|Biographical Narrative Fall 2014|
|Timothy Cloyd, Ph.D.|
After seventeen years as a senior administrator for Hendrix College (twelve years as president 2001-2013 and five years as vice president for advancement) Dr. J. Timothy Cloyd stepped down to return to the classroom as Professor of Politics and International Relations and to establish consulting practices. He is in his eighteenth year at Hendrix College.
Hendrix College is a Selective Tier I Liberal Arts and Sciences College and is ranked among the top 100 colleges in America. For seven consecutive years, during Dr. Cloyd’s presidency, Hendrix College was ranked the top “Up and Coming” higher education institution by US News and World Report. His visionary leadership and potential have been featured in numerous publications including: Leading Change: How Board’s and President’s Build Exceptional Academic Institutions by Terrence MacTargaart, The Association of Governing Boards of Colleges and Universities Press, 2011; and No Time for Timidity: A ‘Buffett’ Approach to Weathering an Economic Crisis and Coming Out Ahead by Richard A. Hesel, David W. Strauss, and Benjamin G. Edwards, May/June Art and Science Publication, 2009.
Dr. Cloyd’s consulting enterprises include CCA, LLC and Colligate Planning Partnerships, Inc. The focus of the CCA practice is leadership development, institutional positioning, and advancement consulting. Working with leaders and leadership teams, Dr. Cloyd adds value by the cultivating team aptitude, attitude, and altitude. The goal is to unleash fearless, innovative, and authentic leadership at every level of an organization.
Dr. Cloyd believes the current higher education marketplace for all types of institutions (state-supported, private not-for-profit, and private for-profit) require individuals and teams of leaders committed to dynamic differentiation. He also believes this requires a sense of urgency, and while staying attuned to the core mission of an organization, the creation of significant, critical, and lasting innovation. He puts his proven entrepreneurial talents and potential to work not only in working closely with higher education leaders in new innovative educational ventures, but also working with leaders who believe in carefully studied, empirically based, and thoughtful strategic positioning.
The range of services provided by CCA, LLC and Colligate Planning Partnerships, Incorporated include: identifying and developing talent inside and outside of organizations; building teams; leading planning with urgency that produces measurable goals; recommending market positioning based on empirical data; leadership coaching and training; campaign, brand, and message planning and execution; and connecting differentiation to facility usage and planning. All of these are mechanisms that can generate new revenue or enhance revenue for an institution.
Cloyd assists organizations in industries that are attempting to respond to disruptive changes to achieve success. His professional training, skill-set, and ability to build a collective vision allow him to bring concrete actionable advice inspiring institutions in these sectors to move quickly to gain momentum and to enhance visibility. He achieves this by working closely with leaders on change and innovation to increase revenue by introducing new or enhancing existing products or services through research based differentiation, the use of new technologies, and energizing new cultures of excitement and service among staff and associates.
After a sabbatical that ended in January 2014, Dr. Cloyd was awarded a Murphy Foundation Fellowship to work with a municipal government client to create a vision for an Arts District and to secure investors for the project. He is also evaluating other full time leadership opportunities where he would add value and would benefit a for-profit and not-for-profit mission driven organization. He has a particular passion for private not-for-profit higher education institutions that seek to cultivate “the whole person.” He derives a sense of joy from his vocation.
He teaches courses on leadership and is at work on a book about leadership entitled: The Reed, the Oak, the Grasshopper, and the Cloud: A Story Leadership Potential – Flexibility, Fearlessness, Entergy, and Resilience through Inner Peace.
Successes and Potential
From 2001-2013, Dr. J. Timothy Cloyd led Hendrix College to grow enrollment by over 50% and the tenure track faculty by 35% (from 990 students to 1,475). He added a dozen new majors, doubled international enrollment, grew out of state enrollment to 60%, and added four new sports. His strategic vision and guidance resulted in the faculty creating a unique curricular program that became the critical differentiator for the college. This innovation was universal and became defining of the Hendrix experience. “Your Hendrix Odyssey: Engaging in Active Learning.” This, and many other innovations made possible by Dr. Cloyd’s leadership, brought national visibility and prestige to Hendrix College. By taking a good college in a non-destination state and making it a great college whose national recognition and brand overcame the geographical challenge, Hendrix’s achievements under Dr. Cloyd were remarkable. “Prospective students,” Cloyd said, “do not typically wake up in their homes along the I-95 corridor and think to themselves, I ought to go to Arkansas to College. But what we did had such power that it made the old elite liberal arts colleges on the east coast wake up and take notice.”
The college’s successes and stories about the innovative and entrepreneurial leadership were featured on the cover of the New York Times (above the fold) three times and on the cover of the Education Section of the New York Times.
