MINUTES REGULAR MEETING BOARD OF REGENTS THE ...

MINUTES

REGULAR MEETING

BOARD OF REGENTS

THE TEXAS A&M UNIVERSITY SYSTEM

HELD IN

COLLEGE STATION, TEXAS

October 31, 2019

(Approved February 6, 2020)

TABLE OF CONTENTS

MINUTES OF THE MEETING OF THE BOARD OF REGENTS

October 31, 2019 CONVENE ................................................................................................................................................................................... 1

RECESS TO EXECUTIVE SESSION ......................................................................................................................................... 1

RECONVENE .............................................................................................................................................................................. 1

INVOCATION ............................................................................................................................................................................. 1

CHAIRMAN’S REMARKS ......................................................................................................................................................... 2

CHANCELLOR’S REMARKS .................................................................................................................................................... 2

REMARKS FROM DR. HARRISON KELLER REGARDING HIGHER EDUCATION IN TEXAS ....................................... 3

RECESS AND RECONVENE ..................................................................................................................................................... 3

PUBLIC HEARING ..................................................................................................................................................................... 3

REPORT FROM THE COMMITTEE ON ACADEMIC AND STUDENT AFFAIRS ............................................................... 3

REPORT FROM THE COMMITTEE ON FINANCE ................................................................................................................. 4

MINUTE ORDER 197-2019 (ITEM 1.1) APPROVAL OF NEW, INCREASED AND DECREASED TUITION AND FEES FOR FALL 2020 AND FALL 2021 SEMESTERS, THE TEXAS A&M UNIVERSITY SYSTEM ............... 4

REPORT FROM THE COMMITTEE ON AUDIT...................................................................................................................... 4

REPORT FROM THE COMMITTEE ON BUILDINGS AND PHYSICAL PLANT ................................................................. 5

MINUTE ORDER 198-2019 (ITEM 3.1) APPROVAL TO AMEND THE FY 2020-FY 2024 TEXAS A&M UNIVERSITY SYSTEM CAPITAL PLAN TO ADD THE ENGINEERING CLASSROOM AND RESEARCH BUILDING PROJECT (NO. 05-3300) FOR PRAIRIE VIEW A&M UNIVERSITY, THE TEXAS A&M UNIVERSITY SYSTEM ..................................................................................................................... 5

MINUTE ORDER 199-2019 (ITEM 3.2) APPROVAL TO AMEND THE FY 2020-FY 2024 A&M SYSTEM CAPITAL PLAN TO INCREASE THE PROJECT PLANNING AMOUNT, AND APPROVAL OF THE PROJECT SCOPE AND BUDGET, APPROPRIATION FOR CONSTRUCTION SERVICES, AND APPROVAL FOR CONSTRUCTION FOR THE PETERSON BUILDING RENOVATION PROJECT (NO. 02-3278), TEXAS A&M UNIVERSITY, COLLEGE STATION, TEXAS, THE TEXAS A&M UNIVERSITY SYSTEM ............... 6

MINUTE ORDER 200-2019 (ITEM 3.3) APPROVAL OF THE PROJECT SCOPE AND BUDGET, APPROPRIATION FOR CONSTRUCTION SERVICES, AND APPROVAL FOR CONSTRUCTION FOR THE BUILDING AUTOMATION SYSTEM UPGRADE PROJECT (NO. UES 02-2019), TEXAS A&M UNIVERSITY, COLLEGE STATION, TEXAS, TEXAS A&M UNIVERSITY ........................................ 7

MINUTE ORDER 201-2019 (ITEM 3.4) APPROVAL OF THE PROJECT SCOPE AND BUDGET, APPROPRIATION FOR CONSTRUCTION SERVICES, AND APPROVAL FOR CONSTRUCTION FOR THE HVAC SYSTEM & ROOF REPLACEMENT WALLRATH BUILDING PROJECT (NO. 2019-04089), TEXAS A&M AGRILIFE EXTENSION SERVICE, COLLEGE STATION, TEXAS, TEXAS A&M AGRILIFE EXTENSION SERVICE ........................................................................................................... 7

ADDITIONAL ITEMS CONSIDERED BY THE BOARD ......................................................................................................... 8

MINUTE ORDER 202-2019 (ITEM 5.1) AUTHORIZATION FOR THE PRESIDENT TO EXECUTE AN EMPLOYMENT CONTRACT WITH ATHLETIC DIRECTOR LONN REISMAN, TARLETON STATE UNIVERSITY ................................................................................................................................... 8

MINUTE ORDER 203-2019 (ITEM 5.2) AUTHORIZATION TO GROUND LEASE UP TO 11 ACRES OF LAND ON THE RELLIS CAMPUS FOR AN ELECTRICAL SUBSTATION OPERATED BY BRYAN TEXAS UTILITIES, THE TEXAS A&M UNIVERSITY SYSTEM ................................................................................................ 8

Table of Contents – October 31, 2019 Page ii of iv

MINUTE ORDER 204-2019 (ITEM 5.3) AUTHORIZATION TO GROUND LEASE APPROXIMATELY 4.5 ACRES OF LAND, MORE OR LESS, FOR STUDENT HOUSING AND AN INTEGRATED MEDICAL PLAZA IN HOUSTON, HARRIS COUNTY, TEXAS, AND AUTHORIZATION TO SELL APPROXIMATELY 2.185 ACRES OF LAND AND IMPROVEMENTS LOCATED AT 2121 W. HOLCOMBE BOULEVARD, HOUSTON, HARRIS COUNTY, TEXAS, THE TEXAS A&M UNIVERSITY SYSTEM ................................................ 9

MINUTE ORDER 205-2019 (ITEM 5.4) AUTHORIZATION TO LEASE SPACE FOR THE TEXAS A&M UNIVERSITY HEALTH SCIENCE CENTER IN THE CRYSTAL PARK PLAZA BUILDING LOCATED AT 2700 EARL RUDDER FREEWAY SOUTH IN COLLEGE STATION, BRAZOS COUNTY, TEXAS, TEXAS A&M UNIVERSITY .............................................................................................................................................. 9

MINUTE ORDER 206-2019 (ITEM 5.5) AUTHORIZATION TO LEASE CLINICAL SPACE IN THE TEXAS A&M UNIVERSITY HEALTH SCIENCE CENTER FACILITY IN ROUND ROCK, TEXAS, TO LONE STAR CIRCLE OF CARE, TEXAS A&M UNIVERSITY .................................................................................... 10

MINUTE ORDER 207-2019 (ITEM 5.6) AUTHORIZATION TO LEASE SPACE IN THE LA COSTA GREEN BUILDING LOCATED AT 1033 LA POSADA DRIVE IN AUSTIN, TRAVIS COUNTY, TEXAS, TEXAS DIVISION OF EMERGENCY MANAGEMENT ................................................................................................ 10

MINUTE ORDER 208-2019 (ITEM 5.7) AUTHORIZATION TO LEASE SPACE IN THE LANARK DISTRIBUTION CENTER LOCATED AT 610 LANARK DRIVE, SAN ANTONIO, BEXAR COUNTY, TEXAS, TEXAS DIVISION OF EMERGENCY MANAGEMENT ................................................................................. 10

CONSENT AGENDA ITEMS ................................................................................................................................................... 10

MINUTE ORDER 209-2019 (ITEM 6.1) APPROVAL OF MINUTES FROM THE AUGUST 8, 2019, SPECIAL WORKSHOP MEETING; AUGUST 8, 2019, REGULAR MEETING; AUGUST 9, 2019, SPECIAL WORKSHOP MEETING; AUGUST 29, 2019, SPECIAL TELEPHONIC MEETING; AND SEPTEMBER 13, 2019, SPECIAL TELEPHONIC MEETING, BOARD OF REGENTS, THE TEXAS A&M UNIVERSITY SYSTEM ................................................................................................................... 11

MINUTE ORDER 210-2019 (ITEM 6.2) GRANTING OF THE TITLE OF EMERITUS, OCTOBER 2019, THE TEXAS A&M UNIVERSITY SYSTEM ................................................................................................................... 11

MINUTE ORDER 211-2019 (ITEM 6.3) CONFIRMATION OF APPOINTMENT AND COMMISSIONING OF PEACE OFFICERS, THE TEXAS A&M UNIVERSITY SYSTEM ................................................................................. 11

MINUTE ORDER 212-2019 (ITEM 6.4) DESIGNATION OF THE REGENTS PROFESSOR AWARDS AND THE REGENTS FELLOW SERVICE AWARDS FOR EXEMPLARY PERFORMANCE AND PROFESSIONAL SERVICE DURING FISCAL YEAR 2018-2019, THE TEXAS A&M UNIVERSITY SYSTEM .................................... 12

MINUTE ORDER 213-2019 (ITEM 6.5) ADOPTION OF A RESOLUTION RECOGNIZING TEXAS A&M UNIVERSITY-CENTRAL TEXAS FOR COMPLETING ITS FIRST DECADE AS A PUBLIC, REGIONAL UNIVERSITY, NOW THE ONLY UPPER-LEVEL, TRANSFER UNIVERSITY IN TEXAS, THE TEXAS A&M UNIVERSITY SYSTEM ................................................................................................................... 13

MINUTE ORDER 214-2019 (ITEM 6.6) ESTABLISHMENT OF THE TEXAS A&M UNIVERSITY SYSTEM HEALTHY TEXAS INSTITUTE, THE TEXAS A&M UNIVERSITY SYSTEM............................................................ 13

MINUTE ORDER 215-2019 (ITEM 6.7) APPROVAL OF NON-SUBSTANTIVE REVISIONS TO SYSTEM POLICY 28.02 (EDUCATIONAL BUSINESS ACTIVITIES), AND 60.03 (APPROVAL OF FEES FOR AFFILIATED FUND-RAISING ORGANIZATIONS), THE TEXAS A&M UNIVERSITY SYSTEM ........................... 13

MINUTE ORDER 216-2019 (ITEM 6.8) APPROVAL OF NON-SUBSTANTIVE REVISIONS TO SYSTEM POLICY 51.02 (SELECTION OF ARCHITECT/ENGINEER DESIGN TEAM AND CONSTRUCTION CONTRACTOR), THE TEXAS A&M UNIVERSITY SYSTEM ..................................................................................... 13

MINUTE ORDER 217-2019 (ITEM 6.9) APPROVAL OF THE APPROPRIATION OF FUNDS FOR THE PURCHASE OF A TURBOFAN AIRCRAFT, THE TEXAS A&M UNIVERSITY SYSTEM ........................................ 14

MINUTE ORDER 218-2019 (ITEM 6.10) APPROVAL OF INCIDENTAL FEES EFFECTIVE WITH THE FALL 2020 SEMESTER, THE TEXAS A&M UNIVERSITY SYSTEM ......................................................................... 14

MINUTE ORDER 219-2019 (ITEM 6.11) CONFIRMATION OF NEW AND AMENDED FIELD TRIP AND STUDY ABROAD FEES, THE TEXAS A&M UNIVERSITY SYSTEM ........................................................................ 14

Table of Contents – October 31, 2019 Page iii of iv

MINUTE ORDER 220-2019 (ITEM 6.12) APPROVAL OF ACADEMIC TENURE, OCTOBER 2019, PRAIRIE VIEW A&M UNIVERSITY .............................................................................................................................. 15

MINUTE ORDER 221-2019 (ITEM 6.13) AUTHORIZATION TO UTILIZE FUNDS FROM THE AVAILABLE UNIVERSITY FUND TO MATCH PRIVATE GIFTS UNDER THE ENDOWED SCHOLARSHIPS - ENDOWED SCHOLARSHIP MATCHING PROGRAM, PRAIRIE VIEW A&M UNIVERSITY .................................. 15

MINUTE ORDER 222-2019 (ITEM 6.14) APPROVAL OF A NEW DOCTOR OF BUSINESS ADMINISTRATION DEGREE PROGRAM, AND AUTHORIZATION TO REQUEST APPROVAL FROM THE TEXAS HIGHER EDUCATION COORDINATING BOARD, PRAIRIE VIEW A&M UNIVERSITY ................. 15

MINUTE ORDER 223-2019 (ITEM 6.15) APPROVAL OF ACADEMIC TENURE, OCTOBER 2019, TARLETON STATE UNIVERSITY ................................................................................................................................. 16

MINUTE ORDER 224-2019 (ITEM 6.16) APPROVAL OF A NEW MASTER OF SCIENCE DEGREE PROGRAM WITH A MAJOR IN COMPUTER ENGINEERING, AND AUTHORIZATION TO REQUEST APPROVAL FROM THE TEXAS HIGHER EDUCATION COORDINATING BOARD, TARLETON STATE UNIVERSITY ................................................................................................................................. 16

MINUTE ORDER 225-2019 (ITEM 6.17) APPROVAL OF A NEW MASTER OF SCIENCE DEGREE PROGRAM WITH A MAJOR IN CHILD DEVELOPMENT AND FAMILY STUDIES, AND AUTHORIZATION TO REQUEST APPROVAL FROM THE TEXAS HIGHER EDUCATION COORDINATING BOARD, TARLETON STATE UNIVERSITY .................................................................................. 16

MINUTE ORDER 226-2019 (ITEM 6.18) APPROVAL OF A NEW BACHELOR OF SCIENCE DEGREE PROGRAM WITH A MAJOR IN AGRICULTURAL COMMUNICATION, AND AUTHORIZATION TO REQUEST APPROVAL FROM THE TEXAS HIGHER EDUCATION COORDINATING BOARD, TARLETON STATE UNIVERSITY ................................................................................................................................. 17

MINUTE ORDER 227-2019 (ITEM 6.19) APPROVAL OF A NEW BACHELOR OF APPLIED ARTS AND SCIENCES DEGREE PROGRAM WITH A MAJOR IN KINESIOLOGY, AND AUTHORIZATION TO REQUEST APPROVAL FROM THE TEXAS HIGHER EDUCATION COORDINATING BOARD, TARLETON STATE UNIVERSITY ................................................................................................................................. 17

MINUTE ORDER 228-2019 (ITEM 6.20) APPROVAL OF ACADEMIC TENURE, OCTOBER 2019, TEXAS A&M UNIVERSITY ............................................................................................................................................ 17

MINUTE ORDER 229-2019 (ITEM 6.21) APPROVAL FOR DR. LAWRENCE R. GRIFFING, A SYSTEM EMPLOYEE, TO SERVE AS AN OFFICER, MEMBER OF THE BOARD OF DIRECTORS AND EMPLOYEE OF GRIFFING BIOLOGICS LLC, AN ENTITY THAT PROPOSES TO LICENSE TECHNOLOGY FROM THE TEXAS A&M UNIVERSITY SYSTEM, TEXAS A&M UNIVERSITY ................................................................. 18

MINUTE ORDER 230-2019 (ITEM 6.22) AUTHORIZATION FOR THE PRESIDENT TO NEGOTIATE AND EXECUTE CONTRACTS OVER $500,000, TEXAS A&M UNIVERSITY .................................................................... 18

MINUTE ORDER 231-2019 (ITEM 6.23) NAMING OF THE SHIRLEY AND JOE SWINBANK ’74 AGRILIFE CENTER, TEXAS A&M UNIVERSITY ........................................................................................................................... 18

MINUTE ORDER 232-2019 (ITEM 6.24) NAMING OF TRIMBLE TECHNOLOGY LABORATORIES IN THE COMPUTER SCIENCE ANNEX BUILDING, TEXAS A&M UNIVERSITY ................................................................ 19

MINUTE ORDER 233-2019 (ITEM 6.25) NAMING OF ACCENTURE BUSINESS HONORS OFFICE SUITE IN THE MAYS BUSINESS SCHOOL, TEXAS A&M UNIVERSITY ............................................................................. 19

MINUTE ORDER 234-2019 (ITEM 6.26) NAMING OF THE LARSEN FAMILY SHARED MEETING ROOM WITHIN THE ZACHRY ENGINEERING EDUCATION COMPLEX, TEXAS A&M UNIVERSITY .......................... 19

MINUTE ORDER 235-2019 (ITEM 6.27) APPROVAL OF ACADEMIC TENURE, OCTOBER 2019, TEXAS A&M UNIVERSITY-CENTRAL TEXAS ........................................................................................................... 20

MINUTE ORDER 236-2019 (ITEM 6.28) NAMING OF STEPHEN A. AND MARY L. HANIK INFORMATION DESK IN THE BECK FAMILY HERITAGE HALL, TEXAS A&M UNIVERSITY-CENTRAL TEXAS ........................................................................................................... 20

MINUTE ORDER 237-2019 (ITEM 6.29) APPROVAL OF ACADEMIC TENURE, OCTOBER 2019, TEXAS A&M UNIVERSITY-COMMERCE .................................................................................................................... 20

Table of Contents – October 31, 2019 Page iv of iv

MINUTE ORDER 238-2019 (ITEM 6.30) APPROVAL OF ACADEMIC TENURE, OCTOBER 2019, TEXAS A&M UNIVERSITY-CORPUS CHRISTI ........................................................................................................... 20

MINUTE ORDER 239-2019 (ITEM 6.31) APPROVAL OF A NEW MASTER OF ARTS DEGREE PROGRAM WITH A MAJOR IN TEACHING IN DIVERSE COMMUNITIES, AND AUTHORIZATION TO REQUEST APPROVAL FROM THE TEXAS HIGHER EDUCATION COORDINATING BOARD, TEXAS A&M UNIVERSITY-SAN ANTONIO ................................................................................................................ 21

MINUTE ORDER 240-2019 (ITEM 6.32) APPROVAL OF A NEW MASTER OF SCIENCE DEGREE PROGRAM WITH A MAJOR IN BIOLOGY, AND AUTHORIZATION TO REQUEST APPROVAL FROM THE TEXAS HIGHER EDUCATION COORDINATING BOARD, TEXAS A&M UNIVERSITY-SAN ANTONIO ................................................................................................................ 21

MINUTE ORDER 241-2019 (ITEM 6.33) AUTHORIZATION TO AWARD AN HONORARY DEGREE TO BARBARA J. BAIN, WEST TEXAS A&M UNIVERSITY ............................................................................................. 21

MINUTE ORDER 242-2019 (ITEM 6.34) NAMING OF SCOTT DOORES STUDIO IN THE CLASSROOM CENTER AND NATHANIEL AND HELEN NEAL MULTICULTURAL SUITE IN THE JACK B. KELLEY STUDENT CENTER, WEST TEXAS A&M UNIVERSITY ............................................................................................ 22

MINUTE ORDER 243-2019 (ITEM 6.35) APPROVAL OF 2020 STILES FARM FOUNDATION BUDGET, TEXAS A&M AGRILIFE EXTENSION SERVICE ......................................................................................................... 22

MINUTE ORDER 244-2019 (ITEM 6.36) APPROVAL OF NEW RULE 34.05.99.B1 (SMOKING), TEXAS DIVISION OF EMERGENCY MANAGEMENT ................................................................................................ 22

ANNOUNCEMENTS ................................................................................................................................................................ 23

RECESS AND RECONVENE ................................................................................................................................................... 23

RECONVENE ............................................................................................................................................................................ 23

ADJOURN.................................................................................................................................................................................. 23

MINUTES

REGULAR MEETING BOARD OF REGENTS, THE TEXAS A&M UNIVERSITY SYSTEM

October 31, 2019

CONVENE

Chairman Elaine Mendoza convened a regular meeting of the Board of Regents of

The Texas A&M University System at 8:45 a.m., Thursday, October 31, 2019, in the Board Meeting Room on the campus of Texas A&M University, College Station, Texas. The following members of the Board were present:

Ms. Elaine Mendoza, Chairman Mr. Tim Leach, Vice Chairman Mr. Phil Adams Mr. Robert L. Albritton Mr. Jay Graham Mr. Michael A. Hernandez III Mr. Bill Mahomes Mr. Michael J. Plank Mr. Clifton L. Thomas, Jr. Mr. Levi McClenny, Student Regent

RECESS TO EXECUTIVE SESSION

Chairman Mendoza announced that the Board would recess to executive session as permitted by Chapter 551, Sections 71, 72, 73, 74 and 76 of the Texas Government Code. She said in accordance with the law, no final action, decision or vote with regard to any matter considered in executive session would be made or taken. (Note: The Board met in executive session from 8:45 a.m. until 12:22 p.m.)

RECONVENE

Chairman Mendoza reconvened the meeting in open session at 1:30 p.m., in the Bethancourt Ballroom 2300 D&E of the Memorial Student Center, with a quorum present.

INVOCATION

Chairman Mendoza called on Mr. James McKenna ‘20, a senior Texas A&M History major

from Annapolis, Maryland, who presented the invocation.

Minutes – October 31, 2019 Page 2 of 23

CHAIRMAN’S REMARKS Chairman Mendoza welcomed the meeting attendees, in particular two new members of

the A&M System family attending their first Board of Regents meeting. She introduced Dr. James Hurley, President of Tarleton State University, and Dr. Jeff Hyde, Agency Director of Texas A&M AgriLife Extension Service.

Chairman Mendoza said the past three years had far exceeded the Board’s expectations outlined in the A&M System’s 2016 Strategic Plan. She advised that some of the accomplishments such as new roles at the Los Alamos National Laboratory and the Army Future’s Command could not have been anticipated because those opportunities did not exist in 2016. She said that today the A&M System was truly an organization with a growing portfolio and global impact. Chairman Mendoza pointed out that opportunities typically came to the System instead of the System having to search for them. She said Chancellor John Sharp, the vice chancellors and chief executive officers (CEOs) had created their own gravitational pull. She noted that they could rest and let that pull bring opportunities to the A&M System, but she was reminded of a shark that constantly had to move forward or it died. Chairman Mendoza emphasized that a university system -- like a shark -- must constantly be moving forward or it would slowly suffer the same fate, which was not good for the System’s stakeholders. She said for this reason, the Board had agreed to update their strategic plan. She explained that their aspirations remained high and what a foundation they had to build on. Chairman Mendoza said today they were making a difference to the students, the state and the world; but there was more to do. She reported that the strategic plan would also give the CEOs the framework on which to develop and execute their own missions. She said the Board welcomed their input. Chairman Mendoza stressed that they could do anything, but they could not do everything. She said moving forward they understood wholeheartedly that if they did not keep their focus on student success, nothing else they did mattered, on this, the Board would not relent. She remarked that in the end they would demonstrate that the A&M System was a good steward of the public resources invested with the System.

CHANCELLOR’S REMARKS

Chancellor Sharp highlighted accomplishments of the A&M System (a copy of his remarks

are on file in the Office of the Board of Regents). Chairman Mendoza introduced Dr. Harrison Keller, Commissioner of Higher Education,

and a sixth-generation Texan with over two decades of experience in educational budget and policy, digital learning, senior university administration, management, fundraising and building effective coalitions among school districts, community colleges, university systems and policy makers. She said his appointment as the sixth commissioner of higher education and CEO for the Texas Higher Education Coordinating Board (THECB) became effective October 1, 2019. Chairman Mendoza added that Dr. Keller previously served as Deputy to the President for Strategic and Policy, and Clinical Professor of Public Policy Practice at The University of Texas (UT) at Austin. She said he had taught at Georgetown University, St. Edwards University, and UT. She noted that Dr. Keller received his bachelor’s degree in Philosophy from the University of Notre Dame and his masters and doctorate degrees in Philosophy from Georgetown University.


REMARKS FROM DR. HARRISON KELLER REGARDING HIGHER EDUCATION IN TEXAS

Dr. Keller presented this update (a copy of which is on file in the Office of the Board

of Regents). Chairman Mendoza congratulated Dr. Keller on his appointment and said the Board looked

forward to working with him on his initiatives.

RECESS AND RECONVENE Chairman Mendoza recessed the meeting at 1:50 p.m.

(Note: On Wednesday, October 30, the Committee on Academic and Student Affairs convened at 2:00 p.m. and adjourned at 4:00 p.m. The Committee on Buildings and Physical Plant convened at 4:15 p.m. and adjourned at 4:52 p.m. On Thursday, October 31, the Committee on Audit convened at 1:50 p.m. and adjourned at 2:03 p.m. The Committee on Finance convened at 2:04 p.m. and adjourned at 2:15 p.m.).

Chairman Mendoza reconvened the meeting at 2:16 p.m.

