIONAL GOALS

Knox College provides students with an academically rigorous education in a residential context that supports intellectual, personal, and social growth. A Knox education is a transforming experience that leads students to challenge, question, discover, and partici-pate actively in the community of ideas; to recognize and negotiate the conflicts and am-biguities of ideas, beliefs and perspectives; to fulfill personal aspirations; and ultimately to lead richer and more purposeful lives. A primary focus of a Knox education is the acquisition of knowledge, both within and across the disciplines. But our goals extend far beyond that. Knox College is committed to a liberal or liberating education, a process through which individuals learn from estab-lished ideas and from their own experiences, relate them to those of others, and see past their limits. Knox students learn as deeply and richly as possible about what is known and about what might yet be discovered and reconsidered in the world around them. They question the source, importance, and consequences of ideas, so as to not merely accept them, but to evaluate and give them meaning, transcending the boundaries of that which is handed down. A Knox education also helps students develop an appreciation for the equality and digni-ty of all people and a sense of caring regard for others. The College instills and nurtures the values of justice and social accountability, and the commitment and skills to draw in-dependent conclusions about what these concepts mean. At Knox, these goals inform the development of the whole person, which occurs both in and outside the classroom, on and off campus. Students grow from their academic, social, cultural, athletic, and residential experiences. That growth is made especially powerful when students integrate out-of-class opportunities with in-class learning. A Knox educa-tion is, then, a residential education, enhanced by experiences which actively involve students, faculty, and staff in an intellectual community. These goals of a Knox education require that students develop and strengthen abilities to inquire, to analyze, and to communicate and express by: critical reading, observation, and listening; creative and aesthetic exploration and interpretation; qualitative, quantita-tive, and experiential methods; rigorous formulation, testing, and interpretation of hypo-theses and theories; informed use of technology; and persuasive argumentation and effec-tive written and oral expression. Students use these abilities to form reasoned judge-ments, communicate them to others, and put them into practice.

The goals also recognize that these modes of inquiry, analysis and communication help bring into focus fundamental questions that are essential to the ideals of a liberal educa-tion, such as the following: • What does it mean to be human? What do humans have in common? What is con-

sciousness? What are reason, emotion, memory, and imagination? • What are the relationships between and among individuals, societies, cultures, na-

tions, and environments? How do we form identity? What does it mean to be a citi-zen? A non-citizen? What is our place in an increasingly technological world? How

Appendix B

Statement of Educational Goals –Page 2

do institutions facilitate or hinder interactions among people, with technology and with the environment?

• How do we define nature and what is our place in it? How do life processes work? What is our relationship to, and responsibility for, our physical environment?

• How do we know what we know about the physical world? How was the universe formed, and how does it change? What is randomness? How do we attempt to man-age it?

• Why do we have values? Where do they come from? • Where does meaning come from? How is meaning created through structure, pat-

tern, and style? What is beauty? How do we know? What makes a work of art or li-terature ‘great’? What are the limits of language?

• What is knowledge? How is it created or discovered? How is it preserved and by whom? What makes an idea powerful? How are feeling and experiencing ways of knowing? How do we decide what is better or truer? Who decides what is impor-tant? How do disciplines know what they know?

• What does it mean to be an educated person? What is the purpose of my education? • What impact will I have on the world? • What does it mean to be free? To whom/what am I accountable?

Knox graduates are prepared to pursue their life’s ambitions, and to do so with deeper and richer understandings, aspirations, responsibility and purpose. They are committed to put learning to use, to adapt, and to embrace change. Knox graduates are prepared for success and an appreciation of the personal and social responsibilities that success entails. Approved by the Faculty as a guide for subsequent stages of the general education review November 2000

Appendix C

OUTLINE OF NEW EDUCATIONAL PROGRAM

I. Foundations Completion of First-Year Preceptorial, an introduction to liberal learning taught in small sections with an emphasis on college-level writing and active class discussion; completion of at least one course in each of the areas of the Arts, Humanities, Social Sciences and Sciences. Departments and programs are encouraged to design or adapt courses to be flagged as particularly suited to serve as Foundations for further study in each Area.

II. Specialization

Completion of an approved major course of study (includes the option of a self-designed independent major). In addition, each student must complete a second field (a second major, established minor, or independently designed major or minor) to provide coherence within their breadth of study.

III. Key Competencies Students must fulfill the specific requirements to demonstrate competency in each of the following areas: Second Language Quantitative Literacy Understanding Diversity Oral Presentation Writing Information Literacy and Informed Use of Tech- nology

IV. Experiential Learning

Completion of at least one substantial experiential learning project that involves the application of knowledge, to be done after the first year. Examples of experiential learning include: internships, off-campus study, community service, some types of independent research or teaching assistantships.

V. Individual Educational Plan/Electronic Portfolio

In consultation with the academic advisor, each student will develop a personalized Educational Plan that meets the above goals and satisfies the requirements for a major. Development of this plan begins at matriculation and in most cases will be recorded and maintained electronically through a student portfolio system to be established on the College’s website. The plan is assessed and revised periodically over the four years of study. Formal approval of the plan by the pre-major advisor is required prior to declaration of a major. It may continue to be revised, as the student’s goals and aspirations develop, subject to the approval of the major advisor.

Appendix D1

KNOX COLLEGE LONG-RANGE PROJECTION

01/27/09 LRP10 Page 1

Ten Year Period Beginning 2009/2010

Attached are summaries of two financial projections intended to inform the Board’s consideration of the endowment spending authorization for the 2009/10 fiscal year. The projections cover a ten-year period from 2009/10 to 2018/19. Each summary contains key statistics pertaining to enrollments, pricing, the Knox Fund, student/faculty ratios, the budget, and the endowment. The forecasts do not represent institutional plans or proposals. They are simply projections of financial results under different sets of assumptions.

Highlights of Forecast A include the following.

Enrollments remain constant at 1,350, the level incorporated in the initial budget projection for 2009/10.

The comprehensive fee continues to increase at 4.9% per year, the same percentage increase as in the last three years.

The financial aid discount rate remains constant at 42.4%, the same discount rate that is projected for the current year.

The Knox Fund grows by 0% in 2009/10, and 3% per year thereafter.

The student/faculty ratio remains at 12 to 1 throughout the projection period.

The endowment spending rate is reduced by 0.3 percentage points per year until it reaches 5.0% in 2011/12. The projected spending rates are less than the rates mandated by the Board and comply with the College’s bond covenants.

The use of unrestricted bequests to support the budget is phased out by 2010/11.

Salaries and wages grow by 4% in 2009/10 and 3% per year thereafter.

Budgeted additions to maintenance and repair reserves remain at the 2008/09 level of $700,000 in 2009/10, and then increase by $50,000 per year throughout the projection period.

Operating budget additions to the technology reserve remain at the 2008/09 level of $100,000 in 2009/10, and then increase by $50,000 per year throughout the projection period.

Projected deficits are eliminated by 2014/15.

Highlights of Forecast B include the following.

Assumptions are the same as Forecast A, except enrollments decline by 100 students from 1,350 to 1,250.

Projected deficits are not eliminated until 2018/19, the final year of the projection.

Forecast A suggests that we are likely to begin each of the next several years with a deficit of at least $1 million. Forecast B illustrates the importance of maintaining our focus on maximizing net tuition revenue. A decline in enrollment of 100 students adds four more years of deficit budgets. Similar forecasts show that each 1% increase in the financial aid discount rate adds one more year of deficit budgets.

Exhibit III

Actual Budget2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

EnrollmentsFall Enrollment (Degree-seeking Headcount) 1,353 1,360 1,350 1,350 1,350 1,350 1,350 1,350 1,350 1,350 1,350 1,350Total Enrollment (Annual FTE) 1,325 1,331 1,331 1,331 1,331 1,331 1,331 1,331 1,331 1,331 1,331 1,331On-Campus Enrollment (Annual FTE) 1,256 1,266 1,266 1,266 1,266 1,266 1,266 1,266 1,266 1,266 1,266 1,266

PricingComprehensive Fee (% Growth) 4.9 4.9 4.9 4.9 4.9 4.9 4.9 4.9 4.9 4.9 4.9 4.9Financial Aid Discount Rate (%) 42.1 42.4 42.4 42.4 42.4 42.4 42.4 42.4 42.4 42.4 42.4 42.4

Knox FundBudget Support ($000) 2,316 2,491 2,491 2,566 2,643 2,722 2,804 2,888 2,974 3,064 3,156 3,250% Growth (0.9) 7.6 0.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0

Student/Faculty RatiosRatio #1 (Total Enrollment/Faculty Lines) 14.1 14.1 14.1 14.1 14.1 14.1 14.1 14.1 14.1 14.1 14.1 14.1Ratio #2 (On-Campus Enrollment/Teaching Strength) 11.8 12.1 12.0 12.0 12.0 12.0 12.0 12.0 12.0 12.0 12.0 12.0

BudgetSalaries/Wages (Positions+Raises) (% Growth) 9.4 4.4 4.2 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0Maintenance & Repair Reserve Addition ($000) 650 700 700 750 800 850 900 950 1,000 1,050 1,100 1,150Technology Reserve Addition ($000) 100 100 100 150 200 250 300 350 400 450 500 550Revenue Contingency ($000) 0 375 600 625 650 675 700 725 750 775 800 825Surplus (Deficit) 0 (242) (1,451) (1,154) (1,169) (970) (495) 55 644 1,267 1,925 2,616

Endowment Spending ($000)Operations 2,720 2,911 2,726 2,280 1,758 1,595 1,592 1,640 1,697 1,761 1,827 1,897Capital Projects 300 350 350 400 450 500 550 600 650 700 750 800Capital Development 156 0 0 0 0 0 0 0 0 0 0 0

Total Endowment Spending 3,176 3,261 3,076 2,680 2,208 2,095 2,142 2,240 2,347 2,461 2,577 2,697

Endowment Spending Rate (% 12-QA)Total Endowment Spending 6.2 5.9 5.6 5.3 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0Trustee Mandated Maximum 6.5 6.1 5.8 --- --- --- --- --- --- --- --- --- Bond Covenant Maximum 7.5 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0

Ending Endowment Market Value ($000)Total Endowment 71,423 56,073 53,112 55,352 58,251 61,498 64,957 68,596 72,419 76,434 80,654 85,092Unrestricted Endowment 22,055 13,698 13,384 14,350 15,497 16,747 18,067 19,449 20,894 22,407 23,991 25,652

Endowment Reserves ($000)Budget Contingency Reserve 1,480 1,480 1,480 1,480 1,480 1,480 1,480 1,480 1,480 1,480 1,480 1,480Hobbs Endowment 11,663 9,190 9,306 10,131 11,045 12,054 13,167 14,392 15,740 17,220 18,845 20,625

Endowment Total Return (%) --- --- 0.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0

Forecast A

Assumptions: See page 1.