In addition, stories about Hendrix’s innovations and leadership approach at a traditional and stellar liberal arts college were featured in numerous national publications: Money Magazine, The Atlantic Monthly, Readers Digest, Forbes, The New York Review of Books, U.S. News and World Report, USA Today, The Dallas Morning News, The Los Angels Times, The Washington Post, The Atlanta Constitution, The Miami Herald, The Philadelphia Inquirer, The Chicago Tribute, and The Detroit Free Press. In addition, Bloomberg, Reuters, and the Associated Press distributed these and many other stories.
Particular innovations, accomplishments, and the Odyssey Program were broadcast nationally on CBS, NBC, ABC, CNN, ESPN, and NPR, as well as, covered by local and regional media outlets. Innovations and ideas that were put into action under Cloyd’s leadership also received international coverage by outlets such as: In2EastAfrica, The New Times of Rwanda, IRwanda, Pan-African News; Belgian Radio, Television, and Film; De Standaard in Belgium; and Harbin in Pulse in Harbin China.
The former editor of the education section of the New York Times featured Hendrix on an annual basis for over 15 years in an influential book: Colleges that Change Lives.
Dr. Cloyd raised over $160 million for the endowment, for numerous academic programs and for capital projects. This included scores of new buildings, the conversion of all residence halls to geo-thermal, the construction of a Gold LEED certified Student Life and Technology Center, new art center, a Wellness and Athletic Center and all new related athletic facilities, the building of new student housing, and a Center for the Hendrix-Murphy Foundation.
Dr. Cloyd increased the prosperity of the college by differentiating, internationalizing, and innovating, – including the introduction of new technology. This produced demand, enhanced prestige, and led to significant growth in enrollment, but also in total gross and net revenue and revenue per student. This produced increases in net revenue from 2001-2010 by more than 52%, while at the same time growing enrollment, diversity, and the quality of the students.
The endowment of the college experienced ups and downs with the recessions of 2002 and 2008. Despite a more than healthy average draw on the core endowment of about 5.75-6% from 2001-2013 the endowment grew from $125 million to $185 million. Despite growth in long-term debt, the S&P 2012 rating is A- stable. This was because Hendrix had a plan to continue to grow net revenue. Secondly, Hendrix placed unrestricted gifts into a bond debt service fund and this is assisting in making debt payments.
In a radical bold move, based on empirical data, the college raised its price in 2003 almost 25% in one year, but gave back a great deal of the increase in financial aid, merit awards, and Odyssey Distinction Awards based on students’ gifts, talents, and passions. The result was a 43% increase in the first year class in one year. The college increased price again at an extraordinary level in 2009 and discounted back a percentage resulting in additional growth.
In addition, Dr. Cloyd raised over ten million dollars for a middle class scholarship program fund and additions to the endowment to create 12 Odyssey Professorships held for three years at a time by particular faculty members.
Dr. Cloyd is interested in the use of synchronous and asynchronous technology to lower cost and enhance productivity, training, and education. When one considers the use of cutting edge technology, (i.e. mass on-line courses, classroom capture software, anytime-any-device technology, hybrid platforms, mobile applications, or virtual presence technology) the image of the traditional liberal arts college does not come immediately to mind. But Dr. Cloyd has worked hard explore how to integrate new technology into various organizational cultures.
Dr. Cloyd has also worked on developing holistic advising and mentoring programs, programs to increase student recruitment and retention rates, and creating certificate programs that signal pragmatic competencies.
In 2006, Dr. Cloyd led the college to embark on a for-profit real estate development venture. This new urban Village neighborhood was designed by the firm Duany Plater Zyberg, led by Andres Duany, from Miami, Florida, that designed Seaside and Watercolor, as well as, numerous other national and international award-winning city plans.The entire build out of the Village calls for 600 dwellings with mixed use and commercial buildings. Notwithstanding intense resistance from some groups in the community, Dr. Cloyd’s leadership resilience and perseverance paid off. The Village has turned out to be a synergistic force creating revenue, ambiance, attracting new students, and allowing students to experience cosmopolitan urban life in a city of about 75,000. www.hendrix.edu/village/
Dr. Cloyd has an ability to find creative solutions to complex challenges. He has worked with local, state, and national government officials on distinctive issues in negotiating to find the right compromises to issues that have produced solutions. For example, working with city and state officials, the legislature, and the highway commission, he and the mayor of the city led the innovative adaption of the first roundabouts in the state of Arkansas. This solved traffic issues for the city and enhanced the college while satisfying the Arkansas Highway Commission and the Department of Transportation.
Other signature programs created under Dr. Cloyd include several bi-lateral international programs and exchanges such as the Rwandan Presidential Scholars Program (funded by a Board member and the Clinton Foundation). A new revolutionary approach to international education, this program brings survivors of the genocide to 18 institutions to study math and science. Cloyd and the Board member have been able to get many of these schools to provide full scholarships and there are now over 190 Rwandan students in United States’ higher education institutions through this program.