PUBLIC HEARING Chairman Mendoza announced that the Board was required by the Texas Education Code

to hold a public hearing on certain increases in tuition and fees. She said the purpose of this hearing was to comply with this requirement and to provide an opportunity to receive input from students and the public regarding the proposed tuition and fee recommendations effective in the fall 2020 and 2021 semesters. She added that to do this they held one hearing for all institutions to receive input from those wanting to speak on the proposed recommendations. Chairman Mendoza said no requests had been received for public testimony, and announced that the hearing was closed. She noted that the proposed tuition recommendations would be considered later by the full Board.

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REPORT FROM THE COMMITTEE ON ACADEMIC AND STUDENT AFFAIRS Regent Thomas, Chairman of the Committee on Academic and Student Affairs, said the committee had met the previous day and received several reports. He added that Dr. Jon Mogford, Vice Chancellor for Research, informed the committee on strategies for growing research at the regional institutions and there had been a panel discussion on post-tenure review. Regent Thomas noted that Dr. James Hallmark, Vice Chancellor for Academic Affairs, presented an overview of data on how many faculty were placed in development plans each year through the post-tenure review process, and what became of those faculty. He said four System provosts provided information on post-tenure review on their campuses. He advised that to close the meeting, Dr. Shonda Gibson, Associate Vice Chancellor for Academic Affairs, reported on discussions with System enrollment management leaders working to grow enrollment in the A&M System.


REPORT FROM THE COMMITTEE ON FINANCE Regent Albritton, Chairman of the Committee on Finance, said the committee had met earlier the same day, and considered Item 1.1 and recommended approval of the item to the full Board. He noted that Item 1.1 related to tuition and fee rates for the upcoming fall 2020 and 2021 semesters. On motion of Regent Albritton, seconded by Regent Mahomes, and by a unanimous vote, the following minute order was approved (197):

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MINUTE ORDER 197-2019 (ITEM 1.1)

APPROVAL OF NEW, INCREASED AND DECREASED TUITION AND FEES FOR FALL 2020 AND FALL 2021 SEMESTERS,


All public hearings and referendums required by law for increases in student tuition and fees have been (or will be conducted as noted on the attached revised exhibit) properly conducted in accordance with the Texas Education Code.

System Policy 26.01 (Tuition and Fees), states that tuition and fee recommendations for the ensuing academic year will be presented annually to the Board of Regents of The Texas A&M University System for consideration. However, in lieu of an annual review, the Board approves the following:

The request for new, increased and decreased tuition and fees (including One-Year

Variable/Guaranteed Rate) recommended by The Texas A&M University System institutions, as shown on the revised attached exhibit are approved to be effective with the fall 2020 and fall 2021 semesters. For the fall 2021 semester (FY 2022), the One-Year Variable/Guaranteed Rate will be adjusted at all institutions based on the 2020 Higher Education Price Index. In addition, consideration (for any additional adjustment) will be given based on future funding levels, economic conditions, and/or specific institutional needs.

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(Note: The exhibit for Item 1.1 was revised during the Board meeting.)

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REPORT FROM THE COMMITTEE ON AUDIT

Regent Adams, Chairman of the Committee on Audit, said the committee had met earlier the same day and received reports. He added that no further business was conducted.


REPORT FROM THE COMMITTEE ON BUILDINGS AND PHYSICAL PLANT Regent Mahomes, Chairman of the Committee on Buildings and Physical Plant, reported

that the committee had met the previous day. He said four construction items were presented for approval, and informational presentations on the deferred maintenance and campus beautification initiatives were made. He added that the committee recommended approval of Items 3.1 through 3.4 to the full Board.

On motion of Regent Mahomes, seconded by Regent Plank, and by a unanimous vote, the following minute orders were approved (198 through 201):

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APPROVAL TO AMEND THE FY 2020-FY 2024 TEXAS A&M UNIVERSITY SYSTEM CAPITAL PLAN TO ADD THE

ENGINEERING CLASSROOM AND RESEARCH BUILDING PROJECT (NO. 05-3300) FOR PRAIRIE VIEW A&M UNIVERSITY,


The request to amend the FY 2020-FY 2024 Texas A&M University System Capital Plan to add the Engineering Classroom and Research Building Project for Prairie View A&M University with an FY 2020 start date and a total planning amount of $70,000,000 is approved.

Contingent upon the completion of the Program of Requirements, the amount of $7,000,000 is appropriated from Account No. 01-084243, Permanent University Fund Debt Proceeds (Available University Fund), for preconstruction services and related project costs. This appropriation is contingent upon the completion of a Program of Requirements scoped to the approved budget.

The Board of Regents of The Texas A&M University System (Board) reasonably expects

to incur debt in one or more obligations for this project, and all or a portion of the proceeds received from the sale of such obligations is reasonably expected to be used to reimburse the account(s) for amounts previously appropriated and/or expended from such account(s).



APPROVAL TO AMEND THE FY 2020-FY 2024 A&M SYSTEM CAPITAL PLAN TO INCREASE THE PROJECT PLANNING

AMOUNT, AND APPROVAL OF THE PROJECT SCOPE AND BUDGET, APPROPRIATION FOR CONSTRUCTION SERVICES,

AND APPROVAL FOR CONSTRUCTION FOR THE PETERSON BUILDING RENOVATION PROJECT (NO. 02-3278),

TEXAS A&M UNIVERSITY, COLLEGE STATION, TEXAS, THE TEXAS A&M UNIVERSITY SYSTEM

The request to amend the FY 2020 - FY 2024 A&M System Capital Plan to increase the

project planning amount to $26,000,000 is approved.

The project scope along with a project budget of $26,000,000 for the Peterson Building Renovation Project is approved.

The amount of $14,300,000 is appropriated from Account No. 01-083540,

Revenue Financing System Debt Proceeds (Differential Tuition - Engineering), the amount of $11,000,000 is appropriated from Account No. 01-083540, Revenue Financing System Debt Proceeds (Designated Tuition), and the amount of $700,000 is appropriated from Account No. 02-808832, Provost Plant Funds, for construction services and related project costs. The amount of $1,150,000 is reverted to Account No. 02-085008, Designated Tuition - Capital.

The Peterson Building Renovation Project, Texas A&M University, College Station,

Texas, is approved for construction. The Board of Regents of The Texas A&M University System (Board) reasonably expects

to incur debt in one or more obligations for this project, and all or a portion of the proceeds received from the sale of such obligations is reasonably expected to be used to reimburse the account(s) for amounts previously appropriated and/or expended from such account(s).

As required by Section 5(a) of the Master Resolution of the Revenue Financing System,

the Board hereby determines that it will have sufficient funds to meet the financial obligations of The Texas A&M University System, including sufficient Pledged Revenues to satisfy the Annual Debt Service Requirements of the Revenue Financing System and to meet all financial obligations of the Board relating to the Revenue Financing System and that the Participants, on whose behalf the debt is issued, possess the financial capacity to satisfy their Direct Obligations.



APPROVAL OF THE PROJECT SCOPE AND BUDGET, APPROPRIATION FOR CONSTRUCTION SERVICES, AND APPROVAL FOR CONSTRUCTION FOR THE BUILDING

AUTOMATION SYSTEM UPGRADE PROJECT (NO. UES 02-2019), TEXAS A&M UNIVERSITY, COLLEGE STATION, TEXAS,

TEXAS A&M UNIVERSITY

The project scope along with a project budget of $9,750,000 for the Building Automation System Upgrade Project is approved.

The amount of $8,775,000 is appropriated from Account No. 01-083540, Revenue Financing System Debt Proceeds (Utility Revenue), for construction services and related project costs.

The Building Automation System Upgrade Project, Texas A&M University, College Station, Texas, is approved for construction.

The Board of Regents of The Texas A&M University System (Board) reasonably expects to incur debt in one or more obligations for this project, and all or a portion of the proceeds received from the sale of such obligations is reasonably expected to be used to reimburse the account(s) for amounts previously appropriated and/or expended from such account(s).

As required by Section 5(a) of the Master Resolution of the Revenue Financing System,

the Board hereby determines that it will have sufficient funds to meet the financial obligations of The Texas A&M University System, including sufficient Pledged Revenues to satisfy the Annual Debt Service Requirements of the Revenue Financing System and to meet all financial obligations of the Board relating to the Revenue Financing System and that the Participants, on whose behalf the debt is issued, possess the financial capacity to satisfy their Direct Obligations.


APPROVAL OF THE PROJECT SCOPE AND BUDGET,

APPROPRIATION FOR CONSTRUCTION SERVICES, AND APPROVAL FOR CONSTRUCTION FOR THE HVAC SYSTEM & ROOF REPLACEMENT WALLRATH BUILDING PROJECT (NO. 2019-04089),

TEXAS A&M AGRILIFE EXTENSION SERVICE, COLLEGE STATION, TEXAS, TEXAS A&M AGRILIFE EXTENSION SERVICE

The project scope along with a project budget of $5,658,427 for the HVAC System & Roof

Replacement Wallrath Building Project is approved.


The amount of $3,100,000 is appropriated from Account No. 01-084243 Permanent University Fund Debt Proceeds (AUF), and the amount of $1,000,000 is appropriated from Account No. 01-083540 Revenue Financing System Debt Proceeds (Indirect Cost Recoveries and Interest Income), and the amount of $992,627 is appropriated from Account No. 07-210700, Indirect Cost Recoveries, for construction services and related project costs.

The HVAC System & Roof Replacement Wallrath Building Project, Texas A&M AgriLife Extension Service, College Station, Texas, is approved for construction.


As required by Section 5(a) of the Master Resolution of the Revenue Financing System, the Board hereby determines that it will have sufficient funds to meet the financial obligations of The Texas A&M University System, including sufficient Pledged Revenues to satisfy the Annual Debt Service Requirements of the Revenue Financing System and to meet all financial obligations of the Board relating to the Revenue Financing System and that the Participants, on whose behalf the debt is issued, possess the financial capacity to satisfy their Direct Obligations.

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ADDITIONAL ITEMS CONSIDERED BY THE BOARD

Chairman Mendoza said Items 5.1 through 5.7 were considered in executive session. On motion of Regent Albritton, seconded by Regent Graham, and by a unanimous vote, the following minute orders were approved (202 through 208):

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AUTHORIZATION FOR THE PRESIDENT

TO EXECUTE AN EMPLOYMENT CONTRACT WITH ATHLETIC DIRECTOR LONN REISMAN,

TARLETON STATE UNIVERSITY

Authority is hereby granted to the President of Tarleton State University to execute an employment contract, upon review for legal form and sufficiency by the Office of General Counsel, with the following person:

Athletic Director - Lonn Reisman



AUTHORIZATION TO GROUND LEASE UP TO 11 ACRES OF LAND ON THE RELLIS CAMPUS FOR AN ELECTRICAL

SUBSTATION OPERATED BY BRYAN TEXAS UTILITIES, THE TEXAS A&M UNIVERSITY SYSTEM

The Chancellor of The Texas A&M University System, or designee, following legal review

by the Office of General Counsel, is authorized to negotiate, execute and deliver a ground lease agreement for not more than 11 acres on the RELLIS Campus for operation of an electrical substation and to take any and all additional action, and execute any and all ancillary documents, deemed necessary to consummate the transaction.


AUTHORIZATION TO GROUND LEASE APPROXIMATELY

4.5 ACRES OF LAND, MORE OR LESS, FOR STUDENT HOUSING AND AN INTEGRATED MEDICAL PLAZA IN HOUSTON, HARRIS COUNTY,

TEXAS, AND AUTHORIZATION TO SELL APPROXIMATELY 2.185 ACRES OF LAND AND IMPROVEMENTS LOCATED AT

2121 W. HOLCOMBE BOULEVARD, HOUSTON, HARRIS COUNTY, TEXAS, THE TEXAS A&M UNIVERSITY SYSTEM

The Chancellor of The Texas A&M University System, or designee, following legal review

by the Office of General Counsel, is authorized to negotiate, execute and deliver two ground lease agreements covering a tract of land containing approximately 4.5 acres, more or less, for the development of student housing and retail, medical offices, parking, and other amenities to be located adjacent to 1020 Holcombe in the Houston Medical Center, Houston, Harris County, Texas and to sell approximately 2.185 acres of land and improvements located at 2121 W. Holcombe Boulevard, Houston, Harris County, Texas, and to take any and all additional action, and execute any and all ancillary documents deemed necessary, to consummate the transactions.


AUTHORIZATION TO LEASE SPACE FOR THE

TEXAS A&M UNIVERSITY HEALTH SCIENCE CENTER IN THE CRYSTAL PARK PLAZA BUILDING LOCATED

AT 2700 EARL RUDDER FREEWAY SOUTH IN COLLEGE STATION, BRAZOS COUNTY, TEXAS,


The Chancellor of The Texas A&M University System, or designee, following a review for legal sufficiency by the Office of General Counsel, is authorized to take all steps necessary to negotiate, execute and deliver a lease of approximately 15,539 square feet of office space for five years in the Crystal Park Plaza Building located at 2700 Earl Rudder Freeway South, College Station, Brazos County, Texas.



AUTHORIZATION TO LEASE CLINICAL SPACE IN THE TEXAS A&M UNIVERSITY HEALTH SCIENCE CENTER FACILITY

IN ROUND ROCK, TEXAS, TO LONE STAR CIRCLE OF CARE, TEXAS A&M UNIVERSITY

The Chancellor of The Texas A&M University System, or designee, following approval

for legal sufficiency by the Office of General Counsel, is authorized to take all steps necessary to negotiate, execute and deliver a lease of approximately 30,426 square feet of clinical space in the building located at the Texas A&M University Health Science Center teaching site at 3950 North A.W. Grimes Boulevard, Round Rock, Williamson County, Texas, to Lone Star Circle of Care, a Texas non-profit corporation.


AUTHORIZATION TO LEASE SPACE IN THE LA COSTA GREEN BUILDING LOCATED AT

1033 LA POSADA DRIVE IN AUSTIN, TRAVIS COUNTY, TEXAS, TEXAS DIVISION OF EMERGENCY MANAGEMENT

The Chancellor of The Texas A&M University System, or designee, following a review

for legal sufficiency by the Office of General Counsel, is authorized to take all steps necessary to negotiate, execute and deliver a lease of approximately 47,599 square feet of office space in the La Costa Green Building located at 1033 La Posada Drive, Austin, Travis County, Texas.


AUTHORIZATION TO LEASE SPACE IN THE

LANARK DISTRIBUTION CENTER LOCATED AT 610 LANARK DRIVE, SAN ANTONIO, BEXAR COUNTY, TEXAS,

TEXAS DIVISION OF EMERGENCY MANAGEMENT

The Chancellor of The Texas A&M University System, or designee, following a review for legal sufficiency by the Office of General Counsel, is authorized to take all steps necessary to negotiate, execute and deliver a lease of approximately 82,620 square feet of warehouse and office space in the Lanark Distribution Center located at 610 Lanark Drive, San Antonio, Bexar County, Texas.

~~~~

CONSENT AGENDA ITEMS

Chairman Mendoza presented Items 6.1 through 6.36.


On motion of Regent Adams, seconded by Regent Plank, and by a unanimous vote, the following minute orders were approved (209 through 244):

~~~~


APPROVAL OF MINUTES FROM THE

AUGUST 8, 2019, SPECIAL WORKSHOP MEETING; AUGUST 8, 2019, REGULAR MEETING; AUGUST 9, 2019, SPECIAL WORKSHOP

MEETING; AUGUST 29, 2019, SPECIAL TELEPHONIC MEETING; AND SEPTEMBER 13, 2019, SPECIAL TELEPHONIC MEETING,

BOARD OF REGENTS, THE TEXAS A&M UNIVERSITY SYSTEM

The Minutes of the August 8, 2019, Special Workshop Meeting; the August 8, 2019, Regular Meeting; the August 9, 2019, Special Workshop Meeting; the August 29, 2019, Special Telephonic Meeting; and the September 13, 2019, Special Telephonic Meeting are hereby approved.


GRANTING OF THE TITLE OF EMERITUS, OCTOBER 2019, THE TEXAS A&M UNIVERSITY SYSTEM

In recognition of long and distinguished service to The Texas A&M University System,

the Board of Regents hereby confirms the recommendation of the Chancellor, and confers the title of “Emeritus” upon the individuals as shown in the attached exhibit, Emeritus Title List No. 20-01, and grants all rights and privileges of this title.


CONFIRMATION OF

APPOINTMENT AND COMMISSIONING OF PEACE OFFICERS, THE TEXAS A&M UNIVERSITY SYSTEM

In accordance with System Policy 34.06 (Appointment, Commissioning and Authority of

Peace Officers), the Board of Regents of The Texas A&M University System confirms the appointment and commissioning of campus peace officers by the presidents of their respective system member universities, in accordance with the requirements of the law, and as shown in the exhibit, attached to the official minutes, subject to their taking the oath required of peace officers.



DESIGNATION OF THE REGENTS PROFESSOR AWARDS AND THE REGENTS FELLOW SERVICE AWARDS FOR EXEMPLARY PERFORMANCE AND PROFESSIONAL

SERVICE DURING FISCAL YEAR 2018-2019, THE TEXAS A&M UNIVERSITY SYSTEM

The Board of Regents of The Texas A&M University System hereby grants the designation

of “Regents Professor” for exemplary performance during FY 2018-19 to the following 13 faculty members, effective immediately:

Dr. David Allard, Texas A&M University-Texarkana Dr. Betty Block, Texas A&M University-Commerce Dr. Louis Fry, Texas A&M University-Central Texas Dr. John Fuller, Prairie View A&M University Dr. Nirmal Goswami, Texas A&M University-Kingsville Dr. A. Daniel Hill, Texas A&M University Dr. Beverly Irby, Texas A&M University Dr. Lih Kuo, Texas A&M Health Science Center Dr. Elizabeth Sefcik, Texas A&M University-Corpus Christi Dr. Dorothy Shippen, Texas A&M University Dr. Steve Simpson, Tarleton State University Dr. Farida Sohrabji, Texas A&M Health Science Center Dr. Clifford Spiegelman, Texas A&M University The Board of Regents of The Texas A&M University System hereby grants the designation

of “Regents Fellow” for exemplary professional service during FY 2018-19 to the following eight agency service, extension and research professionals, effective immediately:

Dr. L. Hurtado, Texas A&M Engineering Experiment Station Dr. Beverly Kuhn, Texas A&M Transportation Institute Mr. Danny Nusser, Texas A&M Agrilife Extension Service Ms. Christine Ramirez, Texas A&M Engineering Extension Service Mr. Jeff Saunders, Texas A&M Engineering Extension Service Mr. Bradley Smith, Texas A&M Forest Service Ms. Kathy Smith, Texas A&M Agrilife Extension Service Dr. Wenwei Xu, Texas A&M Agrilife Research



ADOPTION OF A RESOLUTION RECOGNIZING TEXAS A&M UNIVERSITY-CENTRAL TEXAS

FOR COMPLETING ITS FIRST DECADE AS A PUBLIC, REGIONAL UNIVERSITY, NOW THE ONLY UPPER-LEVEL, TRANSFER UNIVERSITY IN TEXAS,

THE TEXAS A&M UNIVERSITY SYSTEM The Board of Regents of The Texas A&M University System adopted the resolution set

forth in the attached exhibit.


ESTABLISHMENT OF THE TEXAS A&M UNIVERSITY SYSTEM

HEALTHY TEXAS INSTITUTE, THE TEXAS A&M UNIVERSITY SYSTEM

The Texas A&M University System Healthy Texas Institute is hereby established as an

organizational unit of The Texas A&M University System.


APPROVAL OF NON-SUBSTANTIVE REVISIONS TO SYSTEM POLICY 28.02 (EDUCATIONAL BUSINESS ACTIVITIES), AND 60.03 (APPROVAL OF FEES FOR

AFFILIATED FUND-RAISING ORGANIZATIONS), THE TEXAS A&M UNIVERSITY SYSTEM

The revisions to System Policies 28.02 (Educational Business Activities), and 60.03

(Approval of Fees for Affiliated Fund-Raising Organizations), as shown in the attached exhibits, are approved, effective immediately.


APPROVAL OF NON-SUBSTANTIVE REVISIONS TO

SYSTEM POLICY 51.02 (SELECTION OF ARCHITECT/ENGINEER DESIGN TEAM AND CONSTRUCTION CONTRACTOR),

THE TEXAS A&M UNIVERSITY SYSTEM The revisions to System Policy 51.02 (Selection of Architect/Engineer Design Team and

Construction Contractor), as shown in the attached exhibit, are approved, effective immediately.



APPROVAL OF THE APPROPRIATION OF FUNDS FOR THE PURCHASE OF A TURBOFAN AIRCRAFT,

THE TEXAS A&M UNIVERSITY SYSTEM An amount of $4,500,000 from Account No. 01-083540, Revenue Financing System Debt

Proceeds (Investment Earnings), is hereby appropriated for the purchase of a Turbofan Aircraft.


As required by Section 5(a) of the Master Resolution of the Revenue Financing System, the Board hereby determines that it will have sufficient funds to meet the financial obligations of The Texas A&M University System, including sufficient Pledged Revenues to satisfy the Annual Debt Service Requirements of the Revenue Financing System and to meet all financial obligations of the Board relating to the Revenue Financing System and that the Participants, on whose behalf the debt is issued, possess the financial capacity to satisfy their Direct Obligations.


APPROVAL OF INCIDENTAL FEES

EFFECTIVE WITH THE FALL 2020 SEMESTER, THE TEXAS A&M UNIVERSITY SYSTEM

The Texas Education Code requires the Board of Regents of The Texas A&M University

System to approve incidental fees charged by each institution. The requested incidental fees recommended by The Texas A&M University System institutions, as shown on the attached exhibit are approved to be effective with the fall 2020 semester.


CONFIRMATION OF NEW AND AMENDED FIELD TRIP AND STUDY ABROAD FEES, THE TEXAS A&M UNIVERSITY SYSTEM

The request for new and amended field trip and study abroad fees for The Texas A&M

University System as shown on the attached exhibit is hereby confirmed.



APPROVAL OF ACADEMIC TENURE, OCTOBER 2019, PRAIRIE VIEW A&M UNIVERSITY

The Board of Regents of The Texas A&M University System, in accordance with

System Policy 12.01 (Academic Freedom, Responsibility and Tenure), hereby authorizes the granting of tenure to the following faculty members at Prairie View A&M University as set forth in the attached exhibit, Tenure List No. 20-01.


AUTHORIZATION TO UTILIZE FUNDS FROM THE

AVAILABLE UNIVERSITY FUND TO MATCH PRIVATE GIFTS UNDER THE ENDOWED SCHOLARSHIPS -

ENDOWED SCHOLARSHIP MATCHING PROGRAM, PRAIRIE VIEW A&M UNIVERSITY

The Board of Regents of The Texas A&M University System authorizes the President of

Prairie View A&M University to utilize funds from the Available University Fund to match private gifts under the Endowed Scholarships - Endowed Scholarship Matching Program.


APPROVAL OF A NEW DOCTOR OF

BUSINESS ADMINISTRATION DEGREE PROGRAM, AND AUTHORIZATION TO REQUEST APPROVAL FROM THE TEXAS HIGHER EDUCATION COORDINATING BOARD,

PRAIRIE VIEW A&M UNIVERSITY The Board of Regents of The Texas A&M University System approves the establishment

of a new degree program at Prairie View A&M University leading to a Doctor of Business Administration.

The Board also authorizes submission of Prairie View A&M University’s new degree program request to the Texas Higher Education Coordinating Board for approval and hereby certifies that all applicable criteria of the Coordinating Board have been met.



APPROVAL OF ACADEMIC TENURE, OCTOBER 2019, TARLETON STATE UNIVERSITY


System Policy 12.01 (Academic Freedom, Responsibility and Tenure), hereby authorizes the granting of tenure to the following faculty member at Tarleton State University as set forth in the attached exhibit, Tenure List No. 20-01.


APPROVAL OF A NEW MASTER OF SCIENCE

DEGREE PROGRAM WITH A MAJOR IN COMPUTER ENGINEERING, AND AUTHORIZATION TO REQUEST APPROVAL FROM THE

TEXAS HIGHER EDUCATION COORDINATING BOARD, TARLETON STATE UNIVERSITY

The Board of Regents of The Texas A&M University System approves the establishment

of a new degree program at Tarleton State University leading to a Master of Science in Computer Engineering.

The Board also authorizes submission of Tarleton State University’s new degree program

request to the Texas Higher Education Coordinating Board for approval and hereby certifies that all applicable criteria of the Coordinating Board have been met.