Forecast

1/26/09 LRP10 - Feb 2009.xls/Forecast A Page 2

Appendix D1

Exhibit III

Actual Budget2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19



Knox FundBudget Support ($000) 2,316 2,491 2,491 2,566 2,643 2,722 2,804 2,888 2,974 3,064 3,156 3,250% Growth (0.9) 7.6 0.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0

Student/Faculty RatiosRatio #1 (Total Enrollment/Faculty Lines) 14.1 14.1 14.1 13.1 13.1 13.1 13.1 13.1 13.1 13.1 13.1 13.1Ratio #2 (On-Campus Enrollment/Teaching Strength) 11.8 12.1 12.0 12.0 12.0 12.0 12.0 12.0 12.0 12.0 12.0 12.0

BudgetSalaries/Wages (Positions+Raises) (% Growth) 9.4 4.4 4.2 0.9 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0Maintenance & Repair Reserve Addition ($000) 650 700 700 750 800 850 900 950 1,000 1,050 1,100 1,150Technology Reserve Addition ($000) 100 100 100 150 200 250 300 350 400 450 500 550Revenue Contingency ($000) 0 375 600 625 650 675 700 725 750 775 800 825Surplus (Deficit) 0 (242) (1,451) (2,563) (2,654) (2,536) (2,146) (1,686) (1,190) (666) (112) 469


Total Endowment Spending 3,176 3,261 3,076 2,680 2,208 2,095 2,142 2,240 2,347 2,461 2,577 2,697

Endowment Spending Rate (% 12-QA)Total Endowment Spending 6.2 5.9 5.6 5.3 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0Trustee Mandated Maximum 6.5 6.1 5.8 --- --- --- --- --- --- --- --- --- Bond Covenant Maximum 7.5 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0


Endowment Reserves ($000)Budget Contingency Reserve 1,480 1,480 1,480 1,480 1,480 1,480 1,480 1,480 1,480 1,480 1,480 1,480Hobbs Endowment 11,663 9,190 9,306 10,131 11,045 12,054 13,167 14,392 15,740 17,220 18,845 20,625

Endowment Total Return (%) --- --- 0.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0

Forecast B

Assumptions: Same as Forecast A, except enrollments decline by 100 to 1,250.

Forecast

1/26/09 LRP10 - Feb 2009.xls/Forecast B Page 3

Appendix D1

Appendix D2

KNOX COLLEGE LONG-RANGE PROJECTION

02/01/06

Ten Year Period Beginning 2006/07

Attached are summaries of three financial projections intended to inform the Board’s consideration of the endowment spending authorization for the 2006/07 fiscal year. The projections cover a ten-year period from 2006/07 to 2015/16. Each summary contains key statistics pertaining to enrollments, pricing, the Knox Fund, student/faculty ratios, the budget, and the endowment. The forecasts do not represent institutional plans or proposals. They are merely projections of financial results under different sets of assumptions.

Highlights of Forecast A include the following.

Enrollments remain constant at 1,217 (fall degree-seeking headcount), the level incorporated in the initial budget projection for 2006/07.

The comprehensive fee increases at 3.8% per year beginning in 2007/08, which represents an increase in the tuition rate of 4% and an increase in room and board charges of 3%.

The financial aid discount rate declines from 44.1% in 2006/07 to 42.0% over the next five years, and then remains constant.

The Knox Fund grows by 3% per year.

The student/faculty ratio remains at 12 to 1 throughout the projection period.

The endowment spending rate is reduced by 0.3 percentage points per year until it reaches 5.0% in 2011/12. The projected spending rates are less than the rates mandated by the Board and comply with the College’s bond covenants.

The use of unrestricted bequests to support the budget is phased out over a five year period beginning in 2006/07.

Salaries and wages grow at 3% per year beginning in 2007/08.

Additions to maintenance and repair reserves (including capital projects funding) grow from $850,000 in 2006/07 to $1,300,000 by the end of the projection period.

Operating budget additions to the technology reserve increase from zero in 2005/06 to $325,000 by the end of the projection period.

Projected deficits decline from $1,430,000 in 2006/07 to $649,000 by the end of the projection period.

Highlights of Forecast B include the following.

Enrollments are 50 more than in Forecast A, beginning in 2007/08. The student/faculty ration remains constant at 12 to 1. Other assumptions are the same as Forecast A

Projected deficits are eliminated over the projection period. The final year of the forecast shows a budget surplus of $146,000.

Highlights of Forecast C include the following.

The tuition rate increases by 5% per year instead of the 4% incorporated in Forecast A. The discount rate remains constant at 44.1% instead of declining to 42%. Other assumptions are the same as Forecast A

Projected deficits are eliminated over the projection period, but more slowly than Forecast B. The final year of the forecast, however, shows a larger budget surplus of $642,000.

Appendix D2

Actual Budget2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16



Knox FundBudget Support ($000) 2,128 2,195 2,261 2,329 2,399 2,470 2,545 2,621 2,700 2,781 2,864 2,950% Growth --- 3.1 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0

Faculty SizeFaculty Lines (On-going FTE Authorizations) 89.8 92.8 92.8 92.8 92.8 92.8 92.8 92.8 92.8 92.8 92.8 92.8Teaching Strength (On-campus FTE) 90.0 95.2 96.2 96.2 96.2 96.2 96.2 96.2 96.2 96.2 96.2 96.2S/F Ratio #1 (Total Enrollment/Faculty Lines) 12.8 12.9 13.1 13.1 13.1 13.1 13.1 13.1 13.1 13.1 13.1 13.1S/F Ratio #2 (On-Campus Enrollment/Teaching Strength) 12.1 12.0 12.0 12.0 12.0 12.0 12.0 12.0 12.0 12.0 12.0 12.0

BudgetSalaries/Wages (Positions+Raises) (% Growth) 3.1 4.1 4.5 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0Maintenance & Repair Reserve Addition ($000) 350 450 600 650 700 750 800 850 900 950 1,000 1,050Technology Reserve Addition ($000) 0 0 100 125 150 175 200 225 250 275 300 325Surplus (Deficit) 0 (923) (1,430) (1,092) (1,053) (1,015) (975) (837) (779) (723) (678) (649)Revenue Contingency ($000) 0 213 450 475 500 500 500 500 500 500 500 500


Total Endowment Spending 2,973 2,973 3,065 3,115 3,073 3,008 2,939 2,868 2,974 3,091 3,216 3,345Endowment Spending Rate (% 12-QA)

Total Endowment Spending 7.1 6.8 6.5 6.2 5.9 5.6 5.3 5.0 5.0 5.0 5.0 5.0Trustee Mandated Maximum 7.7 7.5 7.0 6.5 6.1 5.8 --- --- --- --- --- --- Bond Covenant Maximum 9.0 8.5 8.0 7.5 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0


Endowment Reserves ($000)Budget Contingency Reserve 1,065 1,740 2,440 3,165 3,915 4,000 4,000 4,000 4,000 4,000 4,000 4,000Plant Reserve 0 0 0 0 0 829 1,743 2,721 3,768 4,888 6,086 7,368

Endowment Total Return (%) --- 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0

Forecast

Forecast A

Assumptions: See page 1.

02/01/06 Strategic Planning Notebook-Tab 8D2.2.xls/KeyStats (A-Fixed) Long-Range Projection -- Page 2

Appendix D2

Actual Budget2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16





BudgetSalaries/Wages (Positions+Raises) (% Growth) 3.1 4.1 4.5 4.4 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0Maintenance & Repair Reserve Addition ($000) 350 450 600 650 700 750 800 850 900 950 1,000 1,050Technology Reserve Addition ($000) 0 0 100 125 150 175 200 225 250 275 300 325Surplus (Deficit) 0 (923) (1,430) (550) (482) (413) (340) (167) (80) 6 83 146Revenue Contingency ($000) 0 213 450 475 500 500 500 500 500 500 500 500







Forecast

Forecast B

Assumptions: Same as Forecast A, except enrollment higher by 50 students. (Maintain 12 to 1 student/faculty ratio.)

02/01/06 Strategic Planning Notebook-Tab 8D2.2.xls/KeyStats (B-Fixed) Long-Range Projection -- Page 3

Appendix D2

Actual Budget2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16





BudgetSalaries/Wages (Positions+Raises) (% Growth) 3.1 4.1 4.5 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0Maintenance & Repair Reserve Addition ($000) 350 450 600 650 700 750 800 850 900 950 1,000 1,050Technology Reserve Addition ($000) 0 0 100 125 150 175 200 225 250 275 300 325Surplus (Deficit) 0 (923) (1,430) (1,060) (986) (908) (820) (632) (336) (21) 307 642Revenue Contingency ($000) 0 213 450 475 500 500 500 500 500 500 500 500







Forecast

Forecast C

Assumptions: Same as Forecast A, except tuition rate increases by 5% instead of 4%, and discount rate remains constant at 44.1% instead of declining to 42%.

02/01/06 Strategic Planning Notebook-Tab 8D2.2.xls/KeyStats (C-Fixed) Long-Range Projection -- Page 4

Appendix E

Finance from Hobbs Endowment: $2.3 million energy conservation project.Pay interest from Hobbs Endowment.Do not pay down loan principal.Achieve 1:1 viability ratio by 2018.

AssumptionsUnrestricted Bequests after 2006 ($000) 980Investment Return on Hobbs Endowment 6%Interest Rate on Hobbs Endowment Loans 5%

Budget Budget Hobbs Beginning Earned Ending Beginning Interest Ending ViabilitySupport Reserve Endow. Total Balance Addition Interest Expense Balance Balance Additions Expense From Hobbs Other Balance Debt Ratio