Before joining Hendrix, Dr. Cloyd was on the political science faculty at Vanderbilt University before going on the administration and development staff. He taught comparative and international politics. In his administrative role he coordinated programs among nine of Vanderbilt’s colleges and schools to develop interdisciplinary, certificate programs, and continuing medical education programs. He was part of the $400 million campaign for Vanderbilt.
He completed a post-doctoral fellowship in Europe with the Institute for the Study of World Politics. His work focused on trade agreements in military dual use technology. This involved research on technology and security issues with government and European officials, the Supreme Headquarters Allied Powers military and intelligence officials, and NATO officials.
Dr. Cloyd graduated magna cum laude with a double major in philosophy and political science in 1985 from Emory and Henry College in Virginia. Playing lacrosse and baseball, he was a Division III intercollegiate athlete. He earned an M.A. in 1990 and a Ph.D. in 1991 in political science from the University of Massachusetts, Amherst. During his time there, he also studied in the Isenberg School of Management in the areas of finance and management. Dr. Cloyd received continuing education at Harvard University in the area of Educational Management.
Nationally, he has served on the Board of the National Association of Independent Colleges and Universities and on the American Council on Education’s Commission on International Education. He has served on the Board of the International Student Exchange Program. He was vice chair of the Associated Colleges of the South, and he has served as chair of the Southern University Conference. President Cloyd has also been on the Board of Directors of The Village at Hendrix, LLC, a for-profit affiliated with Hendrix.
Dr. Cloyd’s recent presentations and papers include: “The Economic Crisis and Higher Education: A Neo-Traditional Organizational Solution”, “The Case for El Dorado being the Destination City for the Celebration of Southern Arts and Culture,” “The Use of Virtual Presence Technology in Teaching the Liberal Arts and General Education Courses”; “Price, Discount, and Market Differentiation,” at the American Council on Education; “The President’s Role in College Turnarounds,” at the National Association of Independent Colleges and Universities; “Making the Case for Liberal Arts Education,” The Council of Independent Colleges; “Marketing, Branding, and Positioning in Higher Education,” The American Association of Governing Boards; and “Leadership, the Presidency, and the Liberal Arts,” The Phi Beta Kappa Lectureship.
Among Dr. Cloyd’s academic publications are Politics and the Human Body, a book he and University of Chicago Political Philosopher Jean Bethke Elshtain edited (Vanderbilt University Press). Dr. Cloyd also edited The Gulf War and Just War: A Study Guide on the Persian Gulf War (Vanderbilt University, Program in Social and Political Thought). He is the author of numerous essays and speeches.
Dr. J. Timothy Cloyd’s leadership potential continues to unfold as a national consultant, speaker, and author. As a college executive he achieved unrivaled success as CEO in the context of change and challenging times. In addition, Dr. Cloyd holds board positions on national higher education organizations, not-for profit organizations’ boards, and on international non-governmental agency boards. This gives him a unique perspective as well as extensive networks from which to draw contacts.
Before coming to Arkansas in 1994, working in the administration and in fundraising at Vanderbilt University, he also had his own business as a consultant and worked in the 1994 Election Cycle on statewide Senate races and in House Congressional races. Currently, he has clients in Chicago, Virginia, the Gulf Coast of Mississippi, Tennessee, and North Carolina.
Until he was 15 years old Dr. Cloyd grew up on the Navajo Indian Reservation outside of Farmington New Mexico. Later in life his family relocated to Tennessee, his family’s ancestral home, where he worked on farms, for the Federal Agricultural Field Office, and other hard labor jobs to help make his way through college. In graduate school, he helped pay his way by working on a lobster boat out of Little Compton, R.I. – steaming out from the Narragansett Bay to the continental shelf for 4-5 days at a time. During college, as his family served as United Methodist missionaries; he worked hands on in numerous volunteer in mission and relief projects. Growing up a missionary kid meant leaning valuable life lessons about poverty, hard work, and overcoming being judged at school because of his “mission barrel cloths”.
The diversity of environments he grew-up in and the grounding in his spiritual faith have allowed Dr. Cloyd to develop self-confidence, resilience, and inner peace in the face of several personal and leadership crucible experiences.
While Dr. Cloyd’s family roots are in the American South, he spent his formative years living on the Navajo Indian Reservation. His parents were the headmasters of the Navajo United Methodist Mission School in Farmington, New Mexico. Prior to this, his family lived and worked as missionaries in the Katanga, Democratic Republic of the Congo. Dr. Cloyd and his wife Wendy have three sons – Logan (19), Samuel (16), and Thomas (14).
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