DEGREE PROGRAM WITH A MAJOR IN CHILD DEVELOPMENT AND FAMILY STUDIES, AND

AUTHORIZATION TO REQUEST APPROVAL FROM THE TEXAS HIGHER EDUCATION COORDINATING BOARD,

TARLETON STATE UNIVERSITY The Board of Regents of The Texas A&M University System approves the establishment

of a new degree program at Tarleton State University leading to a Master of Science in Child Development and Family Studies.





APPROVAL OF A NEW BACHELOR OF SCIENCE DEGREE PROGRAM WITH A MAJOR IN

AGRICULTURAL COMMUNICATION, AND AUTHORIZATION TO REQUEST APPROVAL FROM THE TEXAS HIGHER EDUCATION COORDINATING BOARD,


of a new degree program at Tarleton State University leading to a Bachelor of Science in Agricultural Communication.




APPROVAL OF A NEW BACHELOR OF

APPLIED ARTS AND SCIENCES DEGREE PROGRAM WITH A MAJOR IN KINESIOLOGY, AND

AUTHORIZATION TO REQUEST APPROVAL FROM THE TEXAS HIGHER EDUCATION COORDINATING BOARD,


of a new degree program at Tarleton State University leading to a Bachelor of Applied Arts and Sciences in Kinesiology.




APPROVAL OF ACADEMIC TENURE, OCTOBER 2019,

TEXAS A&M UNIVERSITY The Board of Regents of The Texas A&M University System, in accordance with

System Policy 12.01 (Academic Freedom, Responsibility and Tenure), hereby authorizes the granting of tenure to the following faculty members at Texas A&M University as set forth in the attached exhibit, Tenure List No. 20-01.



APPROVAL FOR DR. LAWRENCE R. GRIFFING, A SYSTEM EMPLOYEE, TO SERVE AS AN OFFICER,

MEMBER OF THE BOARD OF DIRECTORS AND EMPLOYEE OF GRIFFING BIOLOGICS LLC, AN ENTITY

THAT PROPOSES TO LICENSE TECHNOLOGY FROM THE TEXAS A&M UNIVERSITY SYSTEM,

TEXAS A&M UNIVERSITY The Board of Regents of The Texas A&M University System approves for

Dr. Lawrence R. Griffing, an employee of Texas A&M University, to serve in his individual capacity as an officer, member of the board of directors and employee of Griffing Biologics LLC, an entity that proposes to license technology from The Texas A&M University System relating to the research, development, licensing, or exploitation of intellectual property conceived, created, discovered, invented or developed by Dr. Griffing.


AUTHORIZATION FOR THE PRESIDENT TO

NEGOTIATE AND EXECUTE CONTRACTS OVER $500,000, TEXAS A&M UNIVERSITY

The Board of Regents of The Texas A&M University System authorizes the President of

Texas A&M University to negotiate and execute the contracts, and other related documents, listed in the attached exhibit, Contract List No. 20-01, subject to review for legal form and sufficiency by the Office of General Counsel.


NAMING OF

THE SHIRLEY AND JOE SWINBANK ’74 AGRILIFE CENTER, TEXAS A&M UNIVERSITY

The Board of Regents of The Texas A&M University System hereby names The AgriLife

Center on the campus of Texas A&M University “The Shirley and Joe Swinbank ’74 AgriLife Center.”



NAMING OF TRIMBLE TECHNOLOGY LABORATORIES IN THE COMPUTER SCIENCE ANNEX BUILDING,

TEXAS A&M UNIVERSITY The Board of Regents of The Texas A&M University System hereby names Rooms 307

and 311 (adjacent rooms) located in the Computer Science Annex Building on the campus of Texas A&M University the “Trimble Technology Laboratories.”

~~~~

Note: Minute Order 232-2019 (Item 6.24) was amended per Minute Order 014-2020 (Item 6.1) in the February 6, 2020, minutes.

~~~~


NAMING OF ACCENTURE BUSINESS HONORS OFFICE SUITE

IN THE MAYS BUSINESS SCHOOL, TEXAS A&M UNIVERSITY

The Board of Regents of The Texas A&M University System hereby names the Business

Honors Office, Room 240 Wehner, in the Mays Business School the “Accenture Business Honors Office Suite.”


NAMING OF

THE LARSEN FAMILY SHARED MEETING ROOM WITHIN THE ZACHRY ENGINEERING EDUCATION COMPLEX,

TEXAS A&M UNIVERSITY The Board of Regents of The Texas A&M University System hereby names the shared

meeting room (level 5, space 16) within the Zachry Engineering Education Complex on the campus at Texas A&M University “The Larsen Family Shared Meeting Room.”



APPROVAL OF ACADEMIC TENURE, OCTOBER 2019, TEXAS A&M UNIVERSITY-CENTRAL TEXAS


System Policy 12.01 (Academic Freedom, Responsibility and Tenure), hereby authorizes the granting of tenure to the following faculty member at Texas A&M University-Central Texas as set forth in the attached exhibit, Tenure List No. 20-01.


NAMING OF

STEPHEN A. AND MARY L. HANIK INFORMATION DESK IN THE BECK FAMILY HERITAGE HALL,

TEXAS A&M UNIVERSITY-CENTRAL TEXAS The Board of Regents of The Texas A&M University System hereby names

the Information Desk on the 2nd floor in Beck Family Heritage Hall on the campus of Texas A&M University-Central Texas, the “Stephen A. and Mary L. Hanik Information Desk.”



TEXAS A&M UNIVERSITY-COMMERCE

The Board of Regents of The Texas A&M University System, in accordance with System Policy 12.01 (Academic Freedom, Responsibility and Tenure), hereby authorizes the granting of tenure to the following faculty member at Texas A&M University-Commerce as set forth in the attached exhibit, Tenure List No. 20-01.



TEXAS A&M UNIVERSITY-CORPUS CHRISTI The Board of Regents of The Texas A&M University System, in accordance with

System Policy 12.01 (Academic Freedom, Responsibility and Tenure), hereby authorizes the granting of tenure to the following faculty member at Texas A&M University as set forth in the attached exhibit, Tenure List No. 20-01.



APPROVAL OF A NEW MASTER OF ARTS DEGREE PROGRAM WITH A MAJOR IN TEACHING IN DIVERSE COMMUNITIES, AND AUTHORIZATION TO REQUEST APPROVAL FROM THE

TEXAS HIGHER EDUCATION COORDINATING BOARD, TEXAS A&M UNIVERSITY-SAN ANTONIO

The Board of Regents of The Texas A&M University System approves the establishment

of a new degree program at Texas A&M University-San Antonio leading to a Master of Arts degree with a major in Teaching in Diverse Communities.

The Board also authorizes submission of Texas A&M University-San Antonio’s new

degree program request to the Texas Higher Education Coordinating Board for approval and hereby certifies that all applicable criteria of the Coordinating Board have been met.



DEGREE PROGRAM WITH A MAJOR IN BIOLOGY, AND AUTHORIZATION TO REQUEST APPROVAL FROM THE TEXAS HIGHER EDUCATION COORDINATING BOARD,

TEXAS A&M UNIVERSITY-SAN ANTONIO The Board of Regents of The Texas A&M University System approves the establishment

of a new degree program at Texas A&M University-San Antonio leading to a Master of Science in Biology.

The Board also authorizes submission of Texas A&M University-San Antonio’s new

degree program request to the Texas Higher Education Coordinating Board for approval and hereby certifies that all applicable criteria of the Coordinating Board have been met.


AUTHORIZATION TO AWARD AN

HONORARY DEGREE TO BARBARA J. BAIN, WEST TEXAS A&M UNIVERSITY

The President of West Texas A&M University is authorized to award an Honorary Doctor

of Philosophy in Education degree to Barbara J. Bain.



NAMING OF SCOTT DOORES STUDIO IN THE CLASSROOM CENTER AND

NATHANIEL AND HELEN NEAL MULTICULTURAL SUITE IN THE JACK B. KELLEY STUDENT CENTER,

WEST TEXAS A&M UNIVERSITY The Board of Regents of The Texas A&M University System hereby names the following

room in the Classroom Center on the campus of West Texas A&M University:

• Media Studio 328 - “Scott Doores Studio”

The Board of Regents of The Texas A&M University System hereby names the following room in the Jack B. Kelley Student Center on the campus of West Texas A&M University:

• New Multicultural Suite - “Nathaniel and Helen Neal Multicultural Suite”


APPROVAL OF 2020 STILES FARM FOUNDATION BUDGET, TEXAS A&M AGRILIFE EXTENSION SERVICE

The Board of Regents of The Texas A&M University System, acting in its capacity as

trustees of the Stiles Farm Foundation, hereby approves the operating budget for the Stiles Farm Foundation for calendar year 2020, as shown in the attached exhibit.