2005 125 465 0 590 0 0 0 0 0 0 0 0 0 0 0 24,700 0.002006 125 935 8,940 10,000 0 8,940 0 0 8,940 0 2,300 0 0 0 2,300 27,000 0.332007 100 500 380 980 8,940 380 536 115 9,741 2,300 0 115 0 0 2,300 27,000 0.362008 75 500 405 980 9,741 405 584 115 10,616 2,300 0 115 0 0 2,300 27,000 0.392009 50 500 430 980 10,616 430 637 115 11,568 2,300 0 115 0 0 2,300 27,000 0.432010 25 500 455 980 11,568 455 694 115 12,602 2,300 0 115 0 0 2,300 27,000 0.472011 0 0 980 980 12,602 980 756 115 14,223 2,300 0 115 0 0 2,300 27,000 0.532012 0 0 980 980 14,223 980 853 115 15,941 2,300 0 115 0 0 2,300 27,000 0.592013 0 0 980 980 15,941 980 956 115 17,763 2,300 0 115 0 0 2,300 27,000 0.662014 0 0 980 980 17,763 980 1,066 115 19,694 2,300 0 115 0 0 2,300 27,000 0.732015 0 0 980 980 19,694 980 1,182 115 21,740 2,300 0 115 0 0 2,300 27,000 0.812016 0 0 980 980 21,740 980 1,304 115 23,910 2,300 0 115 0 0 2,300 27,000 0.892017 0 0 980 980 23,910 980 1,435 115 26,209 2,300 0 115 0 0 2,300 27,000 0.972018 0 0 980 980 26,209 980 1,573 115 28,647 2,300 0 115 0 0 2,300 27,000 1.062019 0 0 980 980 28,647 980 1,719 115 31,231 2,300 0 115 0 0 2,300 27,000 1.162020 0 0 980 980 31,231 980 1,874 115 33,969 2,300 0 115 0 0 2,300 27,000 1.262021 0 0 980 980 33,969 980 2,038 115 36,873 2,300 0 115 0 0 2,300 27,000 1.372022 0 0 980 980 36,873 980 2,212 115 39,950 2,300 0 115 0 0 2,300 27,000 1.482023 0 0 980 980 39,950 980 2,397 115 43,212 2,300 0 115 0 0 2,300 27,000 1.602024 0 0 980 980 43,212 980 2,593 115 46,670 2,300 0 115 0 0 2,300 27,000 1.732025 0 0 980 980 46,670 980 2,800 115 50,335 2,300 0 115 0 0 2,300 27,000 1.862026 0 0 980 980 50,335 980 3,020 115 54,220 2,300 0 115 0 0 2,300 27,000 2.012027 0 0 980 980 54,220 980 3,253 115 58,338 2,300 0 115 0 0 2,300 27,000 2.162028 0 0 980 980 58,338 980 3,500 115 62,704 2,300 0 115 0 0 2,300 27,000 2.322029 0 0 980 980 62,704 980 3,762 115 67,331 2,300 0 115 0 0 2,300 27,000 2.492030 0 0 980 980 67,331 980 4,040 115 72,236 2,300 0 115 0 0 2,300 27,000 2.682031 0 0 980 980 72,236 980 4,334 115 77,435 2,300 0 115 0 0 2,300 27,000 2.87

Long-Term Debt Strategy

Principal PaymentsLoans Collateralized by Hobbs Endowment

Scenario A

Use of Unrestricted Bequests Hobbs Endowment

6/23/2006 Strategic Planning Notebook-Tab 8E.xls/A Debt Strategy -- Page 1

Appendix E

Finance from Hobbs Endowment: $2.3 million energy conservation project and track project.Pay interest from Hobbs Endowment.Pay off loan principal for track project from operating budget and gift receipts.Do not pay down loan principal for energy conservation project.Achieve 1:1 viability ratio by 2018.



2005 125 465 0 590 0 0 0 0 0 0 0 0 0 0 0 24,700 0.002006 125 935 8,940 10,000 0 8,940 0 0 8,940 0 2,300 0 0 0 2,300 27,000 0.332007 100 500 380 980 8,940 380 536 115 9,741 2,300 500 115 0 100 2,700 27,400 0.362008 75 500 405 980 9,741 405 584 135 10,596 2,700 0 135 0 200 2,500 27,200 0.392009 50 500 430 980 10,596 430 636 125 11,537 2,500 0 125 0 200 2,300 27,000 0.432010 25 500 455 980 11,537 455 692 115 12,569 2,300 0 115 0 0 2,300 27,000 0.472011 0 0 980 980 12,569 980 754 115 14,188 2,300 0 115 0 0 2,300 27,000 0.532012 0 0 980 980 14,188 980 851 115 15,904 2,300 0 115 0 0 2,300 27,000 0.592013 0 0 980 980 15,904 980 954 115 17,723 2,300 0 115 0 0 2,300 27,000 0.662014 0 0 980 980 17,723 980 1,063 115 19,652 2,300 0 115 0 0 2,300 27,000 0.732015 0 0 980 980 19,652 980 1,179 115 21,696 2,300 0 115 0 0 2,300 27,000 0.802016 0 0 980 980 21,696 980 1,302 115 23,863 2,300 0 115 0 0 2,300 27,000 0.882017 0 0 980 980 23,863 980 1,432 115 26,160 2,300 0 115 0 0 2,300 27,000 0.972018 0 0 980 980 26,160 980 1,570 115 28,594 2,300 0 115 0 0 2,300 27,000 1.062019 0 0 980 980 28,594 980 1,716 115 31,175 2,300 0 115 0 0 2,300 27,000 1.152020 0 0 980 980 31,175 980 1,870 115 33,910 2,300 0 115 0 0 2,300 27,000 1.262021 0 0 980 980 33,910 980 2,035 115 36,810 2,300 0 115 0 0 2,300 27,000 1.362022 0 0 980 980 36,810 980 2,209 115 39,883 2,300 0 115 0 0 2,300 27,000 1.482023 0 0 980 980 39,883 980 2,393 115 43,141 2,300 0 115 0 0 2,300 27,000 1.602024 0 0 980 980 43,141 980 2,588 115 46,595 2,300 0 115 0 0 2,300 27,000 1.732025 0 0 980 980 46,595 980 2,796 115 50,256 2,300 0 115 0 0 2,300 27,000 1.862026 0 0 980 980 50,256 980 3,015 115 54,136 2,300 0 115 0 0 2,300 27,000 2.012027 0 0 980 980 54,136 980 3,248 115 58,249 2,300 0 115 0 0 2,300 27,000 2.162028 0 0 980 980 58,249 980 3,495 115 62,609 2,300 0 115 0 0 2,300 27,000 2.322029 0 0 980 980 62,609 980 3,757 115 67,231 2,300 0 115 0 0 2,300 27,000 2.492030 0 0 980 980 67,231 980 4,034 115 72,129 2,300 0 115 0 0 2,300 27,000 2.672031 0 0 980 980 72,129 980 4,328 115 77,322 2,300 0 115 0 0 2,300 27,000 2.86



Scenario B


6/23/2006 Strategic Planning Notebook-Tab 8E.xls/B Debt Strategy -- Page 2

Appendix E

Finance from Hobbs Endowment: $2.3 million energy conservation project, track project, and $10 million other projects.Pay interest from Hobbs Endowment.Pay off principal for track project from operating budget and gift receipts.Do not pay down loan principal for energy conservation project or other projects.Achieve 1:1 viability ratio by 2025.



2005 125 465 0 590 0 0 0 0 0 0 0 0 0 0 0 24,700 0.002006 125 935 8,940 10,000 0 8,940 0 0 8,940 0 2,300 0 0 0 2,300 27,000 0.332007 100 500 380 980 8,940 380 536 115 9,741 2,300 500 115 0 100 2,700 27,400 0.362008 75 500 405 980 9,741 405 584 135 10,596 2,700 2,000 135 0 200 4,500 29,200 0.362009 50 500 430 980 10,596 430 636 225 11,437 4,500 2,000 225 0 200 6,300 31,000 0.372010 25 500 455 980 11,437 455 686 315 12,263 6,300 2,000 315 0 0 8,300 33,000 0.372011 0 0 980 980 12,263 980 736 415 13,564 8,300 2,000 415 0 0 10,300 35,000 0.392012 0 0 980 980 13,564 980 814 515 14,842 10,300 2,000 515 0 0 12,300 37,000 0.402013 0 0 980 980 14,842 980 891 615 16,098 12,300 0 615 0 0 12,300 37,000 0.442014 0 0 980 980 16,098 980 966 615 17,429 12,300 0 615 0 0 12,300 37,000 0.472015 0 0 980 980 17,429 980 1,046 615 18,840 12,300 0 615 0 0 12,300 37,000 0.512016 0 0 980 980 18,840 980 1,130 615 20,335 12,300 0 615 0 0 12,300 37,000 0.552017 0 0 980 980 20,335 980 1,220 615 21,920 12,300 0 615 0 0 12,300 37,000 0.592018 0 0 980 980 21,920 980 1,315 615 23,600 12,300 0 615 0 0 12,300 37,000 0.642019 0 0 980 980 23,600 980 1,416 615 25,381 12,300 0 615 0 0 12,300 37,000 0.692020 0 0 980 980 25,381 980 1,523 615 27,269 12,300 0 615 0 0 12,300 37,000 0.742021 0 0 980 980 27,269 980 1,636 615 29,270 12,300 0 615 0 0 12,300 37,000 0.792022 0 0 980 980 29,270 980 1,756 615 31,392 12,300 0 615 0 0 12,300 37,000 0.852023 0 0 980 980 31,392 980 1,883 615 33,640 12,300 0 615 0 0 12,300 37,000 0.912024 0 0 980 980 33,640 980 2,018 615 36,023 12,300 0 615 0 0 12,300 37,000 0.972025 0 0 980 980 36,023 980 2,161 615 38,550 12,300 0 615 0 0 12,300 37,000 1.042026 0 0 980 980 38,550 980 2,313 615 41,228 12,300 0 615 0 0 12,300 37,000 1.112027 0 0 980 980 41,228 980 2,474 615 44,066 12,300 0 615 0 0 12,300 37,000 1.192028 0 0 980 980 44,066 980 2,644 615 47,075 12,300 0 615 0 0 12,300 37,000 1.272029 0 0 980 980 47,075 980 2,825 615 50,265 12,300 0 615 0 0 12,300 37,000 1.362030 0 0 980 980 50,265 980 3,016 615 53,646 12,300 0 615 0 0 12,300 37,000 1.452031 0 0 980 980 53,646 980 3,219 615 57,230 12,300 0 615 0 0 12,300 37,000 1.55



Scenario C


6/23/2006 Strategic Planning Notebook-Tab 8E.xls/C Debt Strategy -- Page 3

PRIORITIES AND INITIATIVES 2009-2010

SHARED BY ALL AREAS

1. Continue to make progress on institutional goals contained in the College’s Strategic Plan with particular reference to financial resources.

2. Achieve the Board-mandated endowment spending rate of 5.6%. 3. Continue to target a 1st-to-2nd-year retention rate of at least 90%. 4. Maintain a stable enrollment of 1350 degree-seeking students. 5. Enhance institutional Web site by strengthening its functionality, by developing broader

institutional by-in, and by encouraging greater involvement among faculty, staff and students. 6. Continue to implement the compensation initiative.

ACADEMIC AFFAIRS

Priorities: 1. Successfully complete the reaccreditation process with the Higher Learning Commission,

including the fall 2009 site visit; begin the development of a new strategic plan based on the outcomes.

2. With new Associate Director for Assessment Support, implement a regular and substantial program of departmental and other academic assessment proposals; develop a post-accreditation agenda for the Office of Institutional Research & Assessment consistent with the Title III grant and which enhances the role of information/data in institutional decision-making.

3. Fully staff Center for Research & Advanced Study and implement its agenda by (a) strengthening the Honors Program, (b) developing a program of community outreach research, and (c) increasing collaborative learning.

4. Ensure that the Center for Global Studies successfully completes the scheduled 3-year evaluation by the Peace Corps of Knox's Preparatory Program.

Initiatives:

1. Re-organize the portfolio of the (new) Associate Dean of the College to provide more direct assistance to the Dean of the College.

2. Implement an assessment of the advising system, including equity of load, nurturing the quality of advising, strengthening role of advising in faculty job performance, etc., especially in relationship to student educational planning --under the direction of Prof. M. Schneider.

3. Develop and submit proposals to National Institutes of Health and National Science Foundation for renovation in the animal and chemistry facilities of the Umbeck Science-Mathematics Center.