APPROVAL OF NEW RULE 34.05.99.B1 (SMOKING), TEXAS DIVISION OF EMERGENCY MANAGEMENT

New Rule 34.05.99.B1 (Smoking), for Texas Division of Emergency Management, as

shown in the attached exhibit, is approved, effective immediately.

~~~~

Chancellor Sharp noted that Item 6.5 was a resolution celebrating Texas A&M University-Central Texas’ tenth year as now only upper level transfer university in Texas. He said Governor Rick Perry signed into law Senate Bill 629 ten years ago authorizing this university, and A&M-Central Texas had grown to offer 28 undergraduate degrees, 18 graduate degrees and had graduated more than 7,200 students who might not have otherwise had a chance to complete their higher education degree. He advised that many of the 2,400 students were the first in their families to attend college, which was transformational, not just for them, but also for the economy. Chancellor Sharp congratulated Dr. Marc Nigliazzo, President of A&M-Central Texas, their faculty, staff and students for a successful decade.


Dr. Nigliazzo said he appreciated this resolution on behalf of the campus, faculty, staff and students and the region. He said one of the things that they never forgot -- besides maintaining the quality that this great System insisted upon -- was in the delivery of their programs. He said they would spend a good part of this year celebrating their 10-year anniversary. He added that a big announcement was coming next week related to a cybersecurity research program that would further that celebration.

Chairman Mendoza thanked Dr. Nigliazzo for his continued leadership and stewardship over that campus. She said they were so proud and fortunate to have A&M-Central Texas as part of the A&M System.

ANNOUNCEMENTS

Chairman Mendoza said the next regular Board meeting was scheduled for February 5-7, 2020, on the campus of Texas A&M International University in Laredo, Texas. She added that the Board would present Dr. Raymund Paredes with a resolution honoring him for his great work leading the THECB over the last 17 years, and thank him for his service to Texas.

RECESS AND RECONVENE

Chairman Mendoza announced that the Board would recess and reconvene in the Board Meeting Room to complete the executive session agenda. (Note: The Board met in executive session from 3:00 p.m. until 5:09 p.m.)

RECONVENE

Chairman Mendoza reconvened the meeting at 5:10 p.m. She said the Board met in executive session from 3:00 p.m. to 5:09 p.m. and conferred with Chancellor Sharp, several System administrators and attorneys on personnel and legal matters.

ADJOURN There being no further business, Chairman Mendoza asked for a motion to adjourn. On motion of Regent Adams, seconded by Regent Graham, the meeting was adjourned at 5:10 p.m. Vickie Burt Spillers Executive Director, Board of Regents (Minutes transcribed by Gwen Kirby, Office of the Board of Regents.)

NEW, INCREASED & DECREASED TUITION & FEE REQUESTS

BOARD OF REGENTS MEETING OCTOBER 2019

MO 197-2019 (Item 1.1) REVISED EXHIBIT

Revised 10/31/2019

ITEM

EXHIBIT


SUMMARY OF REQUESTED NEW, INCREASED AND DECREASED TUITION AND FEES

Effective Fall 2020

PAGE FEE DESCRIPTION BASIS CURRENT INCREASE PROPOSED

Texas A&M University6.2 Tuition & Fee Plans (variable and guaranteed)

Increase the overall academic charge (tuition and fees) to a full-time student choosing the one-year variable rate tuition and fee plan based on an inflationary adjustment of 2.6%.

The overall academic charge (tuition and fees) to a full-time student choosing the guaranteed rate tuition and fee fee plan will be set at an amount up to 8% greater than the one-year variable rate tuition and fee plan.

In addition to the above inflationary adjustment, the following tuition and fee changes are being requested:

Undergraduate Differential Designated Tuition - Variable Rate (includes 2.6% inflation factor)6.5 Mays Business School SEM $707.526.8 College of Architecture SEM $838.56 $960.366.10 College of Science SEM $216.72 $439.35

6.14 Engineering Undergraduate Summer Remote Education Fee SCH New $333.33*The following fee will be eliminated if the Engineering Undergraduate Summer Remote Education Fee is approved:

Engineering Distance Education Differential Tuition SCH $540.00 ($540.00) Eliminate

Mays Master of Science in Human Resource Management for Professionals6.16 Program Fee SEM New $5,250.006.20 Enrollment Deposit STUDENT New $500.00

6.23 Mays Master of Science in Marketing Program Fee SEM $2,570.00 $5,430.00 $8,000.00*Due to program restructuring, the program fee increase will be effective Summer 2020.

6.29 Architecture Graduate Program Fee SEM $1,000.00 $100.00 $1,100.00

6.31 Liberal Arts Master of Science in Economics Program Fee SEM $3,000.00 $2,000.00 $5,000.00

6.37 Liberal Arts Master of Science in Psychology with a concentration in Industrial-Organization Psychology Program Fee Summer SEM New $3,500.00*Fee was previously charged for four semesters (Fall/Spring/Fall/Spring). Effective Fall 2020, fee will be

charged Fall/Spring/Summer/Fall. No change in total charges to student.

6.42 Engineering Master of Industrial Distribution Program Fee PROGRAM $0.00 $54,000.00 $54,000.00YEAR $10,000.00 ($10,000.00) Eliminate

*Fee was previously charged on an annual basis in addition to other tuition and fees. Effective Fall 2020,

fee will be charged for the total program, which includes all tuition and fees.

6.45 Engineering Master of Engineering in Technical Management Program Fee PROGRAM New $54,000.00

6.48 Master of Science in Data Science Program Fee SEM New $4,000.00

$402.04$121.80$222.63

$1,109.56

Page 1 of 8

Revised 10/31/2019



Effective Fall 2020


Texas A&M University - ContinuedSchool of Law M.Jur (Non-JD) Distance Education

6.52 Program Fee SCH New $1,100.00

School of Law L.L.M (Non-JD) Distance Education6.54 Program Fee SCH New $1,375.00

Request name change for Graduate Engineering Remote Program Fee to Remote Education Fee

Texas A&M University at Galveston7.2 Tuition & Fee Plans (variable and guaranteed)


The overall academic charge (tuition and fees) to a full-time student choosing the guaranteed rate tuition and fee plan will be set at an amount up to 8% greater than the one-year variable rate tuition and fee plan.

Prairie View A&M University3.2 Tuition & Fee Plans (variable and guaranteed)


The overall academic charge (tuition and fees) to a full-time student choosing the guaranteed rate tuition and fee plan will be set at an amount equal to 2% greater than the one-year variable rate tuition and fee plan.

In addition to the above inflationary adjustment, the following tuition and fee changes arebeing requested:

3.5 Program Fee - Doctor of Business Administration SCH New $1,500.00

Tarleton State University4.2 Tuition & Fee Plans (variable and guaranteed)



Page 2 of 8

Revised 10/31/2019



Effective Fall 2020


Tarleton State University - ContinuedIn addition to the above inflationary adjustment, the following tuition and fee changes arebeing requested:

Differential Tuition4.4 College of Education SCH $2.98 $2.02 $5.004.5 College of Liberal & Fine Arts SCH $2.59 $2.41 $5.00

4.7 Non-Resident Online Masters Program Fee SCH New $300 - $500

4.9 Intercollegiate Athletic Fee Fall, Spring & Summer SCH $22.00 $13.00 $35.00 Fall, Spring & Summer Max (at 13 SCH's) SEM $286.00 $169.00 $455.00

Texas A&M International University5.2 Tuition & Fee Plans (variable and guaranteed)




5.2 University Services Fee SCH varies $6.00 varies

Texas A&M University-Central TexasTuition & Fee Plans (variable and guaranteed) Texas A&M University-Central Texas will not seek an increase in Designated Tuition by the inflationary rate for their guaranteed or variable rate tuition and fee plans but is requesting this increase for Fall 2021.

The overall academic charge (tuition and fees) to a full-time student choosing the guaranteed rate tuition and fee plan will continue to be set at an amount equal to 5% greater than the one-year variable rate tuition and fee plan, but will not be increased by the inflationary rate until Fall 2021.

Page 3 of 8

Revised 10/31/2019



Effective Fall 2020


Texas A&M University-Central Texas - ContinuedIn addition to the above inflationary adjustment, the following tuition and fee changes arebeing requested:

8.2 University Services Fee SCH $61.73 ($61.73) $0.00Designated Tuition SCH $142.34 $61.73 $204.07

Guaranteed Tuition & Fees Rate Plan:

8.4 Student Services Fee Fall, Spring & Summer SCH $19.80 $3.20 $23.00 Fall, Spring & Summer Max SEM $237.60 $12.40 $250.00

Differential Tuition8.6 College of Business SCH New $22.50

8.12 Engineering/Engineering Technology SCH New $38.00

8.15 Health Center Fee Fall & Spring SEM New $35.00 Summer SEM New $25.00

Texas A&M University-Commerce9.2 Tuition & Fee Plans (variable and guaranteed)




9.5 Differential Tuition - Graduate Nursing Program SCH New $30.00


*The University Services Fee per semester credit hour rate is being rolled into the Designated Tuition rate, which will eliminate the need for a separate University Services Fee. This change will allow more flexibility in the programmatic use of the funds, as well as provide better efficiencies for our military/military-affiliated students to more fully utilize their tuition assistance. The rate reflected here is for an undergraduate resident student on the variable rate plan.

In addition to consolidating the University Services Fee into Designated Tuition, TAMUCT also requests the ability to change its current guaranteed rate plan structure from 4 years for students entering as a sophomore, 3 years for students entering as a junior, and 2 years for students entering as a senior, to 3 years regardless of their classification when they enter.

Page 4 of 8

Revised 10/31/2019



Effective Fall 2020


Texas A&M University-Commerce - Continued9.9 Health Center Fee

Fall & Spring SEM New $75.00 Summer SEM New $25.00

Texas A&M University-Corpus Christi10.2 Tuition & Fee Plans (variable and guaranteed)




10.5 Differential Tuition - College of Science SCH New $25.00 & Engineering

10.7 Non-Resident College of Business SCH New $198.24 Online Program Fee

10.9 Health Center Fee Fall & Spring SEM $54.95 $5.05 $60.00 Summer SEM $25.00 $0.00 $25.00

10.11 Athletic Fee SCH $25.12 $1.26 $26.38 Fall, Spring & Summer Max SEM $326.56 $16.38 $342.94

*Pending approval by student government body vote to be held in October 2019.

Texas A&M University-Kingsville11.2 Tuition & Fee Plans (variable and guaranteed)




11.2 Designated Tuition SCH $117.89 $10.00 $127.89

Page 5 of 8

Revised 10/31/2019



Effective Fall 2020


Texas A&M University-San Antonio12.2 Tuition & Fee Plans (variable and guaranteed)




12.6 Student Services Fee SCH New $15.00 Fall, Spring & Summer Max SEM New $150.00University Service Fee SCH Varies ($15.00) max ($150.00)*If the Student Services Fee is approved, there will be a corresponding reduction to The University Service Fee to offset the new fee.

Texas A&M University-Texarkana13.2 Tuition & Fee Plans (variable and guaranteed)




13.4 Differential Tuition - College of Arts, Sciences, & Education - Nursing SCH New $18.00

13.8 Differential Tuition - College of Business, Engineering, & Technology Undergraduate Students SCH New $18.00 Graduate Students SCH New $45.00

13.14 Intercollegiate Athletic Fee Fall, Spring & Summer SCH $11.98 $1.20 $13.18 Fall, Spring & Summer Max (at 12 SCH's) SCH $143.76 $14.40 $158.16

Page 6 of 8

Revised 10/31/2019



Effective Fall 2020


West Texas A&M University14.2 Tuition & Fee Plans (variable and guaranteed)




14.8 Differential Tuition - Agriculture & SCH New $26.00 Natural Sciences

14.10 Distance Education Fee SCH New $45.00

14.12 Deferred Maintenance Fee SEM New $50.00

Texas A&M University Health Science Center15.2 Tuition & Fee Plans (variable and guaranteed)




Texas A&M College of Nursing15.5 Nursing Graduate Designated Tuition - Resident SCH $125.59 $52.61 $178.20

Nursing Graduate Designated Tuition - Non-Resident SCH $151.27 $105.88 $257.15 *These rates are being increased in order to align with Texas A&M University designated tuition rates and will also have the approved inflation amount applied for Fall 2020.

15.8 Nursing Graduate University Advancement Fee SCH $79.67 $23.33 $103.00 The following fee will be eliminated if the increase in the University Advancement Fee is approved: Transportation Fee SEM $70.00 ($70.00) Eliminate *This rate is being increased in order to align with Texas A&M University University Advancement Fee and will also have the approved inflation amount applied for Fall 2020.

15.10 Nursing Graduate Program & Certificate Fee SCH $68.00 $17.58 $85.58 The following fee will be eliminated if the increase in the Graduate Program Fee is approved: Clinic Simulation Fee SEM $300.00 ($300.00) Eliminate

Page 7 of 8

Revised 10/31/2019



Effective Fall 2020


Texas A&M University Health Science Center - ContinuedTexas A&M Irma Lerma Rangel College of Pharmacy

15.12 Pharmacy PhD Graduate Program Fee SCH New $159.00

RELLIS CampusTuition & Fee Plan Increase the overall academic charge (tuition and fees) to a full-time student based on an inflationary adjustment of 2.6%.

Page 8 of 8

PRAIRIE VIEW A&M UNIVERSITYSummary of Proposed Fee Changes

Effective Fall 2020


3.2 Tuition & Fee Plans (variable and guaranteed) Increase the overall academic charge (tuition and fees) to a full-time student choosing the one-year variable rate tuition and fee plan based on an inflationary adjustment of 2.9%.




SCH - Semester Credit HourSEM - Semester

3.1

Request for Increased Student Fee PRAIRIE VIEW A&M UNIVERSITY

Tuition & Fee Plans Designated Tuition & University Services Fee

Effective Fall 2020

I. Programmatic justification and proposed use of the increased fee

PVAMU is requesting approval to implement an increase on the one-year variable rate atthe inflationary rate of 2.9%. For guaranteed tuition, the rate will be calculated at 2.0%above the variable rate. This request, effective Fall 2020 will be applicable to the newincoming cohort only. 67% of the increase generated will be applied to Designated Tuition(less 15% for required Set-A-Sides) with the remaining 33% applied to the UniversityServices Fee.

Revenue from the proposed increase will be used to maintain high academic quality andstudent success, and provide additional financial aid for students.

II. Public hearing and/or student referendum requirements

A public hearing was be held on September 17, 2019, to discuss the proposed increase.

III. Budget impact if fee request is not approved

If the increase is not approved the University will lack the resources necessary to expandinto new avenues that will increase our academic exposure.

IV. Justification for ending balance

No estimated ending balance.

V. Additional information

3.2

Request for Increased Student FeePRAIRIE VIEW A&M UNIVERSITYDesignated Tuition - Tuition & Fee Plans

INTERNAL MAXIMUM:Current Fee: Varies for Fall and Spring

Varies for Summer 12 or more SCH's pay flat rate based on 15 SCH'sProposed Fee: Varies for Fall and Spring 1 - 11 SCH's pay per SCH rate

Varies for SummerBasis: SCH (sch, sem, student, etc.)

Number of Students Affected: 1,800Current Semester Credit Hours:Projected Semester Credit Hours: 21,600

FY 2021 FY 2021Budget Proposed

FY 2020 without Increase FY 2021Budget fee increase (Decrease) Budget

BEGINNING BALANCE - Actual 0Estimated 220,558 220,558

RevenuesFees 41,827,432 41,827,432 375,000 42,202,432Total Revenues 41,827,432 41,827,432 375,000 42,202,432

ExpensesSalaries & Wages 6,518,890 6,600,000 0 6,600,000Fringe Benefits 1,479,757 1,500,000 0 1,500,000Utilities 4,333,986 4,340,000 0 4,340,000Scholarships 12,298,290 12,300,000 0 12,300,000Departmental Operations 15,471,649 15,500,000 375,000 15,875,000Debt Service 1,504,302 1,504,302 0 1,504,302Total Expenses 41,606,874 41,744,302 375,000 42,119,302

Increase/Decrease in Balance Revenues less Expenses 220,558 83,130 0 83,130

ENDING BALANCE 220,558 303,688 303,688

3.3

Request for Increased Student FeePRAIRIE VIEW A&M UNIVERSITY

University Services Fee - Tuition & Fee Plans









ExpensesSalaries & Wages 6,905,809 7,100,000 0 7,100,000Fringe Benefits 1,849,722 2,000,000 0 2,000,000Utilities 139,058 140,000 0 140,000Scholarships 1,601,695 1,626,000 0 1,626,000Departmental Operations 10,101,632 10,179,723 175,000 10,354,723Equipment 121,094 125,000 0 125,000Debt Service 2,464,354 2,464,354 0 2,464,354Total Expenses 23,183,364 23,635,077 175,000 23,810,077

Increase/Decrease in Balance Revenues less Expenses 451,713 0 0 0

ENDING BALANCE 451,713 451,713 451,713

3.4

Request for New Student Fee PRAIRIE VIEW A&M UNIVERSITY Doctor of Business Administration (DBA)

Effective Fall 2020

I. Programmatic justification and proposed use of the new fee

The Doctor of Business Administration (DBA) is a self-supporting program. Funding willbe based on market estimates. Revenue from the fee will be used to cover programexpenses including a) faculty salaries, 2) compensation for the program directors andassociates, 3) student travel for research, 4) compensation for faculty coaches anddissertation support, 5) meals during residency, 6) textbooks, other supplies and software,7) marketing, and 8) student financial support (emergency) and scholarships


No student referendum is required. However, the market consultant conducted acomprehensive survey of potential students in Houston, Dallas, Austin and San Antonio,and found fairly strong support for the new program.


There is no other source of funding for the program except for the proposed program feeper SCH. The program is 100% dependent on this student program fee.


Any surplus from the program at year-end (ending balance) will be used to help grow theprogram, improve its quality and for other expenses related to the mission of the College ofBusiness.


The new doctoral program will enhance the brand reputation of PVAMU and the Collegeof Business . A survey conducted by an outside consultant shows a robust demand for theproposed program. Approval of this fee ($90,000 for 60 SCH’s over three years;$1,500/SCH; $4,500/Course) is critical to the success of this program.

3.5

Request for New Student FeePRAIRIE VIEW A&M UNIVERSITY

Proposed Fee: $1,500 for Fall and Spring$1,500 for Summer

Basis: SCH (sch, sem, student, etc.)

Number of Students Affected: 10Projected Student Enrollment: 10Projected Semester Credit Hours: 210

FY 2021Budget

BEGINNING BALANCE 0

RevenuesFees 315,000Total Revenues 315,000

ExpensesSalaries & Wages 184,000Fringe Benefits 51,600Departmental Operations 79,400Total Expenses 315,000

Increase/Decrease in Balance (Revenues less Expenses) 0

ENDING BALANCE 0

Program Fee - Doctor of Business Administration

3.6









TARLETON STATE UNIVERSITYSummary of Proposed Tuition & Fee Changes

Effective Fall 2020

4.1

Request for Increased Student Fee TARLETON STATE UNIVERSITY

Designated Tuition – Inflationary Increase Only


Additional funding is needed to support initiatives aligned with the University Strategic Plan:

1. Support and expand initiatives related to the strategic and academic plan aligned withincreasing Student Success and improved Student Outcomes.

2. Support and expand recruiting efforts to address flat enrollment.3. Support additional faculty lines in the College of Business Administration to meet

requirements for AACSB accreditation.4. Support additional faculty lines in the Department of Social Work to meet requirements

for CSWE accreditation.5. Continue to expand programs in high need areas:

a. Health Sciences and Human Servicesb. Engineering


A public hearing will be held prior to the October Board of Regents meeting.

III. Budget impact if request is not approved

If the adjustment is not approved, we will be unable to move forward with strategicinitiatives.


No significant ending balance is anticipated.


4.2

Request for Increased Student FeeTARLETON STATE UNIVERSITY

Designated Tuition (Inflationary Increase Only)

Current Fee: $124.43 (avg.) for Fall and Spring$124.43 (avg) for Summer

Proposed Fee: $125.83 (avg.) for Fall and Spring$125.83 (avg.) for Summer


Number of Students Affected: 2,500Current Semester Credit Hours: 330,166Projected Semester Credit Hours: 82,542



BEGINNING BALANCE - Actual 0Estimated 0 0


ExpensesSalaries & Wages 13,311,877 13,311,877 280,000 13,591,877Fringe Benefits 4,259,801 4,259,801 89,600 4,349,401Departmental Operations 14,291,432 14,291,432 159,921 14,451,353Tuition Set-Asides/Exemptions 2,398,299 2,398,299 39,856 2,438,155Total Expenses 34,261,408 34,261,408 569,377 34,830,785

Increase/Decrease in Balance Revenues less Expenses 0 0 0 0

ENDING BALANCE 0 0 0

4.3


College of Education Differential Tuition Effective Fall 2020


Additional funding is needed to support initiatives aligned with the University StrategicPlan:

1. Fund the TAMUS “We Teach Texas” initiative that promotes existing EC-6, secondary,educational leadership programs as well as service initiatives related to K-12 publiceducation.

2. Provide research start-up funds for new faculty.3. Support the School of Kinesiology through funding instructional supplies used by

students in specific programs (e.g., MS Athletic Training).4. Expand Dean’s Innovation Grant program funding for projects related to advancing

student research, service and instructional experiences, improving student success,achieving efficiencies, and impacting students and the community through signatureevents and service initiatives.

5. Expand and update graduate and undergraduate recruitment materials.6. Fund an Instructor for Psychological Sciences to reduce the reliance on adjuncts within

a department that has a relatively small number of full-time faculty relative to thenumber of majors.

7. Provide professional development in academic fundraising for department heads.


A public hearing to discuss the proposed increase will be held prior to the October Board ofRegents meeting.


If the proposed increase is not approved, Tarleton State will not be able to move forwardwith strategic initiatives.




4.4


College of Liberal & Fine Arts Differential Tuition Effective Fall 2020



1. Address needs in high cost fine arts programs, such as Digital Media Studies.2. Provide an operating budget for the Corps of Cadets and John Tarleton Leadership

Academy.3. Provide funding for undergraduate research initiatives.4. Increased funding for faculty travel and publication.








4.5


Differential Tuition

Current Fee: $24.98 (avg.) for Fall and Spring$24.98 (avg.) for Summer







RevenuesFees - Inflationary Increase 4,501,882 4,501,882 117,049 4,618,931COE - Additional Increase 31,161 31,161COLFA - Additional Increase 28,707 28,707Total Revenues 4,501,882 4,501,882 176,917 4,678,799

ExpensesSalaries & Wages 1,964,952 1,964,952 60,000 2,024,952Fringe Benefits 589,485 589,485 18,000 607,485Departmental Operations 1,103,342 1,103,342 63,534 1,166,876Tuition Set-Asides/Exemptions 844,103 844,103 35,383 879,486Total Expenses 4,501,882 4,501,882 176,917 4,678,799



College of Education & College of Liberal & Fine Arts

4.6

Request for New Student Fee TARLETON STATE UNIVERSITY

Non-Resident Online Masters Program Fee

I. Programmatic justification and proposed use of the new fee:

The Tarleton State University College of Liberal and Fine Arts offers an online Masters of PublicAdministration Program (MPA). Tarleton recently signed an MOU with the University of NewYork in Prague, Czech Republic with the intention of offering the online degree to students whoreside in the Czech Republic. Current students in this program are charged at the resident and non-resident rates approved by the Board. However, because of the competitive price of programsoffered in Prague, many universities are offering non-residents students the equivalent tuition andfees to the resident rate. The implementation of Tarleton’s Non-Resident Online Masters ProgramFee will allow us to become competitive in the online market and will expand enrollment tostudents residing in the Czech Republic wishing to access the University’s MPA program. Thisfee may be applied to other masters programs in order to meet demand at UNY Prague. Thefunding generated from the fee will be used to cover the cost of instruction and overhead.


The Non-Resident Online MPA program fee will be charged to all non-resident students enrollingin the online program through cooperation with the University of New York in Prague beginningFall 2020. The program fee will be part of the information provided to all applicants to theprogram.

III. Budget impact if fee request is not approved.

If the fee is not approved, Tarleton State University College of Liberal and Fine Arts will not beable to offer competitive pricing to students wishing to enroll in in the cooperative program withthe University of New York in Prague causing enrollment in this program to suffer. Theimplementation of the program will allow for increased international collaborations andrecognition, attracting acclaimed faculty and high-performing graduate students to the program.

IV. Justification for ending balance.

No ending balance is anticipated as all revenue generated within the fiscal year will be utilized forthe enhancement of the education environment for those graduate students paying the program fee.

V. Additional information.

The Texas Administrative code states that institutions can not submit for formula funding fordistance education courses taken by non-resident students who are located out-of-state or out-of-country, courses in out-of-state or out-of-country programs taken by any student, or self-supporting courses.

In future years, the Non-Resident Online Masters program fee may be increased at the boardapproved inflationary rate to ensure non-residents are not being charged less than resident studentsenrolled in the same program.

4.7

Request for New Student FeeTARLETON STATE UNIVERSITY


Proposed Fee: $350 - $500 for Fall and Spring$350 - $500 for Summer


Number of Students Affected: 15Projected Student Enrollment:Projected Semester Credit Hours:

FY 2021Budget

BEGINNING BALANCE 0


ExpensesSalaries & Wages 60,000Fringe Benefits 19,200Departmental Operations 125,306Administrative Costs 20,496Total Expenses 225,002


ENDING BALANCE 0

4.8


Intercollegiate Athletic Fee


Additional funding is needed to increase the institutional profile of Tarleton State Universitythrough a move to NCAA Division I athletics. These funds will be used to support additionaltravel expenses, student-athlete scholarships and the addition of new sports, such asWomen’s Soccer.


A student referendum is scheduled for October 14-17, 2019.


If the adjustment is not approved, we will not be able to move forward with a transition toNCAA Division I.




4.9



LEGISLATIVE/INTERNAL MAXIMUM:Current Fee: $22.00 for Fall and Spring Current: $286.00 for Fall and Spring

$22.00 for Summer $286.00 for SummerProposed Fee: $35.00 for Fall and Spring Proposed: $455.00 for Fall and Spring

$35.00 for Summer $455.00 for SummerBasis: SCH (sch, sem, student, etc.)





RevenuesFees 4,723,345 4,723,345 2,791,068 7,514,413Total Revenues 4,723,345 4,723,345 2,791,068 7,514,413

ExpensesSalaries & Wages 2,623,525 2,623,525 800,000 3,423,525Fringe Benefits 713,174 713,174 240,000 953,174Departmental Operations 1,386,646 1,386,646 1,001,068 2,387,714Scholarships 0 0 750,000 750,000Total Expenses 4,723,345 4,723,345 2,791,068 7,514,413



4.10

TEXAS A&M INTERNATIONAL UNIVERSITYSummary of Proposed Fee Changes

Effective Fall 2021





5.2 University Service Fee SCH varies $6.00 varies

5.4 Athletics Fee Fall, Spring & Summer SCH $23.05 $3.00 $26.05 Fall, Spring & Summer Max SEM $345.75 $45.00 $390.75


5.1

Request for Increased Student Fee TEXAS A&M INTERNATIONAL UNIVERSITY

University Service Fee (USF) Effective Fall 2020

I. Programmatic Justification and proposed use of the increased fee

Texas A&M International University is requesting an inflationary increase and anadditional increase of $6.00/SCH to the University Service Fee. The proposed feeincreases will provide scholarships and will cover operational costs for instruction,academic support, research, student services, facilities, and institutional supportservices including deferred maintenance.


The Student Fee Advisory Committee met during the fall semester to discussproposed fee increases. The committee supports the fee change. Student hearingsare scheduled for October 16th and 17th, 2019, where the proposed increase will bepresented.

III. Budget impact if fee request not approved

The University anticipates continued, annual increases in software necessary forinstruction, student service support, and institutional efficiency, along with librarydatabases crucial for student learning. Increasing expenditures associated withmaintenance as the campus ages are also necessary to avoid an increasing deferredmaintenance balance. The University will be unable to meet these needs if theincrease is not approved.

IV. Justification for Ending Balances

Any remaining fund balance will be used for future unanticipated operational needs.


5.2

Request for Increased Student FeeTEXAS A&M INTERNATIONAL UNIVERSITY

University Service Fee (inflationary increase plus additional $6.00/SCH increase)

Current Fee: Varies for Fall and SpringVaries for Summer

Proposed Fee: Varies for Fall and SpringVaries for Summer


Number of Students Affected:Current Semester Credit Hours:Projected Semester Credit Hours: 154,478




RevenuesFees - Inflationary Increase 12,827,739 13,084,293 1,184,125 14,268,418Fees - Additional Increase 0 0 926,868 926,868Total Revenues 12,827,739 13,084,293 2,110,993 15,195,286

ExpensesSalaries & Wages 3,730,047 3,804,390 0 3,804,390Fringe Benefits 627,280 635,000 0 635,000Departmental Operations 4,340,944 4,350,000 700,000 5,050,000Equipment 1,190,565 1,200,000 150,993 1,350,993Travel 60,943 60,943 0 60,943Utilities 2,066,000 2,200,000 60,000 2,260,000Scholarships 203,000 225,000 200,000 425,000Deferred Maintenance 0 0 1,000,000 1,000,000Debt Service 608,960 608,960 0 608,960Total Expenses 12,827,739 13,084,293 2,110,993 15,195,286



5.3


Athletic Fee Effective Fall 2020


The proposed fee increase will provide additional funding to cover expenses relatedto our move to the Lone Star Conference and the eventual addition of tennis and trackand field teams. The fee will also cover the cost of maintaining the new tennis center.

I. Public hearing and/or student referendum requirements

The Student Fee Advisory Committee met during the fall semester to discuss aproposed fee increases and possible referendum for a $3.00 Athletic fee increase. Thecommittee supports the fee change and referendum. Student hearings are scheduledfor October 16th and 17th, 2019, where the proposed increase will be presented. Areferendum will be conducted from October 21st to 23rd.


If the request is not approved, the University will have difficulty growing the athleticsprogram due to limited funding.




5.4


Athletic Fee



$26.05 for Summer $390.75 for SummerBasis: sch (sch, sem, student, etc.)






ExpensesSalaries & Wages 1,508,498 1,530,720 140,000 1,670,720Fringe Benefits 393,749 408,868 42,000 450,868Departmental Operations 1,406,848 1,406,848 297,642 1,704,490Travel 508,000 550,000 35,000 585,000Scholarships 150,000 150,000 12,000 162,000Total Expenses 3,967,095 4,046,436 526,642 4,573,078



5.5

TEXAS A&M UNIVERSITYSummary of Proposed Fee Changes

Effective Fall 2020


6.2 Tuition & Fee Plans (variable and guaranteed) Increase the overall academic charge (tuition and fees) to a full-time student choosing the one-year variable rate

tuition and fee plan based on an inflationary adjustment of 2.9%.



Undergraduate Differential Designated Tuition - Variable Rate (includes 2.9% inflation factor)6.5 Mays Business School SEM $707.52 $398.64 $1,106.166.8 College of Architecture SEM $838.56 $124.32 $962.886.10 College of Science SEM $216.72 $223.32 $440.04

6.14 Engineering Undergraduate Summer Remote Education Fee SCH New $333.33*The following fee will be eliminated if the Engineering Undergraduate Summer Remote Education Fee is approved: Engineering Distance Education Differential Tuition SCH $540.00 ($540.00) Eliminate





6.37 Liberal Arts Master of Science in Psychology with a concentration in Industrial-Organization Psychology Program Fee Summer SEM New $3,500.00*Fee was previously charged for four semesters (Fall/Spring/Fall/Spring). Effective Fall 2020, fee will becharged Fall/Spring/Summer/Fall. No change in total charges to student.


*Fee was previously charged on an annual basis in addition to other tuition and fees. Effective Fall 2020,fee will be charged for the total program, which includes all tuition and fees.



School of Law M.Jur (Non-JD) Distance Education6.52 Program Fee SCH New $1,100.00




6.1

Request for Increased Student Fee Texas A&M University

Academic Cost Inflationary Increase Designated Tuition and University Advancement Fee

Effective Fall 2020


Texas A&M University proposes an increase of 2.6% to variable rates with an 8% premiumon guaranteed rates. Different colleges have different costs, so the increase will varydepending on the student’s major field of study. This increase impacts the following: newundergraduate students either transferring or enrolling for the first time, undergraduatestudents not completing their program within the specified timeframe, undergraduatestudents on a variable rate plan, and all graduate students. This proposal does not impactcurrently enrolled undergraduate students who previously chose the guaranteed tuition andfee plan and have not exceeded the specified timeframe of their degree program.

The increased revenue will be used to continue to improve our ability to graduate studentson a timely basis, provide students with more intimate learning opportunities throughsmaller classes, provide students with the opportunity for transformational learningexperiences and will continue the University’s trajectory towards excellence. Examples offunding investments include:

• Increasing support for academic, financial, and career advisors as well as additionalresources for addressing disability and counseling services

• Providing increased opportunities for transformational learning experiences, includinginternships, research experiences, study abroad, and student employment

• Enhancing classrooms and classroom technology as well as the infrastructure and supportservices for the digital learning environment

• Recruiting and retaining faculty and staff• Addressing inflationary costs associated with library subscriptions• Providing increased financial assistance as required by state statute


Public hearings will be held October 9th and 25th at Texas A&M University - CollegeStation.


If the proposed fee request is not approved, inflationary costs will be addressed throughreduction in services or internal funding reallocations.


No ending balance


6.2

Request for Increased Student FeeTEXAS A&M UNIVERSITY

Designated Tuition

Current Fee: varies for Fall and Springvaries for Summer

Proposed Fee: varies for Fall and Springvaries for Summer

Basis: sch (sch, sem, student, etc.)

Number of Students Affected: 31,732Current Semester Credit Hours: 700,000 (for fall/spring/summer)Projected Semester Credit Hours: 700,000 (for fall/spring/summer)

FY 2021 FY 2021Budget Budget

FY 2020 without Proposed WithBudget increase Increase Increase

BEGINNING BALANCE - Actual 0Estimated 0


ExpensesSalaries & Wages 67,550,798 67,550,798 1,496,000 69,046,798Fringe Benefits 15,114,546 15,114,546 340,000 15,454,546Departmental Operations 133,297,344 133,297,344 2,924,000 136,221,344Maintenance/Equipment 9,000,000 9,000,000 204,000 9,204,000Equipment 20,515,248 20,515,248 408,000 20,923,248Scholarships and Fellowships 59,487,579 59,487,579 1,360,000 60,847,579Utilities 3,750,300 3,750,300 68,000 3,818,300Total Expenses 308,715,814 308,715,814 6,800,000 315,515,814



Note: Revenue is based on charging students on fixed plan up to 8% higher than the variable plan.

6.3

Request for Increased Student FeeTEXAS A&M UNIVERSITYUniversity Advancement Fee


Proposed Fee: $108.00 for Fall and Spring$108.00 for Summer




FY 2020 Without Proposed WithBudget Increase Increase Increase



ExpensesSalaries & Wages 29,273,436 29,273,436 630,000 29,903,436Fringe Benefits 6,876,508 6,876,508 162,750 7,039,258Departmental Operations 70,557,356 70,557,356 1,505,000 72,062,356Maintenance/Equipment 3,047,540 3,047,540 70,000 3,117,540Scholarships and Fellowships 546,915 546,915 12,250 559,165Utilities 44,452,330 44,452,330 945,000 45,397,330Debt 7,913,856 7,913,856 175,000 8,088,856Total Expenses 162,667,941 162,667,941 3,500,000 166,167,941



6.4


Mays Differential TuitionEffective Fall 2020


Business education remains highly competitive. However, more recently, global competition has becomeeven more acute, as business schools across the world compete to attract the most talented students andcompany support. Mays Business School must recruit and retain the right faculty and staff to build relevantcurricula and couple in-class learning with complementary experiential learning opportunities. It hasbecome imperative to have state-of-the-art facilities for business education. Prospective students,corporations, prospective and current faculty are drawn to state-of-the-art facilities. The needed space willhelp with faculty and staff recruitment and retention, as well as student recruitment and student success. Itis noteworthy that our current building is 25 years old and facilities are also a key factor in the rankings.

Mays Business School plans to expand the Wehner Building. In our Strategic Plan (2017-2021) wereference the proposed building expansion, which has evolved to a Business Education Complex andincludes the West Campus Library. The theme for this new facility is Lifelong Learning, and our vision isto create an environment that promotes connectivity, creativity and collaboration. Learning has changed.As a result, the Business Education Complex will include spaces for academic innovation through activelearning, enhanced student engagement and centers for transformational education. We need activelearning classrooms configured in ways that allow students to work in small teams to solve real-worldbusiness problems; thus, living up to our vision of advancing the world’s prosperity. Our facilities need toaccommodate both our on-campus students as well as provide advanced technology for extending ourbusiness education offerings through distance education and programs designed for executive development.We need spaces for transformational learning, enabling our students to engage with scholars and fellowstudents from around the world empowered by leading edge technology. Additionally, the added space willhelp address our shortage of office space for faculty and staff.

The envisioned Business Education Complex will accomplish this through the addition of approximately75,000 gross square feet of space to our existing building. Working with the University architect, LiliaGonzalez, the best estimate of the cost for the proposed Business Education Complex is $65 million, whichincludes a $5 million endowment for ongoing maintenance. Our current timeline plans for construction ofthe expansion during 2023-2024 and completion of the project by 2025.

To finance the planned expansion, we have been very active over the past several years in securing strongsupport for the project from the Dean’s Advisory Board and financial support from our key donors. To date,we have received donor pledges and gift agreements totaling $27 million. Additionally, we have identified$9 million in Mays Business School reserve funds that will be used to match some of the donorcontributions. The differential tuition increase will generate $22 million over the next eight years, whichwill significantly help the funding of this much-needed building expansion. Accordingly, we are requestingan increase in our Mays Differential Tuition rate that will create the additional funding needed to fund theproject. We anticipate the ability to achieve a multi-year bonding program against the future increaseddifferential tuition revenue. Specifically, we are requesting that we receive approval to increase ourdifferential tuition rate from the current variable rate of $707.52 per semester to $1,106.161 per semesterbeginning in the fall 2020 semester (includes inflationary increase of 2.9%). This rate is based on thevariable tuition program. Rates for students in the fixed/guaranteed tuition program are incremented by aseparately approved percentage and are thus higher by that percentage. The chart below shows theproposed increase and future revenue streams that would be dedicated to funding the building project.

1 This amount is in alignment with Texas A&M’s College of Engineering’s differential tuition

6.5

With the requested increase in differential tuition added, Mays Business School remains competitive amongst several of its peer and aspirant schools. As shown by the chart below representing fall 2019 fixed total tuition and mandatory fee rates, Mays Business School ranks favorably in cost and value to the listedcompetitors.

Resident Tuitiion After ProposedInstitution Full-time, Fixed Increase

Indiana University 9,210.00$ 9,210.00$ Michigan University 9,161.50 1 9,161.50 Michigan State University 7,261.50 7,261.50 University of California - Berkley 7,127.00 7,127.00 Mays Business School 6,254.15 6,652.78 University of Texas - Austin 6,401.00 6,401.00

1 Michigan tuition is stated as 4 year average of $8,083 lower division and $10,240 upper division

Comparison of Mays Business School versus Peer and Aspirant InstitutionsFixed Tuition Rates - Full-time, Fall 2019


We held an open hearing with current Mays students on February 26, 2019. Dean Jones, along withAssociate Dean Annie McGowan, Assistant Dean James Laird, and Director of Strategic Planning andInnovation Bill Peel presented the concept of the Business Education Complex and specifically discussedfunding for the project and the corresponding necessary level of increase in the differential tuition rate thatwould be proposed in order to help fund the overall project. After an effective exchange of questions andanswers, students supported the proposal.


Failure to secure an increase in differential tuition revenues will severely affect and possibly eliminate ourability to raise adequate resources to fund the construction of the expansion to our building.


Mays Business School maintains a modest balance of unallocated differential tuition funds in order to fundfuture merit salary increases for personnel funded by differential tuition. We do not anticipate any otherneed for having ending balances since the increase requested will go directly toward funding the buildingexpansion.


Students FY 2020 FY2021 Proposed Gross New Required Net NewFiscal Year Impacted Variable Rate Variable Rate Difference Revenue 15% Set-aside Revenue

2020-21 1,922 707.52$ 1,106.16$ 398.64$ 1,532,372$ (229,856)$ 1,302,516$ 2021-22 2,941 2,344,742 (351,711) 1,993,030 2022-23 3,961 3,157,947 (473,692) 2,684,255 2023-24 4,800 3,826,848 (574,027) 3,252,821 2024-25 4,800 3,826,848 (574,027) 3,252,821 2025-26 4,800 3,826,848 (574,027) 3,252,821 2026-27 4,800 3,826,848 (574,027) 3,252,821 2027-28 4,800 3,826,848 (574,027) 3,252,821

22,243,906$

6.6


Mays Differential Tuition

Current Fee: $707.52 Variable rate for Fall and Spring$707.52 for Summer

Proposed Fee: $1,106.16 Variable rate for Fall and Spring$1,106.16 for Summer2

Basis: sem (sch, sem, student, etc.)

Number of Students Affected: 1,922 1

Current Semester Credit Hours:Projected Semester Credit Hours:


FY 2020 WITHOUT Proposed WITHBudget Increase Increase Increase


RevenuesFees - Net after applied exemptions 6,509,048 6,510,000 1,532,372 8,042,37215% Mandated Set-aside (976,357) (976,500) (229,856) (1,206,356)Total Revenues 5,532,691 5,533,500 1,302,516 6,836,016

ExpensesSalaries & Wages 3,024,942 3,210,000 0 3,210,000Fringe Benefits 657,166 697,370 0 697,370Departmental Operations 615,967 616,000 0 616,000Maintenance/Equipment 375,000 375,000 0 375,000Equipment 200,000 200,000 0 200,000Refurbishment of Wehner Building 250,000 220,000 0 220,000Wehner Building Expansion 0 0 1,302,516 1,302,516Reserve for Future Merit on Salaries 150,000 90,000 0 90,000Vacant Faculty Positions being Recruited 250,000 125,000 0 125,000Total Expenses 5,523,075 5,533,370 1,302,516 6,835,886


ENDING BALANCE 9,616 9,746 9,746

1 This represents first cohort of freshman, transfer students and students currently on the variable rate plan to be

assessed the proposed increase in first year.2 This rate is pro-rated by SCH during the summer.

6.7

Request for Increased Student Fee TEXAS A&M UNIVERSITY

College of Architecture Differential Tuition Effective Fall 2020


The current variable rate is $838.56/semester for a full-time student, and the College isrequesting an increase of $124.32/semester for a full-time student (including inflationaryincrease of 2.9%). If approved, the new variable rate will be $962.88 for new undergraduatestudents entering in the fall of 2020 and current students on the variable tuition and fee plan.Rates for students in the fixed/guaranteed tuition program are incremented by a separatelyapproved percentage and are thus higher by that percentage. The increase in the differentialtuition will provide funding for a portion of the cost of renovation, expansion andmaintenance of the current spaces allocated to the College of Architecture and the spaces tobe allocated to the College in the near future. The scope of these projects is to bring thebuildings into code compliance, update the buildings electrical and mechanical infrastructureto accommodate current and future pedagogy. The anticipated new spaces will be dedicatedto interdisciplinary teaching and learning at both the graduate and undergraduate level.


Hearings were held in September with current College of Architecture undergraduatestudents even though they will not be impacted by this increase.


The College will not have funding to put toward a bond payment to renovate and expand andexpand Architecture space if the increase is not approved.


The budget for this proposal shows an ending balance of zero, or the utilization of funds froma previous year to balance the budget. It is expected that all revenue generated will be fullyinvested into the different graduate programs in the College. To account for any unforeseenitems the College is requesting the ability to have an ending balance that does not exceed 5%of the revenue generated in a given fiscal year.


The current buildings housing the College of Architecture were built in the 1960’s and1970’s. With the exception of the addition of the 4th floor 20 years ago, the buildings arebasically unchanged. The building infrastructure is preventing the deployment of technologyneeded to support modern visual and graphic education pedagogy. Any new space allocatedby the University will need to be renovated to meet the needs of the programs in the Collegeof Architecture. These projects will enhance the education of graduates and undergraduatesand enhance their career opportunities.

6.8


College of Architecture Differential Tuition

Current Fee: $838.56 for Fall and Spring$838.56 for Summer


Basis: SEM (sch, sem, student, etc.)SCH 1-11 will be Prorated

Number of Students Affected: 2,625 (Approximately 600 students affected in year one.)Current Semester Credit Hours: 73,740Projected Semester Credit Hours: 74,300



BEGINNING BALANCE - Estimated 145,000109,993 109,993


ExpensesSalaries & Wages 2,183,000 2,249,000 0 2,249,000Fringe Benefits 545,750 563,000 0 563,000Departmental Operations 200,000 200,000 0 200,000Maintenance/Equipment 100,000 100,000 0 100,000Equipment 200,000 200,000 0 200,000Building/Renovation 0 0 127,122 127,122Scholarships 195,000 195,000 0 195,000Student Travel 80,000 80,000 0 80,000Total Expenses 3,503,750 3,587,000 127,122 3,714,122

Increase/Decrease in Balance Revenues less Expenses (35,007) (36,395) 0 (36,395)

ENDING BALANCE 109,993 73,598 73,598

6.9


College of Science - Differential Tuition Effective Fall 2020


The College of Science offers 13 undergraduate degree programs through its five departments: Biology,Chemistry, Mathematics, Physics & Astronomy, and Statistics. The number of undergraduate science majorsis approximately 2,400 students.

The College faces several challenges in offering modern programs for these students. These includemaintaining, refreshing, replacing and updating equipment in undergraduate science laboratories (Biology,Chemistry, Physics & Astronomy), as well as providing mentoring and tutoring services to students withincreasingly diverse backgrounds in high school science and mathematics. The lack of functioning, modernlaboratory equipment hinders our ability to prepare students for both employment in industry and entry intograduate and professional school (such as medical school). A lack of funding to provide comprehensivementoring and tutoring services adversely affects our retention rates and lengthens graduation times. It alsoprecludes the College from offering more undergraduate research experiences to our students; theseopportunities also improve retention of students and increase their marketability upon graduation.

To address these challenges, the College of Science requests an increase to its variable differential tuition rateof $223.32 per semester, from $216.72 to $440.04 (includes inflationary increase of 2.9%). Rates for studentsin the fixed/guaranteed tuition program are incremented by a separately approved percentage and are higherby that percentage. Revenue from this increase will be used as follows.

Allocation of Funding from Differential Tuition Increase

1. Upgrade and refurbish microbiology teaching labs (purchase cell-counting instruments, small-scalefermenters (used in bio-tech industries), microscopes, balances, pH meters, spectrophotometers, etc.).$150,000

2. Establish computer-based teaching lab for bioinformatics and computational biology. $100,0003. Establish honors version of Human Anatomy I and II with virtual dissection of digitized human cadavers

(rather than cat specimens). $150,0004. Upgrade neuroscience laboratory for Neurobiology BS students (from Biology, Psychology and Vet

Med); purchase of neurophysiology rigs and basic equipment, lab renovation. $150,0005. Upgrade chemistry labs used for instruction of undergraduate chemistry majors and allocate time on

research laboratory equipment (NMR spectrometers, X-ray diffractometers, mass spectrometers, gaschromatographs, etc.). $350,000

6. Maintenance and repair of existing laboratory equipment in Departments of Biology, Chemistry andPhysics. $50,000 per year.

7. Employment of undergraduate tutors/mentors: $158,600 per year (400 hours of mentoring per week at$13/hr. for 14 weeks in spring and fall semesters; 100 hours over 10 week summer semesters);

8. Study abroad programs. $220,000 per year (10 sessions per year at $22,000 per session);9. Summer stipend for undergraduate student researchers. $150,000 per year (150 students, $1,000 stipend

each).10. Undergraduate travel grants to research conferences. $50,000 per year (50 students, $1,000 support per

conference).

Items 1-5 represent one-time expenses of $900,000. The College proposes to allocate these funds over a four-year period, which will require $225,000 revenue per year. We anticipate that there will be a similar need for renovations and upgrades to laboratory equipment in subsequent years (beyond fall 2024). That is, we anticipate a long-term need for approximately $225,000 to maintain and upgrade laboratory in our biology, chemistry and physics laboratories.

6.10

Items 6-10 represent annual costs of $628,600. Total costs per year total $853,600. With an average enrollment of 4,934 affected students per year (spring, fall and summer), the College of Science requests a differential tuition increase of $223.32 per semester for each enrolled student.


The College of Science anticipates conducting a public hearing in the fall semester of 2019.


If the proposed increase is not approved, requested laboratory upgrades and maintenance will not beperformed, tutoring and mentoring services will not be expanded, and undergraduate research activities willnot be funded.




The requested increase in differential tuition of $223.32 per semester represents a relatively modest increasein the total tuition costs for undergraduate students in the College of Science, which has remained constantsince the last request for a differential tuition increase in 2015. The benefits of this fee increase to studentswithin the college will be substantial. It will allow the college to upgrade and modernize the laboratories inwhich students receive instruction, making natural science majors more competitive in the job market andsignificantly enhancing their laboratory training. It will allow the college to expand its tutoring andmentoring services, which will increase retention and decrease time-to-graduation. Tutoring and mentoringservices will be of particular benefit to under-represented minority, first-generation, and low-income students.Finally, these funds will be used to expand the number of undergraduate majors who can participate inundergraduate research experiences and travel to scientific conferences; these activities positively impactretention, time-to-graduation, and post-graduation employment of College of Science majors.

Appendix A. Comparison of mid-career salaries for bachelor’s degree holders

The table below reports median salaries of workers aged 25-59 holding (only) bachelor’s degrees in various fields of study. Data in this table was drawn from “The Economic Value of College Majors,” by AP Carneval, B Cheah, AR Hanson of the Georgetown University Center on Education and Workforce (https://cew.georgetown.edu/cew-reports/valueofcollegemajors/ - full-report). For reference, the median salary for all workers holding a bachelor’s degree in any major for workers in this age group was $61,000.

Field of study Annual median wage, workers aged 25-59 Biology $56,000 Chemistry $64,000 Mathematics $73,000 Physics $81,000 Statistics and Decision Science $78,000

Engineering (average of all majors) $83,000 Business (average of all majors) $65,000 Agriculture (average of all majors) $56,000 Humanities and Liberal Arts (all majors) $52,000 Education (average of all majors) $45,000

6.11

https://cew.georgetown.edu/cew-reports/valueofcollegemajors/#full-report

Appendix B. Comparison of in-state tuition for peer institutions. Taken from Chronicle of Higher Education, Texas A&M Student Business Services, and College Tuition Compare.

Institution Annual tuition and fees, (24+ or 30 credits) Texas A&M University College Station College of Science $10,930 College of Science (proposed w/o Inflation) $11,364 College of Architecture, TAMU $12,174 College of Agriculture, TAMU $11,688 College of Business, TAMU $11,912 College of Education, TAMU $11,250 College of Engineering, TAMU $12,660 College of Liberal Arts, TAMU $10,696

Other Texas Universities In-state science tuition (24+ or 30 credits) Texas Tech University $11,320 University of Houston $8,913 University of Texas at Austin $11,558

Other Universities In state tuition, (24+ or 30 credits) Georgia Tech $12,424 Ohio State $10,726 Penn State $18,454 Purdue $ 9,992 University of California Davis $14,463 University of California Los Angeles $13,774 University of Illinois, Urbana-Champaign $15,094 University of Michigan Ann Arbor $15,262 University of Minnesota $14,693 University of Wisconsin Madison $10,725

Appendix C. Laboratory Costs. The table below summarizes approximate costs associated with laboratory instruction for College of Science majors. These costs represent the cost per undergraduate major, per semester

Department Materials and Supplies Instructors and technical staff Biology $154 $296 Chemistry $320 $855 Physics $147 $721

6.12

https://www.chronicle.com/interactives/tuition-and-fees

https://tuition.tamu.edu/

https://www.collegetuitioncompare.com/compare/tables/?state=TX


College of Science Differential Tuition




Number of Students Affected: 2,726 (1313 Fall and Spring 100 Summer)Current Semester Credit Hours:Projected Semester Credit Hours:




Revenues 1,101,385 1,101,385 606,889 1,708,274Set aside & exemptions (219,038) (219,038) (121,378) (340,416)Total Revenues 882,347 882,347 485,512 1,367,859

ExpensesSalaries & Wages 354,218 354,218 0 354,218Fringe Benefits 32,192 32,192 0 32,192Departmental Operations 370,487 370,487 0 370,487Scholarships 85,220 85,220 0 85,220Maintenance/Equipment 34,000 34,000 196,212 230,212Equipment 6,230 6,230 0 6,230Tutors/Mentors 0 0 79,300 79,300Study Abroad 0 0 110,000 110,000Student Researchers 0 0 75,000 75,000Undergrad Travel Grants 0 0 25,000 25,000Total Expenses 882,347 882,347 485,512 1,367,858


ENDING BALANCE 0 0 0 0

6.13

Request for New Student Fee TEXAS A&M UNIVERSITY

College of Engineering – Undergraduate Summer Remote Education Fee Effective Fall 2020


Retention and time to graduation of students, particularly undergraduate students, is a highpriority for the College of Engineering. Currently, the six-year graduation rate is 63.4% forstudents who start in engineering and graduate in engineering. The college goal is toincrease the six-year graduation rate to 75%. The average time to graduation is 4.4 years,with the college goal of 4.0 years. Increasing retention and decreasing time to graduationsaves money for students and their families and ushers a positive learning environment.

Engineering undergraduate students are encouraged to pursue internship opportunitiesduring the summer semester. In order to achieve retention and time to graduation goals, theCollege of Engineering offers a number of required undergraduate courses online duringsummer semesters so that students interning at remote locations can take one course onlineand stay on track for graduation. The current distance differential tuition cost is $540/SCHand is a serious financial burden on students. At the same time, additional revenues areneeded to cover the cost of offering courses by distance. To address these issues, theCollege of Engineering proposes to remove the $540/SCH distance differential tuition feeand replace it with a $333.33/SCH Undergraduate Summer Remote Education fee. The feeis proposed to begin in the fall of 2020, and there will not be any undergraduate studentsthat are grandfathered.


Town Hall Meetings were held on September 11th at 10:00am and 4:00pm. Notificationsof the Town Hall meetings were emailed out to all current undergraduate students, facultyand staff.


If the fee is not approved, our ability to address time to graduation goals will be adverselyimpacted.


It is anticipated that all generated revenue within the fiscal year will be utilized for theenhancement of the education environment for those undergraduate students paying theprogram fee. No ending balance is expected.


6.14

Request for New Student FeeTEXAS A&M UNIVERSITY

College of Engineering - Undergraduate Summer Remote Education Fee

Proposed Fee: for Fall and Spring$333.33 for Summer


Number of Students Affected1: 15,475 1All UG students who would be subject if they enroll

Projected Student Enrollment2: 1,200 2Typically only around 1,200 enroll in online courses.

Projected Semester Credit Hours: 3,600

FY 2021Budget

BEGINNING BALANCE 0

RevenuesFees 1,200,000Total Revenues 1,200,000

ExpensesSalaries & Wages 888,000Fringe Benefits 312,000Total Expenses 1,200,000


ENDING BALANCE 0

6.15


Mays Business School Master of Science in Human Resource Management for Professionals - Program Fee

Effective Fall 2020


Mays Business School proposes a new program fee for the Master of Science in Human ResourceManagement (MS-HRM) for Professionals program. This is a new program that will begin in thefall of 2020. Students will enroll in a minimester in August and complete their studies 22 monthslater in the month of May. We propose that the fee be assessed on all students who matriculate inthe MSHRM for Professionals program in the fall of 2020 and thereafter. This will be the firstgroup of students to enter the MSHRM for Professionals program. Therefore, no current studentswill be impacted by the proposed fee. The $5,250 proposed fee is requested to be charged eachsemester, but initially applied only during the fall and spring semesters.

The MSHRM program has been delivered as a full-time program in College Station forapproximately 30 years and has a strong record of success. Through research in the Houstonmarket and partnerships with industry leaders in HR the school has realized an opportunity to servethe Houston market by offering the program to working professionals, at the Mays BusinessSchool campus at CityCentre, in Houston. The Professional MBA program, Executive MBAprogram and MS, Analytics program have all been successful in this location. The classroom spaceand team rooms are ideal for our program and the location is near many major employers inHouston, which is important since this program will be for working professionals. The programfee is necessary because the costs of administering the program will be significantly higher inHouston than in College Station.

Fee Justification #1: MSHRM is in high demand by employers and students

The demand for strategic, business-minded HR leaders is increasing. As firms are looking more totheir HR functions to help drive performance and win in the marketplace, it is becoming clear thatmany HR professionals lack the capabilities needed to be successful in the new paradigm.Meetings with HR executives and recruiters in the Houston area have revealed the need for a top-tier program that targets working professionals who desire to maintain their employment whileimproving their education.

Fee Justification #2: The program needs to cover the costs of offering Mays faculty and ExecutiveProfessors in Houston.

The program will satisfy the needs of the Houston market by delivering a unique educationalexperience that includes instruction from renowned Mays faculty and Executive Professors that areHR leaders in the Houston area. The program fee is necessary to cover travel expenses andcompensation for Mays faculty and also to cover the salaries for Executive Professors.

The objective of the program in Houston is to enable our students to become better businessleaders. We will do this by helping students deepen their knowledge of HR functions, businessstrategy, financial acumen, analytics and organizational change, in order for them to createimmediate value for the business, be an active participant in successfully driving business results,and help their companies address the major current and future challenges faced.

6.16

Fee Justification #3: The program will develop hybrid/online course content and offer in-class, experiential learning opportunities.

25% of the courses will be offered in a hybrid format, with a blend of online and face-to-face learning. This will help ensure flexible, progressive learning opportunities for working professionals looking to obtain next level education to enhance career capabilities. The program will include numerous experiential learning opportunities including case studies, role-play and simulation exercises and significant project work that will help fill knowledge gaps in areas such as finance, talent management, organizational strategy and business analytics.

The program will provide higher level, evidence-based HR knowledge and will be taught by renowned scholars from the Management Department at Mays Business School as well as HR executives in Houston. Faculty will help students build and reinforce HR fundamental business and leadership skills, but especially emphasize best practices in HR leadership, aligning HR strategy to business strategy.

Fee Justification #4: The program will have to pay rent and maintenance fees to use the Mays City

Centre campus. Annual rent and maintenance expenses to use the Mays City Centre campus are $262,500. The

program fee is necessary to cover these costs. Fee Justification #5: The program will need to market in the Houston area and host recruiting

events to attract students. The annual marketing expense is budgeted at $60,000, and the program will also need to host

lunches and dinners to attract prospective students. Other costs will include brochures and social media ads.

Use of the fee: The proposed MSHRM Program for Professionals fee provides the needed necessary resources to

A) recruit the best students; B) hire faculty to teach the courses, including hiring executive professors to help with instruction in Houston; C) allow for dedicated program staff to support faculty, students and all administrative processes; and D) provide educational enhancement opportunities like field trips, company visits, guest speakers and supplemental learning materials.

The program fee will be used to cover the following expenses:

• Marketing and Advertising Costs. To attract students and with other programs we will invest in new collateral, including the design and development of web pages and social media pages, a recruitment video, brochures and print and digital ads.

• Faculty. Additional resources will be added to support the program, in the form of two new

faculty hires, and three Executive Professors hired to teach part-time. Several of the instructors currently teaching for the department are part-time and will increase their work-load.