STUDENT DEVELOPMENT

Priorities: 1. Create better modes of communication and operational transparency for all Office of Student

Development units, including the Dean of Students’ office; work with faculty Student Life Committee to provide a better sense of transparency and communication to Knox College students, faculty, and staff; work with the Student Senate Executive Committee leadership to create new, ongoing, and transparent modes of communication to the student community specifically and to the greater Knox community.

2. Enhance campus-wide programming efforts generated from Campus Life and the Dean of Students’ office.

3. Develop and implement advising structure for all Greek chapters; work with ATP sorority colony and Gentlemen of Quality fraternity colony as they move towards national affiliations. Work with Executive Committee to address remaining recommendations of the Greek Task Force.

11 August 2009 Page 2

4. Work with Student Senate leadership to facilitate more student participation and understanding of Student Senate structure and culture.

Initiatives Rollover from 2008-2009:

1. Work with Athletic Director in revising club sport structure at Knox. 2. Examine sophomore retention factors.

ADVANCEMENT

Priorities: 1. Develop a solicitation, communication and engagement strategy that will maintain Knox’s

alumni participation rate of 36 percent and will meet the Knox Fund dollar goal of $2.8 million.

2. Continue to enhance the teamwork and performance of a fully staffed major gifts group, including synergy with the Knox Fund, active marketing of Legacy gifts and realization of significant gift proposals.

3. Evaluate all print and electronic communications and solicitations to enhance synergy and cost-effectiveness of communicating to all constituents.

4. Continue efforts to motivate and support Knox faculty in seeking and securing external funding for research and curricular/programmatic development with a goal of 12 faculty grant proposals submitted.

5. Finish analysis of Knox Reunions, both from the giving side and reconnection side, to develop a plan for the 2011 Reunions.

Initiatives:

1. Initiate brainstorming for a redesign of the Knox Magazine and its corresponding Web site, working with members of the Office of Public Relations and Web and New Media Services, with a goal of having a new design for roll out by spring 2011.

2. Working with the Office of Institutional Research and Assessment, lay the groundwork for a full alumni survey focused on outcomes and attitudes.

3. As the number of alumni donors, total donors and gifts per donor continues to rise, brainstorm and investigate methods to streamline gift processing operations while also enhancing the security and accuracy of processing.

4. Estimate the financial capacity of the Knox board of trustees to ascertain their leadership capabilities for a future fundraising campaign.

ADMISSION AND FINANCIAL AID Priorities:

1. Work with the Web Team to complete the launch of the new Knox Web site. Develop and implement the capabilities within Admission and Financial Aid to generate more robust, dynamic, and timely content oriented toward prospective students and their parents.

2. Working with The Lawlor Group (TLG) and the Public Relations Office, finish the development of our new family of recruitment publications. Continue the development of and implement new communications plan for direct mail and electronic communications.

3. Shift more admission counselor staff resources from traditional recruiting activities to Web-based recruitment, leveraging the increasing role of social media, video, and other Web-based methods for raising awareness of Knox among prospective students (e.g. on the Knox Web site, Facebook, YouTube, Zinch, CollegeView, etc.)

Initiatives:

1. Working with the Computer Center, implement Nolij Transfer software (a partner of Jenzabar) to allow for the electronic transfer of data from applications for admission and from


other sources directly into the CARS information system. Begin laying the groundwork for eventual move to paperless office.

2. Assess options for and begin the implementation of an electronic system for awarding and accepting financial aid awards via the Web.

PUBLIC RELATIONS Priorities:

1. Complete (revised) Phase I signage installations and begin Phase II implementation. 2. Increase the size and quality of the College’s photography library. 3. Seek new ways to encourage faculty participation in commenting to media on current issues

and breaking news.

Initiatives: 1. Evaluate campus event planning and develop more useful processes for promoting and

planning public campus events. 2. Working with the Office of Institutional Research & Assessment, prepare a college fact book

that serves the needs of media. 3. Involve the professional expertise of the design staff in the new Web site.

FINANCE AND ADMINISTRATIVE SERVICES

Priorities: 1. Complete new Collective Bargaining Agreement consistent with FY10 budgetary constraints 2. Continue diligent application of Budget Control Protocol with a view toward balancing the

FY10 budget 3. Review and update, in conjunction with the Office of Student Development, the conceptual

design for the renovation of Wallace Lounge Initiatives:

1. Complete Knosher Bowl Amenities Center by Homecoming 2. Develop design and implementation plans for exterior improvements to Alumni Hall, as

called for in the Saving America's Treasures grant, with a view toward construction during the summer of 2010

3. Assess potential applications for COGNOS reporting; identify initial priorities and timelines. 4. Develop design, cost estimates, and implementation plan for initial phase of a campus video

security system 5. Implement student employee online job bank and application system by fall 2009

PRESIDENT’S OFFICE

Priorities: 1. Major gift fundraising will be the president’s number one priority. 2. Advance strategic planning by (a) continuing regular assessment of the implementation of

Senior Staff Priorities & Initiatives, (b) launching the next strategic planning effort using the Self-Study and Higher Learning Commission Report as the groundwork and integrate the Board, and (c) publicizing and regularly referencing the College’s strategic plan and strategic planning efforts.

3. Further integrate sustainability into the governance of Knox College.

Initiative: 1. Promote a discussion on campus that will embolden all to engage in mutually respectful

discourse.

Progress on

2008-2009

Priorities and Initiatives

7/29/2009

1

Shared by All Areas1. Continue to make progress on institutional goals

contained in the College’s Strategic Plan 100%contained in the College s Strategic Plan……………………100%2. Achieve the Board-mandated endowment spending

rate of 5.9%..........................................................................100%3. Continue to maintain a 1st-to-2nd-year retention rate

of at least 90%.......................................................................TBD4. Maintain a stable enrollment of 1350 degree-seeking

students………………………………………………………….TBD

Shared by All Areas5. Enhance institutional web site by strengthening its

functionality by developing broader institutional by-infunctionality, by developing broader institutional by-in,and by encouraging greater involvement amongfaculty, staff and students………………………………………75%

6. Determine the organizational structure, staff,infrastructure and financial resources needed tosupport instructional and administrative technologyfor the next decade………………………………………………25%

7/29/2009

2

Academic Affairs1. Complete the institutional self-study for North Central

Association/Higher Learning CommissionAssociation/Higher Learning Commissionre-accreditation (draft by early summer 2009)……………….….80%

2. Fully staff the new Office of Institutional Researchby September 2008 and accelerate implementationof the USDOE Title III grant to comply with establishedproject deadlines……………………………………………………67%

3. Establish the Center for Research and AdvancedStudy complying with year one of the Mellon grant;Study, complying with year one of the Mellon grant;implement year two goals………………………………………….25%

4. Appoint new registrar by September 1, 2008, andresume the transition to a new and expandedRegistrar’s function……......………………………………………100%

Academic Affairs5. Complete web site redesign, including its

information architecture user interface andinformation architecture, user interface, andcontent development……………………………………………….70%

6. Complete an assessment of campus grievanceprocedures by end of fall term 2008…………………………...…30%

7. Support the completion of the faculty-mandatedreview of Greek life by October 31 2008………………………....90%

8. Fully implement the Peace Corps Preparatory Program……….80%9 C ti t th f lt t f th t li9. Continue to engage the faculty to further conceptualize

science pedagogy and the science mission as thefoundation for a facilities renovation project…………………..…10%

7/29/2009

3

Academic Affairs10. Strengthen understanding, implementation and

monitoring of Educational Plans and Experientialmonitoring of Educational Plans and ExperientialLearning, as per the Curriculum Committee surveyof spring 2008, to ensure that both are completedby students in a timely manner……………………………………5%

11. Develop new mechanisms to help faculty shapeexpectations of faculty and student conduct in‘difficult dialogues.’………………………………………………….0%

Student Development1. Review and revise Club Sport structure and

operations with Athletic Department staff 10%operations with Athletic Department staff……………………..10%2. Develop 488 S. Academy Street property as

student activity space……………………………………………10%3. Enhance existing training program for the

Grievance Panel………………………………………………….100% 4. Develop plan to address the housing and student

program implications of the State of Illinois sprinklerinstallment mandate 25%installment mandate………………………………………………25%

5. Enhance programming efforts from Campus Lifeto create more lectures and events directed to thebroad campus community………………………………………..75%

7/29/2009

4

Student Development6. Implement 2nd annual Knox College Student

Development Institute for midwestern liberal artsDevelopment Institute for midwestern liberal artscollege student development professionals…………………100%

7. Monitor and assess sophomore-to-junior studentretention in collaboration with the Office of AcademicAffairs and share results with appropriate offices andcommittees, e.g., Admission, Retention &Placement (ARP)……………………………………………….10%

8 Complete federally-mandated biennial review of8. Complete federally mandated biennial review ofalcohol and oter drug policies by May 31, 2009………….…80%

9. Complete grant continuation for TRIOAchievement Program (TAP) by federal deadline……….….80%

10. Begin planning for the use of 329 W. MonmouthBoulevard property and the associated lots onnorthwest corner of S. Academy and W. South Streets…….0%

Advancement1. Create a coordinated effort for Knox Fund

solicitation especially gifts of $10 000 andsolicitation, especially gifts of $10,000 andabove, between the Knox Fund and Major Gift staff..….……65%

2. Continue to retain and solicit new donors throughthe College’s successful phone-a-thon………………………100%

3. Integrate an enhanced web experience for alumni,friends and parents through the College-wide webredesign project…………………………………………………100%

4 Lay the groundwork for a professional and4. Lay the groundwork for a professional andsuccessful major gift operation, including activemarketing of Legacy (i.e., planned) gifts……………………….50%

7/29/2009

5

Advancement5. Working with the Alumni Council and the Committee

on Trustees develop by September 2008 criteria foron Trustees, develop by September 2008 criteria forhow best to utilize and incorporate alumni trusteesonto the current board; new criteria will set thestandard for selection of candidates in February 2009……….100%

6. Working with the Stewardship Taskforce (a/k/a ClaryCommission), develop an integrated stewardshipprocess College-wide, including timing, procedures,and ultimately, how best to staff a professional donory, prelations program……...............................................................80%

7. Test two initiatives/events that would offer exclusivityto top Knox Fund donors………………………………………….50%

Advancement8. Redesign internal phone-a-thon procedures to

enhance the process and work environment forenhance the process and work environment forall involved………………………………………………………….75%

9. Introduce the College’s first purely state-of-the-Collegereport by separating the roll of donors from the report(donor roll will be included with fall Knox Magazine)…………100%

10. Analyze all aspects of reunions, both from the givingside and reconnection side, to maximize thisexperience for alumni and the College Recommendexperience for alumni and the College. Recommendchanges to current reunion structure for as early asthe 09-10 fiscal year………………………………………………50%

7/29/2009

6

Advancement11. Segment the parent population to best capture most

effectively their Knox role within the traditional four-yeareffectively their Knox role within the traditional four-yeartime frame: trustee prospects, major gift donors, volunteers, communications, general solicitation……………………………..50%