• Administrative Staff. An additional Program Coordinator and Graduate Assistant will need to be

hired to assist with managing the recruitment, admissions, and academic administration related to both the College Station program and the program for professionals.

6.17

• General Administrative Costs and Program Enhancement Costs. These costs include, but are not limited to, computer equipment, supplies, student travel and faculty development that is directly related to the program.


In September of 2019, a forum was held with current MS-HRM students and the Program Director to discuss the impact of these fees and solicit input on the new fee structure. The new tuition and fee structure will be reflected on our website as soon as it is approved in order to make future applicants and prospective students aware of the total cost of the MS-HRM Program for Professionals.


The costs of administering the program in Houston are too significant for us to offer the program without the fee.


Should there be an ending balance at the completion of the fiscal year, those funds will remain with the Management Department for the department and Mays to use as needed.

V. Additional Information

To ensure the long-term competitiveness of the MSHRM program, the amount of program fee may be increased each year by a percentage change that is equal to the most recent percentage change in the Higher Education Price Index (HEPI), published by Commonfund, an asset management firm located at 15 Old Dansbury Road, Wilton, CT.”

6.18


Master of Science in Human Resource Management for Professionals - Program Fee

Proposed Fee: $5,250.00 for Fall and Spring for Summer



FY 2021Budget

BEGINNING BALANCE 0


ExpensesSalaries & Wages 155,570Fringe Benefits 34,537Maintenance/Repair 4,150Rent 83,333Marketing 21,660Student Enrichment 7,450Equipment & Supplies 2,500Total Expenses 309,200

Increase/Decrease in Balance (Revenues less Expenses) 5,800

ENDING BALANCE 5,800

6.19


Mays Business School Master of Science in Human Resource Management for Professionals - Enrollment Deposit

Effective Fall 2020 I. Programmatic justification and proposed use of the new fee

Mays Business School proposes a new enrollment deposit for the Master of Science in Human Resource Management (MSHRM) for Professionals program. The proposed deposit will be $500. The deposit will be 100% credited to the first semester tuition of all matriculating students. We propose to charge this deposit to all students who accept our offer of admission for the MSHRM for Professionals program and plan to matriculate in Fall 2020.

The reason for the deposit is to provide incentives to students who have been admitted to the program to decline our offer if they have no intention of enrolling into our program. The deposit will be charged after the admission decision is made. Admitted applicants will be required to pay the deposit by a deadline to guarantee space in the program.

The MSHRM for Professionals program is a new MS program in the Mays Business School and does not have significant historical data on students who fail to enroll after having previously confirmed attendance. The already established MSHRM Program in College Station in Mays saw as many as 15% of admitted students not matriculating, until the program instituted an enrollment deposit. No-shows create lost productivity for the admissions staff and planning uncertainty for the programs overall, and we are seeking to avoid that with the MSHRM for Professionals program.

The primary way of managing such uncertainty is through the implementation of a refundable deposit for all students accepting admissions. Our proposed enrollment deposit of $500 is in line with other Mays MS programs. In addition, we believe the $500 is sufficient to screen out insincere applicants but not so large as to discourage legitimate students.

Because the enrollment deposit will be applied to matriculating students’ tuition for the fall semester, we do not anticipate significant revenues from this enrollment deposit. Any forfeited deposits will be used to defray marketing expenses for recruiting the next class of students into the MHSRM for Professionals program. We anticipate that 5% (or less) of those who accept our admission will forfeit the enrollment deposit.


The MSHRM for Professionals program is a new distance-education program. The first class of students will matriculate into the program during Fall 2020. Input from students enrolled in the existing MSHRM program in College Station, as well as other MS programs in Mays Business School, was obtained prior to implementing the enrollment deposit for the respective programs. Because the enrollment deposit is credited to the first semester tuition, students agreed that the enrollment deposit would not significantly discourage legitimately interested applicants.

6.20


We estimate a loss of approximately ten hours of staff productivity per student that accepts but does not matriculate. The cost of planning uncertainty is not quantifiable but significant. For example, faculty teaching assignments and other resources are negatively impacted by uncertain enrollment estimates. Additionally, the tuition and fee money is necessary to cover fixed expenses such as faculty pay, travel and rent of the City Centre facility. Should students not matriculate, the program revenues decrease and it becomes more difficult to cover fixed expenses.


We do not anticipate an ending balance. V. Additional information

6.21


Master of Science in Human Resource Management for Professionals Program - Enrollment Deposit

Proposed Fee: $500 for Fall Only (Deposit) for Summer

Basis: student (sch, sem, student, etc.)

Number of Students Affected: 30Projected Student Enrollment: 30Projected Semester Credit Hours: n/a

FY 2021Budget

BEGINNING BALANCE 0

RevenuesFees 15,000Deposit credited to matriculating students (14,000)Total Revenues 1,000

ExpensesMarketing 1,000


ENDING BALANCE 0

6.22


Mays Business School Master of Science in Marketing – Program Fee

Effective Fall 2020 I. Programmatic justification and proposed use of the increased fee

A. Executive Overview

Mays Business School proposes an increase in the program fee for the Master of Science in Marketing program. The current fee is $2,570 per semester and the proposed fee is $8,000 per semester. The current cost for 3 semesters (16 month program consisting of Fall, Spring, Fall) of tuition and student fees in our program is approximately $29,600 ($822 per credit hour). The increased fee of $8,000 per semester (10 month program consisting of Summer, Fall, Spring) would bring the cost of our program to approximately $45,000 ($1,250 per credit hour). Our current program is priced at less than half the cost of comparable programs (including the University of Texas at Austin). An analysis of eight other Master of Science in Marketing (MS-Marketing) programs ranked, along with our program, as the top MS-Marketing programs in the U.S. currently charge an average of $64,679 ($1,633 per credit hour). With the proposed fee increase, our program (which is currently ranked as the #2 MS-Marketing Program in the U.S. by both Best-Masters.com and College Choice), will still be priced below the current average price of top MS-Marketing programs in the U.S. and will be priced slightly less than the program offered by the University of Texas at Austin. We propose this increased student fee be assessed on all students who matriculate into the MS-Marketing program in Summer 2020 and thereafter. There will be no increase in fees for any current MS-Marketing students.

B. Overview of the Master of Science in Marketing program A major revision of the MS-Marketing program will launch in Summer 2020. The program has been a 36-hour, 16-month program. The program has also required a series of pre-requisites, making the program effectively a 24-month program for any student not having a business undergraduate foundation. The program comprised students across three categories: 1) 16-month program students, who typically begin the program in the Fall semester and complete the program in December of the following year; 2) 12-month or 4+1 students, who typically complete 6-9 hours of graduate coursework during their Senior undergraduate year, complete their internship during the summer, after graduating with their Bachelor’s in May, and then finish the program in two graduate semesters, graduating in May, a year after receiving their Bachelor’s degree; 3) Professional Program in Accounting (PPA) students who typically complete 6 hours of graduate coursework during their Senior undergraduate year, and then finish the program in two graduate semesters, receiving both their BBA and MS-Marketing degrees the following May. This program approach resulted in the need to manage seven different cohort groups. The revised MS-Marketing program will consist of a 36-credit hour, 10-month program (covering 3 semesters – Summer, Fall, Spring). Peer programs are 10-month to 1 year in length. Our 16- to 24-month program has made it difficult to continue to recruit top students as new, more condensed programs have been launched by our peer institutions, coupled with the shifting

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market demand for shorter programs. The revised program is designed for students seeking careers in corporate marketing, brand management, product management, and marketing analytics, as well as students pursuing careers in other fields, who wish to strengthen their marketing skills for success in those positions. The revised program will be a single cohort program, creating a stronger bonding experience for our students and minimizing duplication of events. The revised, 10-month, single cohort program will increase our program’s competitiveness in attracting top students, as well as increase the value of the program to those seeking to advance their studies. Our primary student focus will be undergraduate students from the Texas A&M University system and top undergraduates from around the country. All students will experience the same curriculum regardless of undergraduate major, thereby removing the barrier to non-business undergraduate students, allowing the program to attract a more diverse student body, and provide value to a broader group of Texas A&M University system students, as well as top non-business undergraduate students outside of our system.

C. Rationale We have conducted thorough market research, evaluating our regional and national competitors. This review has resulted in a major revision of the program as noted. The proposed fee increase is based upon revising the program to be competitive and sustainable. Specifics include the following findings:

1) Rationale #1: Need for a full-time staff member as Director of the program to maintain

competitiveness. Throughout the program’s existence, it has operated with a tenure-track faculty Director. The faculty Director’s workload responsibilities have included research, a 6 course per academic year teaching load, couple with other service responsibilities. The Director’s MS-Marketing responsibilities were “above and beyond” the faculty member’s regular responsibilities. We are currently the only program within Mays Business School that uses a tenure-track faculty member as an MS program Director. Peer MS-Marketing programs also have fulltime staff directors or associate directors. The limited time that the current Director has available to invest in our program places it in a competitive disadvantage in relation recruitment, promotion and administration. Aggressive recruitment strategies of peer programs for top students necessitates the movement to the hiring of a full-time staff MS-Marketing Director. Recognizing this important need for the MS-Marketing program to grow, Mays Business School has invested 18 months of bridge funding so that the Department of Marketing can recruit a full-time MS-Marketing Director. The current use of a tenure-track Director has lowered the applicant quality over time and placed a strain on current fiscal and faculty/staff resources necessary to run a nationally-ranked program. The proposed fee is necessary to cover the increased cost to the program of the full-time staff Director.

2) Rationale #2: Additional resources are needed to recruit the best students and provide the best program. The large price disparity between our nearest competitors and the MS-Marketing program disadvantages Mays in several ways. First, it deprives the school of the needed resources to recruit the best and brightest students. Current competitive programs regularly attend graduate career fairs at other institutions and spend considerable marketing dollars to attract top students (these are both promotional dollars and scholarship dollars). Second, our current

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program fee does not allow us the ability to have the staff necessary to provide the administrative resources to support our current students. For example, we are currently using our undergraduate advisor to support the MS-Marketing students, thereby absorbing the cost of this advisory role within the Department of Marketing, while also limiting support to our undergraduate students. This hampers both our MS and undergraduate programs in relation to administrative and career support aspects. Third, scant resources limits the program from providing necessary educational enhancement opportunities, such as company and conference visits, by our students.

3) Rationale #3: Increased instructional costs. The movement to a 10-month program necessitates the incorporation of coursework during the summer (9 credit hours) as well as during the intersession period (i.e., 3 credit hours during wintermester). Staffing of this coursework will be engaged on an “in excess” basis, given the terms of faculty appointments and current course commitments. This approach is consistent with both peer and Mays Master-level programs.

4) Rationale #4: The Mays MS-Marketing program is significantly below market cost, signaling to the potential students that the program may be of lower quality. The Mays MS-Marketing program is priced $35,000 lower than our competitors’ programs. Our program is currently priced lower than all 8 of the other programs that are highly ranked by graduate school rating organizations (see table on next page). The low price of the program is a signal of lower quality to the market, thereby lowering the overall quality of applicants (evidenced by a decline in GMAT and GRE scores relative to comparable programs, most notably in quantitative skills). The average cost of these other programs is $64,679 ($1,633 per credit hour), compared to our cost of $29,600 ($822 per credit hour).

Estimated Program Costs of Texas A&M University Mays Business School’s MS-Marketing Program and Other Highly-Ranked MS-Marketing Programs

University Program Title Cost per

Credit Hour

Credits (length)

Total Program Cost*

Columbia MS-Marketing $1,410

30 credits (9 months)

$69,771

Texas A&M University (Current)

MS-Marketing $822

36 credits (16 months, to 24 months)

$29,600

UT-Austin MS-Marketing $1,298


$48,000

New York MS-Integrated Marketing

$1,989

42 credits (part-time program, 24 months)

$83,538

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Northwestern Masters in Integrated Marketing Communications

$1,684

54 credits (15-months)

$90,930

UT-Dallas MS-Marketing $1,397


$50,292

USC MS-Marketing $1,912


$57,360

Georgetown Masters in Integrated Marketing Communications (IMC)

$1,392


$45,936

Johns Hopkins

MS Marketing $1,989


$71,600

The increased fee would bring the cost of our program to $1,250 per credit hour and a total program cost of $45,000, which is comparable to the MS-Marketing Program at the University of Texas-Austin (e.g., UT-Austin’s program is ranked #3 by College Choice while Texas A&M University’s program is ranked #2).

D. Proposed Use of the MS-Marketing Program Fees

The proposed MS-Marketing fees will be used to cover direct and indirect expenses associated with the revised MS-Marketing program. These expenses include: • Staff Investment. A full-time, staff position, i.e., Director of the MS-Marketing Program,

is necessary for recruiting, student placement, student advising, student enrichment experiences, alumni communication, private fund-raising, program administration and developing business partnerships. The Dean’s Office of Mays Business School has provided 18 months of bridge funding as an investment for the hiring of Director. The Director position has been approved by Human Resources and the position is currently posted.

• Student Recruiting and Program Marketing. We will invest in recruiting and marketing activities. We will place a specific focus to attract top students in underrepresented categories.

• Scholarships. To attract the most outstanding candidates, we will use a portion of these fees to provide scholarships for our students, placing an emphasis on those in underrepresented categories, first generation students and those economically challenged.

• Graduate Assistant Stipends. Funds will be used to expand MS-Marketing students working as graduate assistants in our department. The current cost structure of the program allows for extremely limited funding for graduate assistant support.

• Program Enhancement. A portion of these funds will be used to enhance our program. For example, state-of-the art computer equipment, supplies, faculty development that is directly related to the MS-Marketing program, student co-curricular experiences (e.g., travel to conferences and corporate headquarters), and various developmental resources for students could be supported.

• Faculty Support and Recruitment. Part of the program fees will be used to provide funds to assist MS-Marketing faculty with their research and MS-Marketing course development. These funds will allow faculty teaching in the program to highly engage with students within

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the MS-Marketing program. Having a top ranked MS-Marketing program enhances our ability to recruit top faculty. The recruitment of top faculty not only benefits our graduate students, but also, as our faculty teaching in the MS-Marketing program also teach in our undergraduate program, increases the quality of our undergraduate program.

• Reinvestment. Once the above items are covered, remaining revenue will be reinvested inthe educational mission of the Department of Marketing. This reinvestment includes suchelements as graduate research assistantships, faculty teaching grants, and facultydevelopment costs in accordance with applicable rules of Mays Business School and TexasA&M University.


The proposed fee increase will be effective Summer 2020 and only be applied to new studentsenrolling into the program to begin Summer 2020 and later. Current students will be exempt fromthe fee. A public hearing to garner student feedback on the proposed fee increase was held onSeptember 11, 2019.


The MS-Marketing program cannot sustain itself without an increased program fee. The movementto a 10-month program and a full-time staff Director are necessities in the competitive graduatebusiness education landscape. Additional resources are not only needed to cover increased costs, butare necessary to recruit high-quality students, hire outstanding faculty, provide staff support to assistthe faculty and students, and provide developmental resources necessary for our students to competeon the job market. We see no alternative other than a fee increase to cover these operating costs.


We do not anticipate a substantive ending balance.


The proposed fee will apply to MS-Marketing students entering the revised program which is tobegin Summer 2020 or later. As indicated in the projected budget, a majority of the additionalrevenue will be going back to the students and benefitting the students in various ways.

To ensure the long-term competitiveness of the MS-Marketing Program, the amount of the program fee may be increased each year by a percentage change that is equal to the most recent change in the Higher Education Price Index (HEPI), published by Commonfund, an asset management fund, located at 15 Old Dansbury Road, Wilton, CT.

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Master of Science in Marketing Program Fee

Current Fee: $2,570.00 for Fall and Spring$0.00 for Summer

Proposed Fee: $8,000.00 for Fall and Spring$8,000.00 for Summer


Number of Students Affected: 30Current Semester Credit Hours: 36Projected Semester Credit Hours: 36




RevenuesFees 92,520 154,200 565,800 720,000Dean's Office Director Bridge Funding 104,550 52,275 0 0Department Subsidy 21,257 0 0 0Total Revenues 218,327 206,475 565,800 720,000

ExpensesSalaries & Wages 128,091 87,550 56,553 144,103Fringe Benefits 34,193 20,137 69,560 89,697Departmental Operations 56,023 88,023 240,000 328,023Maintenance/Equipment 0 4,000 12,000 16,000Equipment 0 6,000 16,000 22,000Overload teaching - New Model 0 0 60,000 60,000Scholarships 0 0 60,000 60,000Total Expenses 218,307 205,710 514,113 719,823

Increase/Decrease in Balance Revenues less Expenses 20 766 51,687 177


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College of Architecture- Graduate Program Fee Effective Fall 2020


The College is proposing a $100 per semester increase to the current $1,000 per semester fee and the ability to charge the graduate program fee in the summer. The increase in the program fee will provide funding for a portion of the cost of renovation, expansion and maintenance of the current spaces allocated to the College of Architecture and for the spaces to be allocated to the College in the near future. The scope of these projects is to bring the buildings into code compliance, update the buildings electrical and mechanical infrastructure to accommodate current and future pedagogy. The anticipated new spaces will be dedicated to interdisciplinary teaching and learning at both the graduate and undergraduate level. The part of the funding that will be generated by charging the fee in the summer will be passed directly to the Departments to allow them to increase the monthly stipend paid to graduate assistants to a competitive level with our peer institutions.


Hearings were held in September with current College of Architecture graduate students. To date, there have been informal meetings with the students with mainly positive reactions.


The College will be unable to fund a bond payment to renovate and expand Architecture space, and we will not be able to increase our stipends to competitive levels.


The budget for this proposal has an anticipated ending balance of zero. Funds from previous years may be necessary to balance the budget. It is expected that all revenue generated will be fully invested into the different graduate programs in the College. To account for any unforeseen items, the College is requesting the ability to have an ending balance that does not exceed 5% of the revenue generated in a given fiscal year.


The current buildings housing the College of Architecture were built in the 1960’s and 1970’s, with the exception of the addition of the 4th floor 20 years ago, the buildings are basically unchanged. The building infrastructure is preventing the deployment technology needed to support modern visual and graphic education pedagogy. Any new space allocated by the University will need to be renovated to meet the needs of the programs in the College of Architecture. These projects will enhance the education of graduate and undergraduates and enhance their career opportunities.

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College of Architecture - Graduate Program Fee



Basis: sem (sch, sem, student, etc.)SCH 1-8 will be pro-rated

Number of Students Affected: 430Current Semester Credit Hours: 9,011Projected Semester Credit Hours: 9,500




RevenuesFees 743,000 778,000 146,000 924,000Total Revenues 743,000 778,000 146,000 924,000

ExpensesSalaries & Wages 480,000 495,000 38,000 533,000Fringe Benefits 96,000 98,000 8,000 106,000Departmental Operations 122,000 105,000 0 105,000Maintenance/Equipment 4,000 10,000 0 10,000Building/Renovation 0 0 100,000 100,000Scholarships 50,000 50,000 0 50,000Tuition Payments 19,200 21,000 0 21,000Total Expenses 771,200 779,000 146,000 925,000



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College of Liberal Arts - Master of Science in Economics Program Fee Effective Fall 2020

I. Programmatic justification and proposed use of the increased fee Fee Increase Proposal The Department of Economics proposes an increase in the Master of Science in Economics (MSE)

Program Fee. We are also requesting the program fee be indexed to reflect inflationary adjustments. The primary goal is to provide additional revenues that allow the Department of Economics to enhance the quality of our MSE degree program in order to maintain the competitiveness of our program. To that end, the incremental fees will be used to cover the direct and indirect costs associated with new staff members and with new faculty members who teach in the MSE program, to provide scholarships to students enrolled in the MSE, to provide funding for additional GAT instructional support for core MSE courses and to expand marketing and recruiting efforts in order to attract a strong applicant pool. The increased enrollment will provide additional revenue for Texas A&M University.

The current MSE program fee is $3,000 per semester. We request an increase to $5,000 to be

charged each semester, but initially applied only during the fall and spring semesters. We propose that the fee increase be assessed only on new students who matriculate into the MSE program in Fall 2020 and thereafter. There will be no increase in fees for any current MSE students.

MS Program Background The Department of Economics launched a stand-alone Masters of Science (MS) degree program in 2011 with specializations or tracks in Financial Economics and in Financial Econometrics. This is a terminal degree program with professional degree-type emphasis upon developing applied market skills in financial economics analysis as well as career preparation. The primary objective is to prepare students to be successful in the strong and competitive market for economic analysts in the financial sector. We enrolled our first class of 56 students in Fall 2011, and have realized fairly steady growth in enrollment, with a total enrollment of 204 students (across all cohorts) in the MS program in Fall 2018. Demand for the program is particularly strong among international students. In Fall 2018 we enrolled 90 new Masters students – of whom 79 were international students and 11 were domestic students. The Texas A&M Department of Economics has established program agreements with the Economics Departments at several leading universities in China. These relationships help us achieve a high quality applicant pool who meet all TAMU admission standards. These universities assist by pre-screening students who are interested in enrolling in the MS program at Texas A&M University and they also provide focused preparation courses.

In addition to regular MS students, i.e. those who first enter the program after completing their undergraduate degree, in FY15 the department initiated a 4+1 program known as “Fastrack”. The Fastrack Program admits a select group of Texas A&M undergraduate ECON majors who are able to earn both a BS and MS in economics from the TAMU Department of Economics in five years. Students who are admitted to Fastrack take a blended set of Masters level and undergraduate courses during the final two semesters of their undergraduate program. Once they complete their undergraduate coursework, they are reclassified as Masters students. Once reclassified, they

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complete one year of Masters coursework and receive both their undergraduate and MS ECON degrees. The Fastrack Program started with two students in FY15 and grew to 49 students in FY19.

Program Fee Increase Justification In addition to paying standard University tuition and fees, students in the MSE program are required to pay a program fee. An MSE fee of $2,000 per semester was initially approved in 2012 and was first applied to new students enrolled in the program in Fall 2013. A $1,000 increase in the fee was approved five years ago at the Board of Regents meeting in November 2014. The $3,000 fee was first applied in fall of 2015. The objective of increasing the fee to $3,000 per semester was to make the program self-sustaining while also implementing several quality improvements to the program.

We are proposing an increase in the fee of $2,000 per semester. This increase is justified by the need

to make additional investments into the MSE program in order to maintain/enhance program excellence and competitiveness while maintaining the self-funded feature of the program. The additional revenue from this fee increase will be reinvested into (a) scholarships, (b) additional staff support, (c) student instructional support (d) student professional development enhancements, and (e) faculty salary and research support that further the educational mission of the MSE program.

Rationale #1: Additional investment in faculty is required to enhance program instructional quality and to compete for top quality students. To compete with the other top end MS economics programs, we need to be able to assemble a strong faculty to teach in the MSF program. The reputation of the program is driven significantly by the academic quality of the courses in the program curriculum. Assessments of academic content will, in turn, be related to the academic stature of the teaching faculty. By allocating recognized prominent faculty members to teach graduate-level classes in the MSE program we will be able to increase the quality and effectiveness of the program.

Rationale #2: Hiring a full-time MSE placement director to enhance placement quality. Currently, one full-time staff member (program manager) is assigned to the MSE program (in addition to the program faculty director). Terminal masters programs are judged to a significant degree by their placements. Given the size of our program (around 90 students on the market per year), we need a full-time placement director to increase the quality of our placements. This includes both internship placements and initial job placements.

Rationale #3: Providing recitation/tutorial TA support for the core MS courses is needed to enhance the course learning environment. Feedback from current MSE students indicates that adding scheduled TA recitation/tutorial sessions for the large (for graduate course) core courses in the MSE program would offer large expected benefits in terms of course learning outcomes.

Rationale #4: The TAMU MSE program can improve its competitiveness in a quality/price comparison. Students searching for a Masters in Economics program are pretty savvy about comparing the

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expected benefits from higher program quality against the expected costs of higher program price in selecting among program alternatives. With our proposed increase, the MSE would cost $48,108 in tuition and fees for out of state residents. Table 1 below reports the current cost, based upon the best available information, of comparable programs at other state university economics departments.

Table 1 - Competitive Terminal Degree Program Cost Comparison MS in Departments of Economics, Non-Texas Resident

as of Fall 2018

University Degree Program

Duration Credit Hour Requirements

Total cost Tuition

and Fees

Misc. Fees

UCLA MA ECON 12-18 Months

36 Credits (8 Req. Courses,3 electives, 1 final project)

$53,434

$1,500 Non-refundable MA ECON application fee

Univ. of Texas MA ECON 10 to 24 Months

30 Credits (6 req. courses, 4 Elective)

$39,000* None

Univ. of Indiana MS ECON 18 Months

30 Credits (6 Req. courses, 4 elective)

$49,905 None

University of Texas at Dallas

MS ECON 18 Months 36 Credits (4 Req.

courses, 8 Elective

$41,628 $50 Dept. Fee

per credit hour

Texas A&M MS ECON 18-24 Months

36 Credits (5 Req. courses, 6 electives, 1 final project)

$40,748

$3,000 per long semester for first three semesters

Univ. of Michigan

MA ECON 18-24 Months 38 Credits (5 Req. courses, 6 Electives)

$48,204

None

University of

Illinois – Urbana-Champaign

MS Policy ECON

12-24 Months

30 Credits (6 Req.

courses, 6 Electives)

$43,368

$1,350 each

long semester

University of

Wisconsin

MS Econometrics

18-24 Months

36 Credits (7 Req.


$77,834

None

Sources: Program websites in all cases. * For 10 month

program

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The proposed fee increase will leave us in the middle of the price distribution while enabling us to implement several significant quality-enhancing initiatives. We predict an increase in the perceived quality/price ratio and a corresponding rise in the number and quality of applications to our program.

Proposed Use of the Increased MSE Fee Revenues The first priority in using the MSE fees (including the additional fees proposed) is to cover direct expenses associated with the MSE program. These expenses include the following:

• Faculty Investment. Additional faculty members (either full-time, part-time, or reassigned) are

required for student advising, curriculum development, mentoring, industry partnerships, and enrichment experience, and to teach existing courses in the program. We plan to use the MSE fees to cover the salary, or part of the salary of faculty members who are assigned to teach in the program, including research support, as appropriate. Salaries will be allocated to the MSE program fee in proportion to the number of courses that the faculty member teaches in the MSE program.

• Administrative Staff. A dedicated MSE staff is required in order to support national and

international student recruiting, the admissions process, student advising, curriculum development, student placement, and enrichment experience. Currently, the program receives the services of a Program Director (Faculty) and a Program Manager (Staff). However, there is a glaring need for an additional staff member who can focus exclusively on placements for both the domestic and international students. This additional staff member (Placement Director) will need to be recruited and the cost of that position will be financed by the program fees.

• Marketing and Advertising Costs. To maintain the high quality of our program we will need to

continue to attract the best and brightest students. Marketing and advertising investments, made possible by these program fees, will be instrumental to grow our enrollment and increase the quality of students coming into the program.

• Scholarships: To compete for highly qualified students we will use a portion of the fees to fund

scholarships for students admitted to the MSE Program. • Student Professional Development Costs. These funds would cover the costs of value-enhancing

activities such as recruiter visits, professional speaker series, professional certifications and supplies. • Graduate Assistants. New graduate assistants may be required to provide support to faculty

teaching in this program – especially in the large core classes during the first year of the program. The MSE fee may be used to cover the costs of additional graduate assistant positions.

Reinvestment. Once all direct expenses are covered, remaining revenue (if any) will be reinvested in the educational missions of the Department of Economics. This reinvestment includes faculty summer research support, faculty teaching grants, graduate assistants, and faculty development costs, in accordance with applicable rules of the College of Liberal Arts and Texas A&M University.

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A public forum was held on April 13, 2019, for all current MS students (both regular and Fastrack).We laid out the rationale for the fee increase and the intended uses of the fee. Each attendee wasafforded the opportunity to anonymously vote whether they support, or do not support the proposedfee increase. 57 current Masters Students took part in the survey and cast their vote – with theresults as follows:

Overall: 79% yes (Increase fee), 21% no (Do not increase fee)Broken down by categories:

Male – 79% yes, 21% no Female – 79% yes, 21% no Domestic students – 87% yes, 13% no International Students – 76% yes, 24% no

III. Budget impact if fee increase request is not approved

This program fee increase proposal is intended to make the MS degree a higher-quality self-fundingprofessional program. If this fee increase request is not approved, the Economics department willnot be able to attract top students and may have to begin the process of scaling back or even shuttingdown the stand-alone MS degree program. This would also include reducing staff and teachingpositions funded by the program fee. Should the program close, the loss in student credit hourswould be approximately 12,500 masters level credit hours per academic year.


There is no anticipated ending balance.


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Request for Increased Student Fee

Master of Science in Economics Program Fee


Proposed Fee: $5,000.00 for Fall and Spring$0.00 for Summer


Number of Students Affected: 180 Note: Only 90 of the 180 are new students andCurrent Semester Credit Hours: 12,500 will pay the increased fee.Projected Semester Credit Hours: 12,500




RevenuesFees 810,000 810,000 360,000 1,170,000Total Revenues 810,000 810,000 360,000 1,170,000

ExpensesSalaries & Wages 574,750 580,000 132,000 712,000Fringe Benefits 122,000 125,000 20,000 145,000Departmental Operations 28,250 20,000 28,000 48,000Placement Director 0 0 60,000 60,000Scholarships 80,000 80,000 100,000 180,000GAT Tuition 5,000 5,000 20,000 25,000Total Expenses 810,000 810,000 360,000 1,170,000




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College of Liberal Arts Master of Science in Psychology with a concentration in Industrial/Organizational Program Fee

Effective Fall 2020


The Department of Psychological and Brain Sciences began offering a concentration in Industrial-Organizational Psychology within its established Master of Science in Psychology (MS-PSYC) degreein Fall 2018. Industrial/Organizational (I/O) psychology is the scientific study of human behavior atwork and the application of that science to workplace issues facing individuals, teams, andorganizations. The Bureau of Labor Statistics projects that I/O Psychology is the fastest growingoccupation, with an anticipated growth rate of 53% between 2014 and 2022. Students with terminalmaster’s degrees in I/O psychology are employed in consulting, private practice, government, andcorporations, and there is every reason to expect that interest in hiring these graduates will increase asbusinesses become more diverse and multinational. We requested a new student fee to develop andsupport this concentration within the degree, and were approved for that fee to begin in Fall 2018. Weadmitted our first cohort in Fall 2018; to date, all students have placed successfully in summerinternships (Merck, TransOcean, Texas Instruments, HP). Applications to the program have been high,with 92 applications for 20 spots available in the second year of the program.

The concentration emphasizes the application of psychological principles to human resource decisionsand organizational behavior challenges. It admits students who desire a terminal Master’s degree andplan to seek employment in corporations and consulting firms. Initially, it was planned as a two yearprogram, with students completing 6-9 semester hours for 4 semesters (33 total semester credit hoursacross 2 academic years). Subsequent information from our students and from corporations indicatedthat this program will better suit the needs of the students if they can complete their required internshipover the summer. Students would complete an accelerated program, with 10 semester hours for 2semesters, 3 semester hours for a summer term, and an additional 10 hours for the subsequent fallsemester (total 33 credit hours across 1.5 academic years). This permits the students to complete theprogram in a shorter period of time and to compete for industry internships that tend to be madeavailable primarily during the summer months.

The initial fee request was for a program fee only during Fall and Spring semesters. This fee requestreplaces that structure, with fees charged for two Fall semesters, one Spring semester, and one Summerterm. This does not change the overall cost of the program to students, but would permit us toaccelerate the time for the degree while continuing to support the excellence of the program. The useand purpose of the fees remain the same as with the initial fee request.

We propose that this fee be assessed starting in Fall 2020 with students admitted to the program fromthat date forward. Students already completing the program will continue under the original feestructure:

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Fall Year 1

Spring Year 1

Summer Year1

Fall Year 2

Spring Year 2

Total

Current MS PSYC Program Fee

$3,500 $3,500 $0 $3,500 $3,500 $14,000

Requested MS PSYC Program Fee

$3,500 $3,500 $3,500 $3,500 N/A $14,000

There is no other program within a nationally prominent psychology department within the state of Texas or the southern region of the United States that provides a terminal Master’s degree in I/O psychology. There are nine programs in the United States. Three of these are in nationally prominent departments (George Mason, University of Central Florida, University of Maryland). Our I/O area currently ranks 6th in two sets of rankings related to faculty productivity in top I/O journals and none of these comparable programs are ranked as highly. Thus we are well positioned to competitively attract students to the program, and to provide training to support students and businesses in this region of the country. There are five I/O Psychology Master’s programs in Texas (see Appendix) and none of them are in nationally prominent departments. Students will benefit from completing training in I/O psychology in a nationally ranked program. They will be positioned to enhance their salary by about $30,000 per year, as the Bureau of Labor Statistics reports a mean annual salary of $92,320 for people with a master’s degree in I/O Psychology, compared to $31,000-$66,000 with a bachelor’s degree in psychology. To facilitate the placement of students in employment, the Director of the program is developing internship opportunities and relationships with businesses in the state. Our current faculty have established connections to many companies, including PepsiCo, RAND, Home Depot, Kinkos, and NASA Johnson Space Center, and the Director will be able to leverage these and other opportunities for students. The proposed fee of $3,500 per semester would result in an overall cost to the student of approximately $27,000, assuming resident graduate tuition (including tuition and university fees) for four semesters.

The funds generated by the fee will be used to enhance the program in ways that will increase the success of students completing the program, including the following: • Program Director. A full-time non-tenure track faculty member will fill this position and be

responsible for developing and implementing the concentration, recruiting top students, and developing internship opportunities. The Director will be charged with developing a curriculum that is skills-focused and responsive to the needs of employers, engaging in recruitment of students and identifying internship sites, offering professional development opportunities and feedback to students on application and interview materials, advising, and identifying potential employers. The Director will also be the instructor for two courses per year for the concentration. Approximate salary: $75,000.

• Instructional Assistant Professor (IAP). An IAP will be hired to teach required courses associated with the concentration, including courses that focus on complex human resource issues such as Personnel Psychology and Diversity in Organizations. This position will also assist with concentration development and advising.

• Operational Costs. Operational costs include thoughtful marketing to attract the best and brightest students. These costs also include computer equipment and supplies, and other costs associated with operations of the concentration.

• Scholarships. Most organizations now operate in a global market, and it is critical that students develop skills to interact with others with a variety of perspectives and experiences. Scholarships

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will be offered to a select number of students every year, on the basis of merit and need, with the aim of increasing the diversity of students in the concentration.

• Enrichment Costs. This includes support for the continued development of excellence in the I/Oarea and concentration, such as support for advanced doctoral students to assist with aspects of theconcentration.

We will admit about 20 students in each fall cohort. This enrollment will be increased to a maximum of forty admitted students per year, dependent on student success in placement, demand for the concentration, and availability of resources to support this growth.


We held two public meetings, both of which were largely attended by current students in theconcentration. One meeting was held by the Director for the Program during Fall semester 2018(with the first cohort of students admitted to the program). The other was held by the DepartmentHead during Spring semester 2019 (also with the first cohort). At both meetings, the structure of theprogram was discussed with the students. During both meetings, the students unanimously supportedthe implementation of a program that was of shorter duration and that would include a summerinternship experience. Given this clear consensus, we shifted the program for the students toaccommodate that format, but we cannot sustain the program without also shifting the fee structure.For this first cohort, all students placed at a summer internship site, including Merck, HP, TexasInstruments, TransOcean, and Critical Ops. This strong placement also suggests that summerinternships are well timed for students to gain this industry experience.


The Master of Science in Psychology with a concentration in Industrial/Organizational will eitherbe discontinued without the proposed summer fee, or we will have to revert to the 2-year programstructure (and fail to meet the needs of the students and the industry partners where they place forsummer internships).


We do not anticipate an ending balance.


Appendix A: Comparable Programs in the State and Nationally

DEGREE AWARDED LOCATION

IN STATE

Angelo State University MS in I/O Psychology San Angelo, TX

Lamar University MS in Applied Psychology, I/O Psychology concentration

Beaumont, TX

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Saint Mary’s University MA or MS in I/O Psychology San Antonio, TX

University of Houston – Clear Lake

MA in I/O Psychology Clear Lake City, TX

University of Texas, Arlington MS in I/O Psychology Arlington, TX

NATIONALLY

George Mason University MA in I/O Psychology Fairfax, VA

University of Central Florida MS in I/O Psychology Orlando, FL

University of Maryland MPS in I/O Psychology College Park, MD

Source: http://my.siop.org/GTP and each program’s respective website

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http://my.siop.org/GTP


Master of Science in Psychology with a concentration in Industrial-Organizational Psychology Program Fee




Number of Students Affected: 20 per yearCurrent Semester Credit Hours: 660 total per cohortProjected Semester Credit Hours: 660 total per cohort



BEGINNING BALANCE - Actual 0Estimated 0 0 0 0

RevenuesFees 178,500 178,500 0 178,500Total Revenues 178,500 178,500 0 178,500

ExpensesSalaries & Wages 120,000 120,000 0 120,000Fringe Benefits 18,000 18,000 0 18,000Departmental Operations 10,000 10,000 0 10,000Maintenance/Equipment 2,500 2,500 0 2,500Graduate student mentors/aides 15,000 15,000 0 15,000Internship Identification & support 13,000 13,000 0 13,000Total Expenses 178,500 178,500 0 178,500



6.41


College of Engineering -Master of Industrial Distribution Program Fee Effective Fall 2020


Background: The Master of Industrial Distribution (MID) is a distance based graduate degree in the College of Engineering designed for working professionals in industrial distribution and manufacturing channels. The program has been in existence for the past 18 years. The program prepares working professionals for management and leadership positions to grow and sustain distributors. The MID program has seen steady growth over the last 7 years. The program has received regional and national awards for excellence in distance education. Most of the courses are now Quality Matters certified. As a professional program, all aspects of the program activities are organized, supported and paid for by the program. As our students are professionals with a full time job and family, we provide all the logistics and support for their education.

MID Program Fee: The MID total program cost is proposed to be $54K, which includes all required tuition and fees. The current MID Program Fees is $6,000 in Fall and $4,000 in Spring. The current total cost of the program is around $48K.

This fee will be used to pay for the following expenses:

(1) Program Materials: All e-books, iPad, case studies, simulation software, and printed materials.

(2) Residency Week: Two mandatory residency weeks over the two-year distance education program in College Station, TX during August of each year. The program covers the hotel accommodations, all meals, transportation during the student’s time in College Station.

(3) Global Distribution Trip: All cost associated with in-country travel, accommodation and meals for the second year Global Distribution class.

(4) Capstone Project & Graduation: Final capstone project presentation and Graduation during May of each year. The program covers the events accommodations, transportation, meals and graduation cap & gown.

(5) Program Specialist: One full time staff to support the planning, logistics and execution of the above program activities. The staff will act as the student customer service support which includes registering for classes, shipping materials, coordinating and assisting the student’s travel.

(6) Graduate Teaching Assistant: There will be a need for two teaching assistants to support the faculty with grading of reports and supporting students.

(7) Program Director: The MID program director will receive 1/3 off-loading to lead, manage, and grow the program.

Justification: This fee is utilized to cover all direct expenses associated with the program expenses listed above. As a self-funded graduate program focused on working professionals, we are currently NOT able to provide the above services and support without the overall total program cost moving to $54K.

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We propose that MID $54K total program costs be assessed starting Fall 2020. The new programcost will be presented to current students for their input according with University and Systemregulation. The proposed fee and total cost of the program will clearly be provided in writing tostudents applying for Fall 2020. The cohort of students entering Year 1 in Fall 2020 will be assessedthe new proposed program fees. Students currently enrolled will be grandfathered and pay currentrates. In addition, this new fee will be discussed in the College of Engineering town hall meeting inOctober 2019.


The MID program will not be able to sustain their positions as leaders in a professional programtailored for professionals in the industrial channels without the ability to provide complete servicesas outlined above. There is no other source of funding for these expenses.



IV. Additional information

Data from respective University websites as of August 2018

Degree Program Current Total Cost of the 21 month program

Proposed Total Cost of the 21 month Program including the proposed

increase in Program Fees Master of Industrial

Distribution at Texas A&M

In-State: ~$48,500 Out-of-State: ~$63,300 All: $54,000

Comparable Professional Degrees University of Texas at Austin Executive MBA $129,500 University of Texas at Austin Professional MBA at Houston $113,775

University of Texas at Austin Professional MBA at DFW $113,775

Rice University MBA for Professionals $109,500 Southern Methodist University Professional MBA $ 93,696 Texas A&M Professional MBA $ 99,500

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College of Engineering - Master of Industrial Distribution Program Fee

Current Fee: $2,000.00 for Fall and Spring Current Total Program Cost - $48,000.00 for Summer Proposed Total Program Cost - $54,000.00


Basis: Course (sch, sem, student, etc.)




BEGINNING BALANCE - Actual 0Estimated (50,000) (50,000)


ExpensesSalaries & Wages 210,000 215,000 0 215,000Departmental Operations 125,000 125,000 0 125,000Books, iPad, Materials 150,000 160,000 0 160,000Residency Week 170,000 180,000 0 180,000Global Trip 130,000 140,000 0 140,000Capstone + Graduation 65,000 70,000 0 70,000Total Expenses 850,000 890,000 0 890,000

Increase/Decrease in Balance Revenues less Expenses (50,000) (90,000) 140,000 50,000

ENDING BALANCE (50,000) (140,000) 0

* Please note that fees are calculated for 50 students - The revenue is not a straight multiplier due to variablefee calculation as shown in Appendix A.

6.44


College of Engineering Master of Engineering in Technical Management Program Fee

Effective Fall 2020


Background: The Master of Engineering in Technical Management (METM) is a new distancebased graduate degree in the College of Engineering designed for working professionals inengineering and technology fields. The program prepares working professionals for managementand leadership positions to manage technical challenges. As a professional program, all aspects ofthe program activities are organized, supported and paid for by the program. As our students areprofessionals with a full time job and family, we provide all the logistics and support for theireducation.

METM Program Fee: The METM total program cost is proposed to be $54K, which includes allrequired tuition and fees.


(1) Program Materials: All books, laptop, case studies, simulation software, and printedmaterials.

(2) Residency Week: Two mandatory residency weeks over the two-year distance educationprogram in College Station, TX during August of each year. The program covers the hotelaccommodations, all meals, transportation during the student’s time in College Station.

(3) Capstone Project & Graduation: Final capstone project presentation and Graduation duringMay of each year. The program covers the events accommodations, transportation, meals andgraduation cap & gown.

(4) Program Staff: One full time staff to support the planning, logistics and execution of theabove program activities. The staff also will act as the student customer service support whichincludes registering for classes, shipping materials, coordinating and assisting the student’stravel.

(5) Graduate Teaching Assistant: There will be a need for two teaching assistants to support thefaculty with grading of reports and supporting students.

(6) Program Director: The METM program director will receive 1/3 off-loading to lead, manage,and grow the program.



We propose that METM $54K total program costs be assessed starting Fall 2020. The new programcost will be presented to current students for their input according with University and Systemregulation. The proposed fee and total cost of the program will clearly be provided in writing to

6.45

students applying for Fall 2020. All students (current and incoming) will be assessed the new proposed program fees. In addition, this new fee will be discussed in the College of Engineering town hall meeting in October 2019.


METM program will not be able to sustain their positions as leaders in a professional programtailored for professionals in the industrial channels without the ability to provide complete servicesas outlined above. There is no other source of funding for these expenses.






increase in Program Fees Master of Engineering in Technical Management

at Texas A&M

In-State: ~$38,000 Out-of-State: ~ 53,000 All: $54,000

Comparable Professional Degrees University of Texas at Austin Evening MBA $110,460 Rice University Professional MBA $104,500 Texas A&M University Professional MBA $99,500 Southern Methodist University Professional MBA $94,176

Texas Christian University Professional MBA $91,840


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College of Engineering - Master of Engineering in Technical Management Program Fee

Proposed Fee: $2,565 for Fall and Spring Total Proposed Program Cost - $54,000.00 for Summer (includes all tuition & fees)

Basis: course (sch, sem, student, etc.)

Number of Students Affected: 70-80Projected Student Enrollment: 70-80Projected Semester Credit Hours: 30

FY 2021Budget

BEGINNING BALANCE 0


ExpensesSalaries & Wages 240,000Departmental Operations 20,000Equipment 50,000eBooks, iPad, Materials 170,000Residency Week 200,000Capstone + Graduation 70,000Total Expenses 750,000


ENDING BALANCE 0

* Please note that the revenue is not a straight multiplier due to variable fee calculation

6.47


Master of Science in Data Science – Program Fee Effective Fall 2020

I. Programmatic justification and proposed use of the new fee.

The Texas A&M Colleges of Science and Engineering and the Texas A&M Institute of DataScience propose a new program fee for the Master of Science in Data Science. This is a newprogram that will begin in the Fall of 2020. Students will enroll at the start of Fall and completethree semesters. The proposed fee will be assessed on a semester basis as follows. We propose thatthe fee be assessed on all students who commence the MS in Data Science in Fall 2020, and allstudents joining in subsequent Falls. Since Fall 2020 will see the first cohort of students joiningprogram, no current student will be impacted by the proposed fee.

The proposed program fee is $4,000 per semester. Students will accrue 30 credit hours over 3semesters, i.e., $12,000 total in program fees during the course of their study. Total tuition plus allfees paid over the entire course will be $24,279 for in-state students, and $39,308 for out-of-statestudents. Comparison of tuition and fee structure of other programs is detailed in Section V below.

Fee Justification #1: Data Science graduate programs are in high demand by employers andstudents.

There is a large and growing demand from employers for graduates with skills and knowledge inData Science, possessing degrees that attest to the graduate qualification for such positions.Furthermore, the demand is growing across multiple sectors, not limited to the informationtechnology sector that has generated great advances in the systems and methods of Data Science,but also across application domains with Science and Engineering and beyond. Within Texas,companies in sectors of regional strength, including Agriculture, Energy and Transportation, seekto hire Data Scientists who can help them to grow and improve their businesses and services, andmaintain their competitiveness. In the existing landscape of Data Science education, universitiesneed to provide state-of-the art courses covering both the required range of Data Sciencefoundations, and also the practical experience in Data Science that will equip students with theexperience of real-world applications that will make them useful to employers and distinguishthem from students in other national programs. A program fee will be used mainly to support theoperation of innovative features that will give students a competitive edge in practical DataScience.

Fee Justification #2: The fee will support the program in providing an innovative Data ScienceCapstone course.

The Data Science Capstone course will provide a semester-long immersion in practical DataScience. In this course, mixed student teams from the MS Data Science and students from DataScience application domains will collaborate on a 1-semester research project proposed by facultymentors. Specifically, students will: (i) use knowledge of Data Science methods acquired duringprevious lecture-based courses; (ii) gain experience of working with real-world data; (iii) interactwith faculty mentors who are sponsoring their research project; (iv) learn how to plan and organizetheir work to meet project goals; and (v) practice communication skills including written and oralpresentation of their project results. (vi) learn to collaborate with students and/or faculty withdifferent disciplinary backgrounds. This course provides a pathway for MS Data Science students

6.48

to develop a track record for applied Data Science and gain insights in potential future domain-based opportunities. The student teams will engage with their project sponsor to understand the domain context and motivation for the project, expected outcomes, and plan their approach to the problem. The project work will encompass substantial portions of the data lifecycle. Non-technical aspects of project management will include project design and planning, setting goals and milestones, assessment and adjustment, challenges, pitfalls and strategies for collaborating in an interdisciplinary environment, written and oral presentation, working in teams, and preparing for end-of-project hand-off to the sponsor. Student will be mentored with a multi-level mentoring team comprising both faculty with domain expertise and also postdoctoral Data Science staff and researchers with core Data Science expertise.

Fee Justification #3: the fee is comparable with (or less than) its nearest geographic and subject matter equivalents.

The proposed MS in Data Science at Texas A&M combines a focus on computer science, computational programming and systems, statistical methods and algorithmic foundations for a 30 credit-hour on-campus program. The Table below displays total tuition and fees for related courses in Texas and elsewhere. Since not all programs charge a program fee, the total program cost to the student is shown for in-state and out-of-state students.

None of the programs at Texas A&M or more broadly in Texas are directly comparable to the proposed Texas A&M MS Data Science, due to different subject emphasis (statistics or analytics), target audience (professionals) or delivery method (online). Outside Texas, University of Michigan and Columbia University offer a campus-based regular MS in Data Science at significantly larger cost. Other online and professional based programs are similarly significantly more expensive. In summary, while there is no directly comparable program in Texas, equivalent programs outside Texas charge considerably more tuition and fees.

STUDENT COST FOR ENTIRE PROGRAM In-state Tuition + Fees Out-of-state Tuition + Fees Proposed MS Data Science 24,279 39,308 Related MS at Texas A&M College of Engineering Graduate Prog 19,974 35,003 MS Analytics (Prof.) 65,000 65,000 Related MS elsewhere in Texas Univ. Houston (MS Statistics and Data Science, 1 year hybrid)

17,955 33,615

Texas Tech (MS Analytics, 1 Year Prof) 20,000 30,000 SMU MS Data Science (online) 57,084 57,084 UT San Antonio (MS in Statistics and Data Science)

14,837 46,973

Other US regular MS Data Science University Michigan 34,692 70,017 Columbia Univ., NY 88,080 88,080 Other US Prof. MS Data Science University of Virginia 33,588 48,480 University of Washington 47,520 47,520

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Other US Online MS Data Science UC Berkeley 66,150 66,150 Northwestern 53,148 53,148 University of San Francisco 45,760 45,760 University of Michigan 31,688 42,262

Use of the Fee

The fee supports essential activities in the Colleges of Engineering and Science and the Texas A&M Institute of Data Science for the new MS in Data Science program.

(1) Colleges of Science and Engineering: for instruction and management of the new Data ScienceCapstone course. This innovative instruction-intensive hands-on practical course will preparestudents for employment in interdisciplinary Data Science; the costs will support a faculty for a totalof $86,186 plus 25% benefits per year.

(2) Texas A&M Institute of Data Science (TAMIDS):(i) TAMIDS will coordinate the program between participating departments, and administer

admissions, advising and course registration management. Providing this function will entail 50%effort per calendar year for an administrative coordinator amounting to $27,094 salary plus 25%benefits.

(ii) TAMIDS Data Scientists will provide interdisciplinary mentorship to Data Science Capstonestudents. This function will entail 20% equivalent effort for a Data Scientist amounting to $16,000salary plus 25% benefits per calendar year.


No public hearing or referendum is required. There are no current students in the program.


(1) Colleges of Science and Engineering will not be able to support faculty involvement in DataScience capstone projects