Admission & Financial Aid1. Working with the Computer Center, Web

Steering/Development Groups The Lawlor GroupSteering/Development Groups, The Lawlor Group(TLG), and Ingeniux, implement the recommendationsof TLG to redesign the Knox College Web site,particularly those oriented toward prospective studentsand, with regard to financial aid, current students...................70%

2. Working with The Lawlor Group (TLG) and inconjunction with the redesign of the Web site,implement their recommendations to develop ap pnew generation of recruitment publications.............................70%

3. Complete the transition to a new director of financial aid.......100%

7/29/2009

7

Admission & Financial Aid4. Working with the Computer Center, implement

Recruitment Plus to supplement the CARSRecruitment Plus to supplement the CARSinformation system in the admission office(or implement alternative system if deemed moreappropriate)…………………………………………………………0%

5. Assess options for and begin the implementationof an electronic system for awarding and acceptingfinancial aid awards (via the web)………………………………..0%

6 Working with Facilities Services complete plans6. Working with Facilities Services, complete plansfor the renovation of the admission and financialoffices within the current footprint plus anadditional space…………………………………………………….0%

Public Relations1. Finalize campus signage plan and complete

Phase I installations 80%Phase I installations………………………………………………..80%2. Enhance the media relations program to promote

the achievements of faculty, staff, and studentsby meeting with faculty and staff to identify mediaopportunities and exploring a media fellowship forreporters to learn more about Knox’s special programs……….65%

3. Working with the Computer Center, Web Steering/Development Groups The Lawlor Group (TLG)Development Groups, The Lawlor Group (TLG),and Ingeniux, implement the recommendations ofTLG to redesign the Knox College web site,particularly those areas focused on news and media………….70%

7/29/2009

8

Public Relations4. Begin to incorporate sustainability concerns

into print production 100%into print production……………………………………………….100%5. Develop staff by providing more training and

stretch opportunities……………………………………………….70%

Finance & Administrative Services

1. Evaluate feasibility of joining National TuitionExchange Program and if feasible join 98%Exchange Program, and, if feasible, join………………………..98%

2. Develop and implement orientation programfor new employees………………………………………………..100%

3. Develop operational procedures that integratethe Knox Emergency Plan with local emergencymanagement guidelines…………………………………………..30%

4. Continue to update Campus Safety communicationcapabilities 50%capabilities………………………………………………………….50%

5. Develop design, cost estimates, and implementationplan for interior residential sprinkler systems…………………..100%

7/29/2009

9

Finance & Administrative Services

6. Develop strategy and preliminary timetable forrenovating existing residence halls 0%renovating existing residence halls………………………….…….0%

7. Conduct feasibility study for new residence hall……………....100%8. Evaluate financing options for residence hall

projects, including the possibility of long-termtax-exempt bonds………………………………………………....100%

President’s Office1. Advance strategic planning by (i) regular

assessment of the implementation of Seniorassessment of the implementation of SeniorStaff Priorities & Initiatives, (ii) publication ofand regular reference to College Strategic Plan,and (iii) active participation in self-study to helpassure that it becomes a tool for strategic planning..................80%

2. Ratchet up time devoted to major gift work – includingAlumni Hall………………………………………………………….90%

3 Integrate sustainability into the College governance3. Integrate sustainability into the College governancestructure -- including the Board of Trustees…………………….50%

4. Continue exploration of how Knox College can helpenhance the neighborhood west of campus – ProjectKnox West…………………………………………………………..25%

7/29/2009

10

President’s Office5. Support the mathematics and science faculty

project to review its mission and pedagogy asproject to review its mission and pedagogy asa foundation for renovation of the UmbeckScience & Mathematics Center………………………………...25%

6. Promote a discussion on campus that will leadto graduates of Knox College being committedto and capable of engaging in mutually respectfuldiscourse as citizens of America, of other nationsand of the world…………………………………………………..25%

PRIORITIES AND INITIATIVES 2008-2009 SHARED BY ALL AREAS

1. Continue to make progress on institutional goals contained in the College’s Strategic Plan.

2. Achieve the Board-mandated endowment spending rate of 5.9%. 3. Continue to maintain a 1st-to-2nd-year retention rate of at least 90%. 4. Maintain a stable enrollment of 1350 degree-seeking students. 5. Enhance institutional web site by strengthening its functionality, by developing

broader institutional by-in, and by encouraging greater involvement among faculty, staff and students.

6. Determine the organizational structure, staff, infrastructure and financial resources needed to support instructional and administrative technology for the next decade.

ACADEMIC AFFAIRS

Priorities:

1. Complete the institutional self-study for North Central Association/Higher Learning Commission re-accreditation (draft by early summer 2009).

2. Fully staff the new Office of Institutional Research by September 2008 and accelerate implementation of the USDOE Title III grant to comply with established project deadlines.

3. Establish the Center for Research and Advanced Study, complying with year one of the Mellon grant; implement year two goals.

4. Appoint new registrar by September 1, 2008, and resume the transition to a new and expanded Registrar’s function.

5. Complete web site redesign, including its information architecture, user interface, and content development.

6. Complete an assessment of campus grievance procedures by end of fall term 2008. 7. Support the completion of the faculty-mandated review of Greek life by October 31,

2008. 8. Fully implement the Peace Corps Preparatory Program. 9. Continue to engage the faculty to further conceptualize science pedagogy and the

science mission as the foundation for a facilities renovation project. 10. Strengthen understanding, implementation and monitoring of Educational Plans and

Experiential Learning, as per the Curriculum Committee survey of spring 2008, to ensure that both are completed by students in a timely manner.

Initiatives:

1. Develop new mechanisms to help faculty shape expectations of faculty and student conduct in ‘difficult dialogues.’

STUDENT DEVELOPMENT

Priorities:

1. Review and revise Club Sport structure and operations with Athletic Department staff.


2. Develop 488 S. Academy Street property as student activity space. 3. Enhance existing training program for the Grievance Panel. 4. Develop plan to address the housing and student program implications of the State of

Illinois sprinkler installment mandate. 5. Enhance programming efforts from Campus Life to create more lectures and events

directed to the broad campus community. 6. Implement 2nd annual Knox College Student Development Institute for midwestern

liberal arts college student development professionals. 7. Monitor and assess sophomore-to-junior student retention in collaboration with the

Office of Academic Affairs and share results with appropriate offices and committees, e.g., Admission, Retention & Placement (ARP).

8. Complete federally-mandated biennial review of alcohol and other drug policies by May 31, 2009.

9. Complete grant continuation for TRIO Achievement Program (TAP) by DATE. Initiatives:

1. Begin planning for the use of 329 W. Monmouth Boulevard property and the associated lots on northwest corner of S. Academy and W. South Streets.

ADVANCEMENT

Priorities:

1. Create a coordinated effort for Knox Fund solicitation, especially gifts of $10,000 and above, between the Knox Fund and Major Gift staff.

2. Continue to retain and solicit new donors through the College’s successful phone-a-thon. 3. Integrate an enhanced web experience for alumni, friends and parents through the

College-wide web redesign project. 4. Lay the groundwork for a professional and successful major gift operation, including

active marketing of Legacy (i.e., planned) gifts. 5. Working with the Alumni Council and the Committee on Trustees, develop by September

2008 criteria for how best to utilize and incorporate alumni trustees onto the current board; new criteria will set the standard for selection of candidates in February 2009.

6. Working with the Stewardship Taskforce (a/k/a Clary Commission), develop an integrated stewardship process College-wide, including timing, procedures, and ultimately, how best to staff a professional donor relations program.

Initiatives:

1. Test two initiatives/events that would offer exclusivity to top Knox Fund donors. 2. Redesign internal phone-a-thon procedures to enhance the process and work environment

for all involved. 3. Introduce the College’s first purely state-of-the-College report by separating the roll of

donors from the report (donor roll will be included with fall Knox Magazine). 4. Analyze all aspects of reunions, both from the giving side and reconnection side, to

maximize this experience for alumni and the College. Recommend changes to current reunion structure for as early as the 09-10 fiscal year.

5. Segment the parent population to best capture most effectively their Knox role within the traditional four-year time frame: trustee prospects, major gift donors, volunteers, communications, general solicitation.


ADMISSION AND FINANCIAL AID Priorities:

1. Working with the Computer Center, Web Steering/Development Groups, The Lawlor Group (TLG), and Ingeniux, implement the recommendations of TLG to redesign the Knox College web site, particularly those oriented toward prospective students and, with regard to financial aid, current students.

2. Working with The Lawlor Group (TLG) and in conjunction with the redesign of the web site, implement their recommendations to develop a new generation of recruitment publications.

3. Complete the transition to a new director of financial aid. Initiatives:

1. Working with the Computer Center, implement Recruitment Plus to supplement the CARS information system in the admission office (or implement alternative system if deemed more appropriate).

2. Assess options for and begin the implementation of an electronic system for awarding and accepting financial aid awards (via the web).

3. Working with Facilities Services, complete plans for the renovation of the admission and financial offices within the current footprint plus an additional space.

PUBLIC RELATIONS Priorities:

1. Finalize campus signage plan and complete Phase I installations. 2. Enhance the media relations program to promote the achievements of faculty,

staff, and students by meeting with faculty and staff to identify media opportunities and exploring a media fellowship for reporters to learn more about Knox’s special programs.

3. Working with the Computer Center, Web Steering/Development Groups, The Lawlor Group (TLG), and Ingeniux, implement the recommendations of TLG to redesign the Knox College web site, particularly those areas focused on news and media.

Initiatives:

1. Begin to incorporate sustainability concerns into print production. Establish a college-

wide policy of using environmentally-friendly production processes. 2. Develop staff by providing more training and stretch opportunities.


Priorities: 1. Evaluate feasibility of joining National Tuition Exchange Program, and, if feasible, join. 2. Develop and implement orientation program for new employees. 3. Develop operational procedures that integrate the Knox Emergency Plan with local

emergency management guidelines.


4. Continue to update Campus Safety communication capabilities (e.g., Connect-ED, warning sirens, telecommunications, video systems).

Initiatives:

1. Develop design, cost estimates, and implementation plan for interior residential sprinkler

systems. 2. Develop strategy and preliminary timetable for renovating existing residence halls. 3. Conduct feasibility study for new residence hall. 4. Evaluate financing options for residence hall projects, including the possibility of long-

term tax-exempt bonds. PRESIDENT’S OFFICE

Priorities: 1. Advance strategic planning by (i) regular assessment of the implementation of Senior

Staff Priorities & Initiatives, (ii) publication of and regular reference to College Strategic Plan, and (iii) active participation in self-study to help assure that it becomes a tool for strategic planning.

2. Ratchet up time devoted to major gift work -- including Alumni Hall. 3. Integrate sustainability into the College governance structure -- including the Board of

Trustees. 4. Continue exploration of how Knox College can help enhance the neighborhood west of

campus -- Project Knox West. 5. Support the mathematics and science faculty project to review its mission and pedagogy

as a foundation for renovation of the Umbeck Science & Mathematics Center.

Initiative: 1. Promote a discussion on campus that will lead to graduates of Knox College being

committed to and capable of engaging in mutually respectful discourse as citizens of America, of other nations and of the world.

Administrative Priorities and Initiatives 2007-2008 Page 1 DRAFT—7 August 2007

PROPOSED ADMINISTRATIVE PRIORITIES & INITIATIVES FOR 2007-2008

PRESIDENT’S OFFICE

Priorities

1. Advance strategic planning by (i) securing IPG and campus endorsement of three-page strategic plan while continuing to implement the Strategic Planning Framework as well as day-to-day and incremental improvements of the College and (ii) securing formal Board approval of three-page strategic plan.

2. Support the Advancement Office in finishing the current effort to develop a systematic approach to donor stewardship.

3. Continue the Business Advisory Council’s exploration of how Knox can help enhance the neighborhood west of campus (Project Knox West).

4. Support the mathematics and science faculty project to review its mission and pedagogy as a foundation for renovation of the Umbeck Science & Mathematics Center.

5. Support the Board in completing its re-examination of the Alumni Hall project.

New Initiative

1. Promote broad campus discussion of sustainability.

ACADEMIC AFFAIRS/DEAN OF THE COLLEGE

Priorities

1. Support the transition to a new and expanded Registrar’s function. Begin improvements in website support for advising. Develop standard annual fact book report for the faculty to increase information flow on enrollments, etc.

2. Organize the Accreditation Coordinating Task Force and an effective connection with the

Board’s Strategic Planning Task Force; begin institutional self-study; continue Teagle grant activities to develop department and program reviews.

3. Continue review of science mission and pedagogy as foundation for a facilities renovation

project. 4. Coordinate a review of campus grievance procedures. 5. Strengthen understanding and monitoring of Educational Plans and Experiential

Learning; enhance coordination of Student Development and Academic Affairs in academic counseling.

6. Continue to stabilize the faculty by returning several faculty positions to tenure-track

status.

Administrative Priorities & Initiatives 2007-08 Page 2 DRAFT—7Aug07 New Initiatives

1. Establish the Institutional Research office; implement year one of USDOE Title III grant. Organize and complete searches for the office, and develop a work plan focused on academic assessment.

2. Organize the Center for Research and Advanced Study; implement year one of (anticipated) Mellon grant. Identify a location and leadership for the center, develop its mission and agenda articulated with office of Associate Dean.

3. Complete and submit grant proposal for re-configuring of Language and Centel Labs to support language and other study with appropriate technology and digital media production/editing facility.

4. Develop an international education mission statement that integrates academic and experiential learning as per American Council of Education grant (Center for Global Studies, Student Development, Curriculum Committee)

5. Establish a Coordinator of Institutional Technology and a plan for enhanced classroom and pedagogical technology support; develop a long-term plan for a faculty development coordinator.

STUDENT DEVELOPMENT/DEAN OF STUDENTS

Priorities

1. Study feasibility for common/shared pre-orientation programs for international and multicultural students.

2. Assess direction and future of campus Health Center structure; develop a Health Center Advisor Board.

3. Facilitate the ongoing development of the Interfraternity Council and Panhellenic Council leadership; advise two sorority colonies to formal colonization with national organization; explore potential for construction of new sorority bungalow with national organization.

4. Review and revise Club Sport structure and operations with Athletics.

New Initiatives

1. Explore potential development of student organization space at newly acquired building on West Street.

2. Begin conversations surrounding the role of religion and spirituality in students’ lives.

3. Assess international student satisfaction with co-curricular Knox experience.

Administrative Priorities & Initiatives 2007-08 Page 3 DRAFT—7Aug07 ADMISSION AND FINANCIAL AID

Priorities

1. Working with the Computer Center, implement Recruitment Plus to supplement the CARS information system in the admission office.

2. Working with the External Relations Group, Computer Center, Web Steering/Development Groups, and The Lawlor Group (TLG), implement the recommendations of TLG to redesign the Knox College web site, particularly those oriented toward prospective students and, with regard to financial aid, toward current students.

New Initiatives

1. Working with The Lawlor Group and in conjunction with the redesign of the web site, implement the recommendations of TLG to develop a new generation of recruitment publications.

2. Working with Facilities Services, complete the renovation of the admission and financial aid offices.

3. Anticipating the retirement of Terry Jackson in 2008, conduct a successful search for a new director of financial aid.


Priorities

1. Continue implementation of Phase III of Compensation Initiative.

2. Implement new lunchtime grab-and-go point of service at the Out Post.

3. Complete Hamblin Hall renovation on time and on budget.

4. Refine capital projects database to clearly identify deferred maintenance.

5. Modify utilities database to enhance monitoring of consumption and cost.

6. Review Title III grant requirements and establish appropriate protocols to ensure compliance.

7. Enhance Campus Safety communication capabilities with the Galesburg Police Department, and with regional, state and federal disaster systems.

New Initiatives

1. Analyze post-retirement health benefit options.

2. Provide training to faculty and staff (e.g., harassment and discrimination prevention, training for managers and supervisors).

Administrative Priorities & Initiatives 2007-08 Page 4 DRAFT—7Aug07

3. Evaluate feasibility of joining National Tuition Exchange Program (if feasible, join).

4. Develop five-year residence hall renovation strategy.

5. Implement risk reduction program and quality for insurance premium credits.

6. Complete National Incident Management System (NIMS) training and certification for all Knox Campus Safety officers.

7. Develop safety program for students to address: (a) general self-defense, (b) enhanced self-defense, (c) date rape, and (d) personal safety awareness.

8. Consider establishing Campus Safety Director and Assistant Director positions as sworn Law Enforcement Officer Positions (Illinois Certification required).

9. Seek participation of Campus Safety Director in the State of Illinois “Campus Security Task Force” created by Governor Blagojevich in April 2007.

ADVANCEMENT

Priorities

1. Grow Knox Fund dollars 3% (plus phonathon costs) and grow alumni giving participation by 1% utilizing a Knox Fund team to: test an expanded phonathon to reach more alumni with a personal Knox message, maintain the 30%+ giving of young alumni classes (five most recent graduating classes) through a new invigorated campaign, and personalize Knox’s presence among the business community by returning to a peer-to-peer business campaign.

2. Develop a plan and needed backup that will allow for major gift officers to foremost cultivate, travel, and steward donors. Test the use of a freelance prospect researcher to obtain additional background on key alumni. Continue to fundraise on behalf of the three Priority 1 Institutional Fundraising Priorities: obtain firm commitments for two or three additional professorships/chairs as part of the faculty salary initiative; develop a plan for the future of Alumni Hall and identify prospects to approach for leadership gifts; and complete fundraising for the following Fitness & Athletics Initiatives—track by fall 2007, Memorial Gym by summer 2008, and the Knox Bowl by fall 2008.

3. Enhance engagement for alumni in the 7 targeted Knox Clubs (Central IL, Chicago, Colorado, DC, St. Louis, NY, Golden Gate) through events that bring alumni together (We Are Knox) and further the goal of developing a sense of philanthropy (You Make Knox). Make the Alumni Council visible to alumni.

4. Continue to enhance attendance, excitement and involvement among FYC-era alumni for the new events outside of Galesburg (Chicago, Michigan, Florida East and West, Arizona and Southern California).

5. Review current support staff structure and fine tune to support expanded Advancement roles.

Administrative Priorities & Initiatives 2007-08 Page 5 DRAFT—7Aug07

New Initiatives 1. Serve as the network to communicate and engage parents while identifying a new avenue

for parent involvement. The expanded Knox Fund phonathon will be the first official solicitation of current parents in almost a decade.

2. Improve usability of giving and general alumni pages of the Web site, including a

seamless integration of the Knox online community. Increase awareness of major gift opportunities through an online gift catalog. Create a new focus for the annual report and investigate new timing for communication of donor names to help donors appreciate the impact of their gifts.

3. Improve success of proposals by enhancing the ability to match and prioritize short- and

long-term initiatives with the appropriate corporate and foundation funding opportunities. 4. Implement new phonathon, monthly appeal, and acknowledgment processes.

Update/create procedure manuals for alumni records, gift processing, and data retrieval, including working with CARS coordinators through computer center staff and updating cross-training.

5. Working in tandem with the stewardship task force, integrate a timely and meaningful

stewardship protocol and process back into Advancement.

PUBLIC RELATIONS Priorities

1. Notch up the media relations program to support the reputation-enhancing achievements of faculty, students and alumni/ae.

2. Continue on-time, on-budget, top-quality standards of excellence for print production;

engage all marketing staff (designers, copywriters and strategies) in project planning and production.

3. Maintain and enhance an institutional web presence that serves as the centerpiece of the

marketing communications mix, informed by recommendations by The Lawlor Group assessment.

4. Provide a substantive opportunity for the design team and writers to develop

professionally and to stretch creatively.

New Initiatives 1. Strengthen the reputation of Knox’s leadership in undergraduate research through the

promotion of the new Center for Advanced Study and Research. 2. Utilize technology to develop more systematic approach to enhance information

collection and tracking for story generation and development. 3. Develop, distribute for review, and begin implementing Phase 1 of campus external

signage plan. 4. Evaluate internal communications and develop appropriate plan for improvement.

GENERAL ACADEMIC AFFAIRS

Achieve authorized spending rate Strengthen the Curriculum: student educational plans

Achieve a balanced budget Strengthen the Curriculum: introduce Chinese and develop proposal for Asian Studies minor

Engineer an entering class of 340 students (subject to review) Strengthen the Curriculum: assess Mellon Digital Technology reportMaintain a 12:1 student:faculty ratio Help other College offices understand the new curriculum

Continue to engage IPG with critical strategic issues (e.g., pricing, capacity, compensation, capital projects, technology, programmatic change) Develop internationalization mission statement

Continue to articulate the president's 3 goals Explore external funding for Asian Studies and digital technology

Improve 1st-to-2nd year retention to 90% Begin Academic Assessment initiative through Teagle grant, re-accreditation task force, and Title III

Help the campus understand the importance of achieving a 5% spending rate Assess faculty committee reorganization and area councilsHelp the campus appreciate both the progress/success and continuing challenges of the

College Establish Center for Advanced Study & Research

Enhance the dog-friendly atmosphere of the campus Establish an agenda for excellence in athletics, including intramurals and fitness

Reinvigorate Caterpillar Fellows program

Enhance student outcomes re: graduate school admission & fellowships

PRESIDENT'S OFFICE Begin implementation of next stage of Compensation InitiativeAlign the Board's sense of strategic planning with that of the campus Continue implmenetation of Lib of Congress/alumni Hall grant

Develop a more systematic approach to donor stewardship--including the use of endowed funds Assess SMC facility needs

Start to develop a strategy for dealing with Monmouth Boulevard Continue to enhance Knox's visibility within higher education (e.g., NITLE/CIC workshops, AAC&U, ACE Internationalization Forum for CAOs)

Initiate an examination of campus behavior issues--including grievance procedures, alcohol & substance abuse, and Flunk Day

Have the Umbeck Science & Mathematics Center evaluatedOrganize campus emergency procedures, e.g., for avian flue PUBLIC RELATIONS

Take a hard look at Alumni Hall Continue to notch up the media relations program through increased focus on national/llarger market media opportunities

Develop a Knox sports writing and sports web program that supports recruiting and cultivation of key athletic alumni

Improve media tracking that provides measurable statisticsAssist with market research and data analysis

Help streamline event planning and assist in promotionProvide substantive opportunities for designers and writers to develop

professionally and stretch creatively

Priorities and Initiatives for 2006-2007: Rev. August 2006


Priorities and Initiatives for 2006-2007: Rev. August 2006

ADMISSION AND FINANCIAL AID STUDENT DEVELOPMENTExpand applicant pool to 2,300 first-year and transfer applications Overhaul OSD club and organization faculty/staff advisement

Work with External Relations group to exploit release of 3rd edition of "Colleges That Change Lives" (promoting the book/tour with high school counselors, alumni, parents,

campus, and other key constitutencies)Overhaul club and organization leadership development

Evaluate the selection criteria and predictive modeling regimen to improve ability to shape the size/profile of the entering class Review status/structure/maintenance of campus activity calendar

Develop a new multicultural recruitment plan Restructure Campus Life area to support Residential Life and Student Activities

Implement new technologies to make the web site more interactive for prospective students, including introduction of blogs, podcasting, and RSS feeds; work with Public

Relations and Athletics to impomement a new sports information site

Study, with appropriate other areas, on/off campus residential scenarios and ratios; not only capacity, but tied into institutional philosophy

Redevelop the prospective student-oriented portions of the web site (for launch in August 2007), including financial aid sections directed to returning students Develop a plan for deferred maintenance in residence halls

Supplement CARS infromation system in admission office Implement a plan for a campus health centerStrengthen training program for Grievance Panel

Improve workings of Student Life committeeFINANCE & ADMINISTRATIVE SERVICES Strengthen Center for Career & Pre-Professional Development

Develop comprehensive endowment spending policy (including Hobbs Endowment) Continue efforts to strengthen alcohol and substance use/abuse education

Establishment protocols for Hobbs Endowment loans Enhance Knox's reputation and visibilityConsider amending SWAP agreement to further mitigate long-term interest rate risk

Develop total endowment return reportDevelop strategy to eliminate "due to" endowment ADVANCEMENT

Prepare for redemption of Independent 529 Plan tuition certificates Continue Knox Fund growth momentum with 3% growth in dollars and increase alumni participation by 1%

Begin implmentation of Phase III of Compensation Initiative Complete fundraising for track and BowlDevelop new collective bargaining agreement that adheres to principles of Compensation

Initiative Identify and cultivate $2.5 million or more in gifts for Alumni Hall

Evaluate feasibility of joining National Tuition Exchange program Obtain firm commitments for 2-3 professorships/faculty chairsModify health insurance program to focus on wellness and individual responsibility Increase recognition of and participation in Knox Parents' Association

Reconsider joining the Emeriti post-reitrement health consortium Maintain goal of 30% participation among Young Alumni Challenge classes or at least 500 donors in total

Plan for new HR director Enhance giving pages of Knox web site to highlight donors and benefits/methods of giving to Knox

Identify critical facilities needs (e.g., SMC, residence hall renewal, admission, dining) Test at least one viral marketing effort on the web and one podcast application

Develop Facilities Master Planning strategy Develop strong leadership in 7 targeted Knox clubs and ensure at least one annual event at each

Develop planning scenarios to address critical facilities needs Energize FYC with new graphic identity and expanded events outside of Galesburg

Separate maintenance & repair funding from capital projects funding Grow back-up staff within corporate and foundation relations for smooth future transition


2005-06 Academic Affairs Priorities and Initiatives--Status Report April 2006--

Done In-Progress

Other Comments

PRESIDENT'S OFFICEIncrease time commitment to major gift solicitation x

Encourage more exclusivity in fundraising & cultivation x

Communicated to Board; Blew dinner, Bulls' game, Podesta party; campus probably does

not understandDevelop a more systematic approach to government relations and government fund-

raising x Little progress; Bob King will work with RLT

Initiate and complete campus discussion and evaluation of alcohol and substance use/abuse x

Implement Jan Koran's "Women & Philanthropy" project xImplement institutional research x no real progress

Encourage more synergy among College's functional areas x need to improve internal communiations

Develop a program to enhance admission & fundraising in St. Louis area x more press mentions and good recruitment penetration

Enhance campus signage xEnhance Board's understanding of strategic planning & fundraising x some signs of progress

Visit each trustee at least twice annually x not practical; initiative modified

Develop a philanthropy plan for each trustee x plans need to be reviewed annually

Develop a stratgegy for Monmouth Boulevard area xArticulate the Knox story x

ACADEMIC AFFAIRS

Complete implementation of new curriculum (key competencies) x May faculty meeting will fine-tune Faculty regs

Implement a revised "October Institute" to strengthen advising x Still another revision coming next year

Assess Area Councils for continuation x Still a good idea; not doneEnhance Knox's visibility within higher education x letters, presentations, etc.

Begin to implement next stage of Compensation Initiative for faculty x Light a candle



Done In-Progress

Other Comments

Implement Luce Scholars program x First scholars to be named this psring

Broaden Asian component of the curriculum x Sandbags being filledReinvigorate Caterpillar Fellows program x

Implement Library of Congress grant/Alumni Hall x Extension received; Jeff D at helm

Assess new committee system xEstablish the Center for Advanced Study & Research x

Establish the Center for Community Service (Civic Engagement) x My contribution to OSD

Implement Teagle Planning Grant (5 colleges) on assessment x $300K grant submitted; some money remains to be spent

Enhance outcomes viz. fellowships & grad schools x seem to be having a good year

Implement Mellon digital media planning grant x J Dooley at helm; report in progres

STUDENT DEVELOPMENTDevelop a plan for deferred maintenance in residence halls x

Develop a plan for a campus Health Center xStabilize the Center for Intercultural life x

Develop OSD data information systems xImplement training program for Grievance Panel x

Improve workings of Student Life Committee xStrengthen Center for Career & Pre-Professional Development x

Develop fundraising projects to enhance programming xContinue efforts to strengthen alcohol and substance use/abuse education x

Enhance Knox's reputation and visibility x Always ongoingEncourage community relations activities of OSD staff x



Done In-Progress

Other Comments

ADMISSION AND FINANCIAL AID1) Increase Applicant Pool. Our #1 goal is the continued growth of the applicant pool. We seek to increase the applications to by at least 5%, with an eye toward

2,000 first-year and transfer applications. An emphasis will be placed this year on three target groups a) Students in suburban markets with an ability to pay, b)

international students, and c) students of color.

x Achieved, Achieved, Achieved!

2) Develop a New Multicultural Recruitment Plan. Included in the plan will be a newmulticultural recruitment group to assist in the implementation of the plan, to include

students, faculty staff and alumni.x Deferred due to departure of

Bryan Coy

3) Develop a New International Student Recruitment Plan. The plan will identifyspecific activities and key schools and counselors on which we will focus our

resources. The plan will be informed by changes in the international student market; a desire to enroll a geographically diverse, well-qualified group of students with an

ability to pay; and the potential for new collaborations with the Colleges ThatChanges Lives group.

x

CTCL International Tour completed; new International

Recruitment Plan still needs to be fleshed out.

4) Develop a Web Action Plan. (deferred from 04-05) Our web site is by far the most important component of our recruitment program. We will identify priorities

and needed resources not only in maintaining our current site, but by enhancing the interactive and transactional components of the site (e.g. high bandwidth tours,

student “blogs”, etc.)

x In progress.

5) Replace Information System. Our ability to manage relationships, transact business, evaluate the effectiveness of our activities, and respond the changes in

the college selection process by students and parents are all severely limited by ourcurrent information system. To compete effectively in this new technology-driven

world, we need to replace or augment our use of CARS with Recruitment Plus or a similar information system

x Deferred due to lack of funding.

6) Renovate and Reconfigure Admission Office (Short-Term). With an increase in visitors to over 1,800 students per year (nearly 5,000 including family members), we

have outgrown the capacity of our physical space to accommodate our guests. In addition to painting and the replacement of walls and carpets, we will need to find ways to expand and reconfigure the reception area to provide greater functionality

and a more pleasant experience for visitors.

x Deferred due to lack of funding.

7) Enhance Science Recruitment. (continued from 04-05) We will be working with the President’s task force and members of the science faculty to collaborate on

more effective strategies to recruit students for the sciences.x

One meeting of task force. Science recruitment remains a

challenge.



Done In-Progress

Other Comments

8) Improve Financial Services. With the many technology and programmatic changes within both the financial aid and business office areas, we need to identify ways to increase communication and collaboration between these offices to better

provide financial services to students and parents (e.g. “One-Stop Shopping”)

x Not yet started.

9) Implement New Word Processing System. (continued from 04-05)We will finish the migration of word processing functions to WordPerfect on the PC. x Completed.

ADVANCEMENT

Complete fundraising for Phase I of Alumni Hall renovation xNot completed due to lack of

leadership gifts. Also, awaiting final 3 or 4 RLT calls.

Refine institutional fundraising priorities xIPG has reviewed document once. Will receive additional review prior to board meeting.

Institutionalize Knox Parents' Association x

Working with Student Development, program was introduced and is building

strength.

Implement Alumni attitudes/marketing survey x

On hold. Focus has changed to working on institutional

positioning survey via External Relations Group.

Begin process of enhancing prospect management system x Melissa is building FileMaker system for prospect tracking.

Increase number of off-campus visits by special gift and Knox Fund staff xIn process. Obstacles include other college priorities and lack

of prospect interest.Achieve 3% growth in Knox Fund receipts x Done. YTD growth is 13%.Achieve 1% growth in alumni participation x Done. YTD growth is 23%.

Invigorate Knox Clubs Eliminate lackluster clubs and focus on active clubs.



Done In-Progress

Other Comments

Achieve capital/endowment gift needs for Fitness & Athletics initiative xFitness Center paid for. Other initiatives in process of looking

for lead gifts.

Enhance functionality of alumni/friends/parents web site through change to gateway/market pages x

Done. Gateway redesigned and using new vendor for content

management.Establish and use cohesive marketing messages for Advancement and coordinate

with External Relations document x Communications is on a roll.

Begin exploring feasibility of expanding phonathon program x On hold. Feasibility limited by dollars and space.

Identify and establish more efficient and effective support staff structure x In process. Some staff changes; monitoring work loads.

Recapture lost gifts to Knox Fund, while maintaining increased gifts to capital/endowment priorities x

Majority of increase in giving to the Knox Fund is from new

donors. Capital gifts are up by 58% but not all for priority one

initiatives. Identify and implement best practices in volunteer management & methods to

ensure follow-through activity x Hard nut to crack.

Educate students about importance of philanthropy through The Knox Investors--student-giving club x Brainstorming completed.

Project on hold.

PUBLIC RELATIONS

Refine the Positioning Statement and implement the comprehensive public relations plan x plan completed, implementation

in progress/on track

Assist with market research and data analysis x ongoing external relations discussions

Continue on-time, on-budget, top-quality standards of excellence for print production x



Done In-Progress

Other Comments

Maintain and enhance an institutional web presence that serves as the centerpiece of the marketing communications x ongoing

Help streamline event planning and assist in promotion xweb pages w/information &

checklists, planning assistance when requested

Notch up the media relations program thorugh increased focus on national/larger market media opportunities x ongoing, several successes. Still

working on WSJ!

Improve media tracking that provides measurable statistics x tracking,yes; statistics a difficulty

Develop a communications plan for Bac I institutions x included in PR plan and President's communication plan

Provide substantive opportunities for designers and writers to develop professionally and stretch creativfely x what writers

FINANCE AND ADMINISTRATIVE SERVICESDevelop new pricing strategy Done

Adjust components of comprehensive fee DoneRefine capacity analysis Ongoing

Develop total endowment return report SomeProgress

Have had preliminary discussions with Finance

Committee. Need to hire third party to calculate consolidated return before completing this

initiative.

Develop strategy to eliminate "due to" endowment SomeProgress

Have had preliminary discussions with Bobby Jo, Roger, and Joe Glossberg.

Implement unrestricted bequests strategy DoneDetermine new staffing level in Business Office Done

Negotiate new credit agreement with LaSalle Bank DoneImplement Phase II of Compensation Initiative Done



Done In-Progress

Other Comments

Develop strategy to begin Phase III of Compensation Initiative SomeProgress

Developed preliminary faculty benchmark (not yet vetted with FPC). Have identified several possible resources for staff

benchmarks. Goals for FY07: identify external benchmarks, have standard raises that at

least match inflation, and, where appropriate that make progress toward external benchmarks.

Negotiate new collective bargaining agreement JustBeginning

Explore collaborative health care option Done On indefinite hold due to Illinois insurance laws.

Improve/preserve tuition benefit options Done New ACM TREP approved. Will

consider adding additional exchange program.

Develop dormitory renewal plan SomeProgress

Have developed framework and some preliminary ideas on

funding.

Develop dining program improvement plan for FY07 SomeProgress

Senate Dining Committee prefers the "Farris alternative" to the Senate's proposal to hire a

chef. Senate has not yet concurred. Funding may be available through increased

revenue.


GENERAL ACADEMIC AFFAIRS

Achieve authorized spending rate Complete implementation of new curriculum (key competencies)Achieve a balanced budget Implement a revised "October Institute" to strengthen advising

Engineer an entering class of 345 students Assess Area Councils for continuationMaintain a 12:1 student:faculty ratio Enhance Knox's visibility within higher education

Continue to engage IPG with critical strategic issues (e.g., pricing, capacity, compensation, capital projects, technology, programmatic change) Begin to implement next stage of Compensation Initiative for faculty

Continue to articulate the president's 3 goals Implement Luce Scholars programImprove 1st-to-2nd year retention to ???% Broaden Asian component of the curriculum

Help the campus understand the importance of achieving a 5% spending rate Reinvigorate Caterpillar Fellows programHelp the campus appreciate both the progress/success and continuing challenges of the

College Implement Library of Congress grant/Alumni Hall

Enhance the dog-friendly atmosphere of the campus Assess new committee systemEstablish the Center for Advanced Study & Research

Establish the Center for Community Service (Civic Engagement) PRESIDENT'S OFFICE Implement Teagle Planning Grant (5 colleges) on assessment

Increase time commitment to major gift solicitation Enhance outcomes viz. fellowships & grad schoolsEncourage more exclusitivity in fundraising & cultivation Implement Mellon digital media planning grant

Develop a more systematic approach to government relations and government fundraising

Initiate and complete a campus discussion and evaluation of alcohol and substance use/abuse

Implement Jan Koran's "Women and Philanthropy" project STUDENT DEVELOPMENTImplement institutional research Develop a plan for deferred maintenance in residence halls

Devise a more systematic way to approach (understand?) student retention Develop a plan for a Campus Health CenterEncourage more synergy among the College's functional areas Stabilize the Center for Intercultural Life

Develop a program to enhance admission and fundraising in St. Louis area Develop OSD data information systemsEnhance campus signage Develop an OSD compensation survey

Enhance the board's understanding of strategic planning and fundraising Implement training program for Grievance CommitteeVisit each trustee at least twice annually to enhance communication and support Improve workings of Student Life Committee

Develop a Knox philanthropic plan with each trustee Stengthen Center for Career & Pre-Professional DevelopmentDevelop a strategy for dealing with Monmouth Boulevard area Develop fund-raising projects to enhance programming

Articulate the Knox story Continue efforts to strengthen alcohol and substance use/abuse education

Enhance Knox's reputation & visibility Encourage community relations activities of OSD staff

Priorities and Initiatives for 2005-2006: July 2005 (revised January 2006)

Knox College Confidential 01/2006 Page 1

Priorities and Initiatives for 2005-2006: July 2005 (revised January 2006)

ADMISSION AND FINANCIAL AID FINANCE & ADMINISTRATIVE SERVICESIncrease applicant pool Develop new pricing strategy

Develop new multicultural recruitment plan Adjust components of comprehensive feeDevelop new international student recruitment plan Refine capacity analysis

Develop a "web action" plan Develop total endowment return reportReplace information system Develop strategy to eliminate "due to" endowment

Renovate and reconfigure admission office Implement unrestricted bequests strategyEnhance science recruiting Determine new staffing levels in Business OfficeImprove financial services Negotiate new credit agreement with LaSalle Bank

Implement new word-processing system Develop new strategy for, and implement next stage of compensation initiative

Negotiate new collective bargaining agreement Explore collaborative health care option

ADVANCEMENT Improve/preserve tuition benefit optionsComplete fundraising for Phase I of Alumni Hall renovation Develop residence hall renewla plan

Refine institutional fundraising priorities Develop dining program improvement planInstitutionalize Knox Parents' Association

Implement Alumni attitudes/marketing surveyBegin process of enhancing prospect management system PUBLIC RELATIONS

Increase number of off-campus visits by special gift and Knox Fund staff Refine the Positioning Statement and implement the comprehensive public relations plan

Achieve 3% growth in knox Fund receipts Assist with market research and data analysis

Achieve 1% growth in alumni participation Continue on-time, on-budget, top-quality standards of excellence for print production

Invigorate Knox Clubs Maintain and enhance an institutional web presence that serves as the centerpiece of the marketing communications

Invigorate Alumni Clubs Help streamline event planning and assist in promotion

Achieve capital/endowment gift needs for Fitness & Athletics initiative Notch up the media relations program thorugh increased focus on national/larger market media opportunities

Enhance functionality of alumni/friends/parents seb site throughj change to gateway/market pages Improve media tracking that provides measurable statistics

Estblish and use coheisve marketing messages for Advancement and coordinate with External Relations document Develop a communications plan for Bac I institutions

Begin exploring feasibility of expanding phathon program Provide substantive opportunities for designers and writers to develop professionally and stretch creativfely

Identify and establish more efficient and effective support staff structureRecapture lost gifts to Knox Fund, while maintaining inreased gifts to compaital/endowment

prioritiesIdentify and implement best practices in volunteer management & methods to ensure follow-

through activityEducate students about importance of philanthropy through The Knox Investors--student-

giving club

Knox College Confidential 01/2006 Page 2

GENERAL ACADEMIC AFFAIRSAchieve authorized spending rate Complete implementation of new curriculum

Achieve a balanced budget Pilot the "October Institute" to strengthen advising; enhance advisingEngineer an entering class of 345 students Assess Area Councils for continuation

Maintain a 12:1 student:faculty ratio Enhance Knox's visibility within higher educationContinue to articulate the President's 3 goals Implement next stage of Compensation Initiative for faculty

Improve 1st-2nd year retention to 90% Enhance faculty support (including funds for course development, research, andtravel)

Help the campus understand the importance of achieving a 5% spending rate Explore ways to move forward with institutional research

Help the campus appreciate both the progress/success and continuing challengesof the College Establish the Center for Advanced Study & Research

Enhance the dog-friendly atmosphere of the campus Implement Library of Congress grant/Alumni HallStrengthen the Honor System

Enhance outcomes viz. fellowships and grad schools

PRESIDENT'S OFFICE STUDENT DEVELOPMENT

Devise a way to approach retention systematically Develop a plan for financing and addressing deferred maintenance in residence halls

Continue involvement in admission Develop a plan for establishing a Campus Health CenterIncrease time commitment to major gift solicitation Strengthen the Center for Intercultural Life

Organize a system of face-to-face meetings w/Galesburg prospectsExplore whether there is intolerance of conservative views through one-on-one

discussions with students, faculty & staffEngage Board in review of Strategic Plan ADMISSION AND FINANCIAL AID

Continue work of USN&WR Coordinating Group Replicate success of 2003-04Assist in the implementation of performance review system Develop new system for grading/qualifying inquiry pool

Enhance comunication with Board Assess approaches to generating leadsDevelop a "web action" plan

Implement e-recruitment/on-line chatEnhance recruitment of science students

Enhance marketing of academic programsReposition "outcomes" and "research" messages

Implement a new approach to mail productionEnhance athletic recruiting

Enhance marketing to International Bac studentsImplement electronic loan counseling and enhanced information regarding PLUS

loansDistribute "image" poster

Priorities and Initiatives for 2004-2005--April 2005


Priorities and Initiatives for 2004-2005--April 2005

ADVANCEMENT PUBLIC RELATIONSEnhance list of institutional fund-raising priorities Complete positioning statement

Expand institutional & trustee focus to include capital and endowment gifts Enact comprehensive public relations planIncrease gifts to Knox Fund by 3% Build a reputation for special programs & centers

Increase alumni giving by 1% Analyze survey data (HERI, NSSE, CIRP, etc.)

Increase off-campus visits by special gifts staff Do a communications audit and market research with Advancement on alumniand donor perspecitves

Expand efforts to market and solicit planned gifts Engage all marketing staff in project planning and productionEstablish an effective prospect management system Continue providing quality student work experiences

Complete Phase 1 of Alumni Hall fund-raising Enhance special events capacity of college by helping to streamline event planning & assist in promotion

Make decision about HKN natatorium Maintain an engaging Knox Talks program

Conduct institutional marketing/alumni attitudes survey Maintain high level involvement in special event planning to ensure adequate promotion

Improve communication flow to alumni and others Consider hiring a part-time Events CoordinatorReinvigorate the Knox Alumni Council

Reinvigorate Knox ClubsEstablish Knox Ambassadors program

Implement a new Knox Parents Association

FINANCE & ADMINISTRATIVE SERVICESPlan for implmentation of Phase II of Compensation Initiative

Analyze capital projects needs over the next 5-7 yearsAnalyze resources required to support a stable enrollment of 1200


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