(2) Texas A&M Institute of Data Science will not be able to support program coordination andmentorship in the program.


No ending balance anticipated. Any ending balance will be retained to support following yearoperations.


To ensure the long-term competitiveness of the MS in Data Science Program, the amount ofprogram fee may be increased each year by a percentage change that is equal to the most recentpercentage change in the Higher Education Price Index (HEPI), published by Commonfund, anasset management firm located at 15 Old Dansbury Road, Wilton, CT.

6.50


Master of Science in Data Science - Program Fee



Number of Students Affected: 20Projected Student Enrollment: 20Projected Semester Credit Hours: 21 (Fall Yr 1: 12, Spring Yr 1: 9; Fall Yr 2: 9)

FY 2021Budget

BEGINNING BALANCE 0

RevenuesFees 160,000Interest 1,600Total Revenues 161,600

ExpensesSalaries & Wages Total 129,280Fringe Benefits (25%) 32,320Total Expenses 161,600


ENDING BALANCE 0

6.51


School of Law Non-JD, Distance Education Program Fee Increase (M.Jur.)


The School of Law requests a change in total tuition and fees for online graduate programs beginning in FY 2021. Following the change, total tuition and fees will be $1,100 per credit hour for the M.Jur. degree. This change will apply to both Texas residents and nonresidents. As a result of the change, the total cost of the M.Jur. (30 credits) will be $33,000.

The rationale for the change is as follows. The School of Law is currently charging resident students $32,020 and nonresident students $38,796.50 for the M.Jur. As a result of this differential in the pricing of the program based on residency, only 12 percent of our online M.Jur. students are nonresidents. However, the opportunity to grow the program is in the out of state market. As an online degree program, in order to be competitive in the market, the program should be charged at a single rate regardless of residency. This enables the program to be marketed both in and out of state in competition with similar online programs.

The fee will be used to defray the costs of the program and law school overhead

II. Public hearing and/or student referendum requirements.

No public hearing or student referendum is required. III. Budget impact if fee request is not approved

If this new model of a single, all-inclusive semester credit hour rate is not approved, we will continue to struggle to grow the enrollments of this online degree as we will not be able to maintain the competitiveness in the market. In addition, it would mean the university and the School of Law is forgoing revenue that can be used to improve online delivery of degree programs.

The School of Law estimates that revenue will be approximately $750,000 lower if the fee request is not approved, largely because the program will be less attractive to nonresident students.


There is no planned ending balance. V. Additional information

6.52


School of LawNon-JD, Distance Education School of Law (M.Jur.)



Number of Students Affected: 335Projected Student Enrollment: 335Projected Semester Credit Hours: 4,308

FY 2021Budget

BEGINNING BALANCE 0


ExpensesSalaries & Wages 925,540Fringe Benefits 183,260Departmental Operations 3,630,000Total Expenses 4,738,800


ENDING BALANCE 0

6.53


School of Law Non-JD, Distance Education Program Fee Increase (LL.M.)


The School of Law requests a change in total tuition and fees for online graduate programsbeginning in FY 2021. Following the change, total tuition and fees will be $1,375 percredit hour for the LL.M. degree. This change will apply to both Texas residents andnonresidents. As a result of the change, the total cost of the LL.M. (24 credits) will be$33,000.

The rationale for the change is as follows. The School of Law is currently chargingresident students $25,452.80 and nonresident students $30,831.60 for the LL.M. As anonline degree program, in order to be competitive in the market, the program should becharged at a single rate regardless of residency. This enables the program to be marketedboth in and out of state in competition with similar online programs. Our market researchindicates that peer schools charge substantially more for similar degrees, and this increasein our tuition and fees will allow us to reach a broader group of students, particularlyoutside Texas and keep the LL.M. financially viable.

The fee will be used to defray the costs of the program and law school overhead.


No public hearing or student referendum is required for this fee.


If this new model of a single, all-inclusive semester credit hour rate is not approved, wewill continue to struggle to grow the enrollments of this online degree as we will not beable to maintain the competitiveness in the market. In addition, it would mean theuniversity and the School of Law is forgoing revenue that can be used to improve onlinedelivery of degree programs.

The School of Law estimates that revenue will be approximately $350,000 lower if the feerequest is not approved.


There is no planned ending balance.


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School of LawNon-JD, Distance Education School of Law (LL.M.)




FY 2021Budget

BEGINNING BALANCE 0


ExpensesSalaries & Wages 175,000Fringe Benefits 32,340Departmental Operations 811,535Total Expenses 1,018,875


ENDING BALANCE 0

6.55

TEXAS A&M UNIVERSITY at GALVESTONSummary of Proposed Fee Changes

Effective Fall 2020





7.1

Request for Increased Student Fee TEXAS A&M UNIVERSITY at GALVESTON Designated Tuition & University Advancement Fee


Texas A&M University at Galveston proposes an increase of 2.9% to variable rates with an up to 8% premium on guaranteed rates. This increase impacts the following: new undergraduate students either transferring or enrolling for the first time, undergraduate students not completing their program within the specified timeframe, undergraduate students on a variable rate plan, and all graduate students. This proposal does not impact currently enrolled undergraduate students who previously chose the guaranteed tuition and fee plan and have not exceeded the specified timeframe of their degree program. The increased revenue will be used to continue our strategic goals of recruitment and retention using our student success initiatives. Examples of funding investments include:

• Increasing support for academic advisors as part of our student success initiatives • Addressing inflationary costs associated with fixed costs such as utilities and property

insurance and increasing SSC baseline fee • Providing increased financial assistance as required by state statute


Public hearings were held October 9th and 25th at the Galveston campus to discuss the proposed increase.


If the proposed fee request is not approved, inflationary costs will be addressed through a reduction in services or internal funding reallocations.

IV. Justification for ending balance No ending balance is anticipated. V. Additional information

7.2

Request for Increased Student FeeTEXAS A&M UNIVERSITY AT GALVESTON

Designated Tuition

Variable FixedCurrent Fee: $178.20 $195.69 for Fall and Spring

$178.20 $195.69 for SummerProposed Fee: $183.35 $212.36 for Fall and Spring

$183.35 $212.36 for SummerBasis: sch (sch, sem, student, etc.)

Variable First Time FixedNumber of Students Affected: 350 400Current Semester Credit Hours: 4,200 4,800Projected Semester Credit Hours: 6,930 7,920

FY2020 FY2021Budget Proposed

FY FY2019 without Increase FY2021Budget fee increase (Decrease) Budget

BEGINNING BALANCE - Actual 1,080,265Estimated 1,455,265 1,455,265


ExpensesSalaries & Wages 1,325,670 1,352,183 50,000 1,402,183Fringe Benefits 397,700 405,655 15,000 420,655Departmental Operations 5,203,500 5,300,000 0 5,300,000Equipment 300,000 350,000 0 350,000Scholarships and Fellowships 1,225,000 1,250,000 30,000 1,280,000Total Expenses 8,451,870 8,657,838 95,000 8,752,838

Increase/Decrease in Balance Revenues less Expenses 375,000 (109,339) 72,716 (36,624)

ENDING BALANCE 1,455,265 1,345,926 1,418,641

7.3


University Advancement Fee






FY2019 without Increase FY2021Budget fee increase (Decrease) Budget

BEGINNING BALANCE - Actual 1,207,749Estimated 1,647,679


ExpensesVessel Operations 0 0 74,250 74,250Salaries & Wages 180,263 483,868 0 483,868Fringe Benefits 54,079 145,160 0 145,160Departmental Operations 3,704,000 3,704,000 0 3,704,000Total Expenses 3,938,342 4,333,028 74,250 4,407,278


ENDING BALANCE 1,647,679 71,972 1,719,651

7.4

TEXAS A&M UNIVERSITY-CENTRAL TEXASSummary of Proposed Fee Changes

Effective Fall 2020

PAGE FEE DESCRIPTION BASIS CURRENT INCREASE PROPOSEDTuition & Fee Plans (variable and guaranteed) Texas A&M University-Central Texas will not seek an increase in Designated Tuition by the inflationary rate for their guaranteed or variable rate tuition and fee plans but is requesting this

increase for Fall 2021.






Differential Tuition8.6 College of Business SCH New $22.508.12 Engineering/Engineering Technology SCH New $38.00



*The University Services Fee per semester credit hour rate is being rolled into the DesignatedTuition rate, which will eliminate the need for a separate University Services Fee. This changewill allow more flexibility in the programmatic use of the funds, as well as provide betterefficiencies for our military/military-affiliated students to more fully utilize their tuition assistance.The rate reflected here is for an undergraduate resident student on the variable rate plan.


8.1

Request for Increased Student Fee TEXAS A&M UNIVERSITY - CENTRAL TEXAS

Designated Tuition & University Services Fee Consolidation Effective Fall 2020


Texas A&M University-Central Texas, a community partner with Fort Hood, always seeks ways in which itcan be military friendly and responsive to the needs of our military/military-affiliated students. As such, theUniversity proposes to consolidate its University Services Fee (USF) into designated tuition, which wouldallow us more flexibility in the programmatic use of the funds, as well as provide better efficiencies for ourmilitary/military-affiliated students to more fully utilize their tuition assistance.

At the present time, our designated tuition is charged on a semester credit hour basis, and we have multipledesignated tuition rates based upon classification (undergraduate, graduate) status (resident, non-resident),and plan (guaranteed and variable). In that same regard, TAMUCT’s current USF is a blended ratecombined of both per semester credit hour and per student charges, so it was not an apples to applescomparison to add the two items together (USF to designated tuition) to achieve the new rate. So the firsttask was to convert USF into a true semester credit hour rate, add in the percentage for the designatedtuition mandated financial aid set-asides to hold departments harmless that are budgeted with USF, then addthat new calculated rate to our current designated tuition rate to affect the change. Please note thatTAMUCT is not seeking an inflationary increase to designated tuition in fall 2020 as a result of this changein methodology, but do seek authority to implement an inflationary increase in fall 2021.

In addition to consolidating USF into designated tuition, Texas A&M University-Central Texas alsorequests the ability to change its current guaranteed rate plan structure from 4 years for students entering asa sophomore, 3 years for students entering as a junior, and 2 years for students entering as a senior to 3years regardless of their classification when they enter. This will greatly assist with Banner programming,somewhat reduce the workload, and provide ease for students in locking in their guaranteed rate.


A student fee hearing will be held prior to the October/November 2019 Board of Regents meeting.


If the proposal is not approved, military students will continue to be limited at TAMUCT in their ability touse their tuition assistance programs, creating a financial hardship for them. Without this adjustment,TAMUCT will continue to be significantly uncompetitive with proprietary institutions that permit thesestudents to more broadly apply their tuition assistance.


No ending balance anticipated


One semester credit hour rate charge of USF under our current plan is $90.83, the newly converted USFrate (all items based on SCH instead of a blend of SCH and per student rates) under this proposal is $61.73per semester credit hour. When combined with designated tuition, this results in a new undergraduateresident rate of $204.07 per semester credit hour for designated tuition.

8.2

Request for Increased Student FeeTEXAS A&M UNIVERSITY-CENTRAL TEXAS

Designated Tuition & University Services Fee Consolidation




Number of Students Affected:Current Semester Credit Hours: 49,707Projected Semester Credit Hours: 49,707




RevenuesFees 9,756,449 9,756,449 0 9,756,449LESS: Exemptions & Waivers (1,756,161) (1,756,161) 0 (1,756,161)Total Revenues 8,000,289 8,000,289 0 8,000,289

ExpensesSalaries & Wages 3,994,277 3,994,277 0 3,994,277Wages 110,720 110,720 0 110,720Fringe Benefits 864,264 864,264 0 864,264Operations & Maintenance 1,783,449 1,783,449 0 1,783,449Equipment (Capital) 20,000 20,000 0 20,000Scholarship 608,000 608,000 0 608,000Total Expenses 7,380,710 7,380,710 0 7,380,710


ENDING BALANCE 619,579 1,239,157 1,239,157

8.3


Student Service Fee Effective Fall 2020


Texas A&M University-Central Texas (TAMUC) is currently charging one of the lowest student service fees in the state. In order to make the enhancements below to student support programs, the University is recommending increasing the current student service fee of $19.80/SCH to $23.00/SCH with a legislative maximum of $250/SEM. Even with this increase, TAMUCT will remain below the average charged within the state, with our state peer average at $27.22/SCH. This fee increase allows the university to remain competitive and affordable in offering high quality programs for our students as described with the below enhancements: • Academic support and student success programs (increase in tutoring subjects and hours of

availability, peer mentoring and success coaching, etc.) • Career success programs and employer outreach (increase internship opportunities for

students and other career development programs) • Campus activities and campus life events (family-embracing events, evening and weekend

programs, and other campus life and inclusion programs voted on by the students) II. Public hearing and/or student referendum requirements

• As required by state law, the Student Affairs Advisory Council voted and recommended the

fee on February 15, 2019. • Forum and presentation to SGA on February 22, 2019. There were two additional student

forums held on April 30, 2019, at 12:00pm and 5:00pm. • Student fee voting referendum held on May 2, 2019, and May 3, 2019, which passed with

58% (simple majority needed). III. Budget impact if fee request is not approved

• Critical campus life programs like academic support and career development programs will

not improve to keep the current demand of students. In some areas we have seen approximately 100% in growth of utilization by students in two years.

• Some programs will have to reduce staffing, for example internship programs, to meet the budgetary revenue of the existing fee structure.

• Key campus life programs that recruit and retain students by providing a sense of community will be negatively impacted. These student life programs are desired by students.


• In FY 2019, expenses are expected to exceed revenues by approximately $214,140 due to

previous declining enrollments and relocation of the dean of student affairs salary from designated tuition to student service fee.


8.4


Student Services Fee







BEGINNING BALANCE - Actual 300,000Estimated 210,860 210,860


ExpensesSalaries & Wages 699,563 699,563 34,000 733,563Fringe Benefits 175,335 175,335 10,911 186,246Departmental Operations 170,102 170,102 0 170,102Total Expenses 1,045,000 1,045,000 44,911 1,089,911


ENDING BALANCE 210,860 121,720 121,720

8.5

Request for New Student Fee TEXAS A&M UNIVERSITY-CENTRAL TEXAS

College of Business Administration Differential Tuition Effective Fall 2020


Justification Background

Originally part of two private institutions, (American Technological University and the University of Central Texas), and then a branch campus of Tarleton State University in 1999, Texas A&M University-Central Texas (A&M-Central Texas) became a standalone university in 2009. In 2013, A&M-Central Texas received initial accreditation with no recommendations from the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC), and in 2018, was reaffirmed again with no recommendations. As of spring 2019, A&M-Central Texas’s headcount enrollment was 2,334 with 1,852 undergraduate and 482 graduate students.

With over 1,137 students (49% of overall university headcount), the College of Business Administration (COBA) is the largest of the three colleges within A&M-Central Texas. COBA’s current Strategic Plan, drafted by faculty in 2014 and adopted in January 2015, includes initiatives and goals in the areas of student success, academic excellence, faculty excellence, community engagement, and accreditation—with seeking accreditation from the Association for the Advancement of Collegiate Schools of Business (AACSB) a high priority. While the current Accreditation Council of Business Schools and Program’s (ACBSP) accreditation had been sufficient for a business college within a regional teaching institution, AACSB accreditation is fundamental to remaining competitive, evidenced by all A&M system schools either in the process of or already are AACSB accredited. In April 2019, COBA achieved a significant milestone when its Initial Self-Evaluation Report (iSER) was accepted by AACSB, validating the college’s plan to meet all AACSB standards within three years. This proposal will detail the rationale and planned distribution of the differential tuition funds needed to support the execution of COBA’s Strategic Plan initiatives, including AACSB accreditation.

Precedent

A&M-Central Texas is proposing an initial $22.50/SCH differential tuition charge for all COBA-declared majors effective fall 2020. The university is also requesting that the differential tuition amount be increased by the same percentage of any general designated tuition increases made available through the inflationary rate.

The requested differential tuition rate is below other Texas A&M University system campuses that charge on a semester credit hour (SCH) basis. For 2018-19, Tarleton State University charged $28.54/SCH for undergraduate students and $24.95/SCH for graduate students; A&M Commerce charged $25.00/SCH for graduate courses; West Texas A&M charged $36.98/SCH for undergraduate students and $35.22/SCH for graduate students; and Texas A&M Corpus Christi charged a flat supplemental rate of $77.51 per undergraduate business student and $90 per graduate student per term.

In June 2017, the Austin American Statesman described A&M-Central Texas as the most affordable public education opportunity in Texas. At most, the requested tuition differential will add an additional $270.00 per semester per undergraduate student, likely keeping A&M-Central Texas in the bottom quartile of all Texas public university programs in terms of overall full-time cost.

PROPOSED INITIATIVES ALIGNED WITH THE COBA STRATEGIC PLAN

Improve Faculty Excellence by Attracting Quality Faculty

Over the past few years, COBA has been able to hire several new faculty, significantly reducing the reliance on adjunct faculty, raising the percentage of terminally-degreed faculty, and improving the quality of the education provided. All new faculty have been meeting the highest level of AASCB qualifications, Scholarly Academic (SA). Although AACSB sufficiency ratios are met in the graduate programs, COBA has a small gap in meeting sufficiency requirements in some undergraduate areas, particularly computer information systems (CIS) and

8.6

business communications. In order to meet the AACSB requirements and to align with the COBA’s Strategic Plan, two highly-qualified CIS faculty and one highly qualified faculty member in business communications are needed, but new funding is limited.

The CIS student enrollment has grown 25% over the past three years without any new full-time faculty, thereby creating a ceiling for growth, as well as additional workload for current faculty. Due to the pressing need to meet student demand, COBA hired the first of the two CIS faculty for 2019-20 from budgeted funds; however, additional resources are needed to hire the second for 2020-21. This position will be at the associate professor level and fill several needs. As the CIS department presently has only one senior faculty member, this hire will bring with it needed experience to support student engagement as well as general leadership support. An associate professor position will also add additional research production and mentorship capabilities to help meet AACSB Standard 2 on Intellectual Contributions. This position would come at an estimated cost of approximately $138,600 (including benefits).

Also funded by the differential tuition, a business communications faculty member will be hired for fall 2021 at a cost of approximately $104,000 (including benefits). The business communications position is also critical due to the writing skill barriers faced by many non-traditional students who may have completed their introductory communications courses years ago. While the university’s current SACSCOC Quality Enhancement Plan focuses on improving student writing, COBA does not have a full-time faculty member focused solely on student writing skills —a proficiency that could significantly improve student learning in this critical area.

Finally, COBA’s staffing has been has reorganized over the past two years and available funding has been applied towards recruiting high-quality faculty who publish in top peer-reviewed journals. However, the strategy of redirecting salary savings is not sustainable. If a faculty position is vacated over the next 3 years, COBA will be very constrained in its ability to attract similar, if not better-qualified faculty given that faculty salaries are more than 10% the state mean for comparable institutions already. As such, COBA anticipates needing at least $6,000 each year for 3 years ($20,400 total) to be available and increase the entry-level salary point in response to faculty turnover that averages 1-2 positions a year.

Goal: Hire two new CIS faculty members (one funded by differential tuition), one business communications faculty member; have the ability to continue to attract highly qualified new faculty with competitive salaries.

Improve Community Engagement with Experiential Learning Opportunities

One area in the COBA Strategic Plan that has yet to be realized is formalizing student internship opportunities, often an essential pathway for student employment post-graduation. COBA’s internship structure necessitates a faculty member to sponsor and work with the student and employer supervisor thereby ensuring the experience is meaningful and applicable to the student’s degree program. Presently, it is very difficult for students to find faculty sponsors for internship credit due to the time commitments involved on the part of the faculty (with no associated remuneration). COBA is forming an ad hoc committee in the fall 2019 to review standardizing the syllabus and internship requirements to make the internship process more efficient and reduce the faculty development-time commitments. With the differential tuition funds, beginning in 2020-21, COBA will appoint a COBA internship coordinator who will work with Career Services to identify COBA internship opportunities as well as work with the students and their internship placement. The internship coordinator will assist faculty with facilitating the internship process, likely resulting in more faculty inclined to oversee internships. The COBA internship coordinator will receive a stipend of approximately $5,000 ($6,100 direct cost with benefits) and one course release for time involved (indirect cost of $6,100).

Goal: Increase faculty-sponsored internships for students to approximately 20 annually, thereby improving students’ career opportunities post-graduation.

Improve Student Success through Academic Advising

Another high priority for COBA and A&M-Central Texas is to improve academic support to its students. An internal audit conducted as part of the preparation for the AACSB iSER submission, confirmed that COBA has a deficiency in overall student support staffing (AACSB Standard 7). Presently, COBA has two designated staff

8.7

advisors (one of who is being paid with a fee account that we need to use for other purposes) to serve over 1,100 students—leaving COBA well short of the optimal ratio of 1 advisor:400 students (accepted industry standard) and not accounting for anticipated growth in the coming years. While faculty also share in student advising, most are 9-month faculty and thus not available for student advising during the summer and winter breaks, periods of travel for conferences and research, and times for instructional preparation and delivery. With fewer advisors than needed and faculty advisors not available certain times of the year, newly admitted students often have to wait some period of time to meet with an advisor, which does not promote the welcoming student culture we wish to promote.

To address this critical student success need, COBA intends to bring on a third advisor with the differential tuition funds at an approximate cost of $45,900 (including benefits) no later than the fall 2021, as well as fund the advisor presently funded through a fee account no later than fall 2022, also an approximate cost of $45,900. To meet student advising needs as soon as possible, COBA will attempt to hire the third advisor in 2020 with some temporary one-time salary savings. The two differential tuition funded positions (one new and one existing) will allow for staff members to be more readily available and better able to support student success. In turn, faculty time now spent advising could be reallocated to improving their curriculum, providing quality classroom experiences for their students, and producing high-quality scholarship.

Goals: Bring advising ratio closer to best practices at 1 advisor to 400 students and significantly reduce the time from admissions to advisement. More effectively utilize faculty resources.

Improve Academic Excellence through Faculty Development

In its pursuit of academic excellence, COBA has spent considerable time and effort developing and implementing new Assurance of Learning (AoL) goals for all its academic programs over the past several years. Faculty have been trained in the most up-to-date assessment methods; and now, on an ongoing basis, discuss when and where continuous improvements can be made for student learning. COBA has improved its curriculum and most programs have undergone extensive program review. COBA faculty are producing high-impact applied research and can immediately convert their research into curriculum that includes leading edge practices.

While these trends are very encouraging, we need additional funding for external training and development opportunities for faculty to continue our significant improvement initiatives. With the differential tuition funds, beginning in 2022-23, COBA intends to provide $600-700 a year ($29,500 total) beyond what is presently allocated in faculty development funds. This funding will allow faculty to participate in more disciplinary-specific learning opportunities that can be transferred into the classroom setting and become part of COBA’s larger Assurance of Learning design and success.

Goal: Improve support of faculty development opportunities that transfer into academic excellence in the classroom.

Improving Accreditation Efforts with Administrative and Financial Support

In spring 2019, COBA expanded to occupy two floors and three suites of faculty offices. To support the third suite of faculty and students within the programs, COBA seeks to add an administrative assistant position. Because there are greater priorities to improve student success and learning, COBA will delay this expense until fall 2022, when it will then seek to hire an Administrative Assistant III at an approximate cost of $34,320 (including benefits).

Lastly, while accreditation provides many benefits, those benefits also come with significant costs, either in direct membership dues and fees or through necessary travel to maintain currency with expectations and the Standards. COBA is presently funding these accreditation expenses at the cost of other COBA initiatives. Thus, from the differential tuition funds, COBA intends to allocate $18,880 a year, beginning in 2022-23, towards accreditation-related expenses, freeing up previously allocated resources for more direct student and faculty needs.

Goal: Additional administrative assistant support to students and faculty; be able to reallocate accreditation expenses to teaching and learning resource support.

8.8

RESOURCE ESTIMATES WITH PROPOSED NEW RATES

For the most recent academic year (2018-19), COBA courses produced approximately 25,000 student credit hours (SCH). A $22.50/SCH differential tuition would have produced approximately $562,500 in additional funds. However, with the mandated tuition set-asides, the high number of students using the Hazlewood Act exemption, and the tuition cap program (i.e., no additional tuition received for anything over 12 SCHs), COBA estimates use at 80% of the gross amount or approximately $450,000 annually.

If the proposal is approved in fall 2019, the earliest any differential tuition will be realized is fall 2020. Even then, the new tuition would only come from new students or those students who selected the variable tuition plan previously, as continuing students who chose the guaranteed tuition plan would not be subject to the increase. Thus, it is estimated that a 3-year phase-in will be needed to capture all COBA students paying the proposed differential tuition.

FY21 (2020-21) - $157,500 (approximately 35% of students paying) FY22 (2021-22) - $315,000 (approximately 70% of students paying) FY23 (2022-23) - $450,000 (approximately100% of students paying)

In calculating the above revenue, the assumptions included a 3-year flat enrollment to be conservative. If historical growth trends continue, COBA enrollment and SCH should grow approximately 3-5% annually and would be able to fund additional opportunities.


A student fee hearing will be conducted prior to the October/November 2019 Board of Regents meeting.


Without the approval of COBA’s differential tuition request, achieving the college and university’s goals within their respective strategic plans will be extremely difficult. It is highly unlikely that attaining AACSB accreditation will be successful on the present timeline of 2022-23 in the absence of differential tuition. Due to campus’s relative youth, it does not yet have robust contributions from alumni, and it did not receive significant enough operational increases from the legislature in the most recent session to cover the needs. COBA has until spring 2022 to close all the gaps identified in its initial Self Evaluation Report (iSER), of which staffing the faculty and support positions are critical. If COBA is unable to meet all Standards by 2022, COBA will be forced to cease its seeking accreditation process and start from the beginning again thus having long-range negative impacts on faculty and staff morale possibly affecting the quality of teaching and learning.

In section V below, Table I displays the initiatives that would be funded by differential tuition; Table II displays initiatives that are planned through budgeted funds and anticipated growth; and Table III displays programs to be covered through new fundraising efforts. However, with the AACSB accreditor’s expectations, growth and external funding are far less certain than differential tuition, which was included as part of COBA’s iSER. Neither COBA, nor A&M-Central Texas, intends for its students to bear an undue burden, and therefore the proposed $22.50 is less that the $25.00 or $30.00 per SCH that was considered in earlier models will also be the lowest comparable charge in the A&M System.

IV. Justification for ending balance:


8.9


Table I: Critical Needs to be funded through DIFFERENTIAL TUITION

Table II: Important Needs to be funded through APPROPRIATIONS/GROWTH

Position and Support NeedsCost (Including

Benefits) Funding SourceInitial Funding

Year

Assistant Lecturer of CIS $85,800 State/Growth 2019-2020

Associate Dean $178,200 State/Growth 2019-2020

Assistant Professor of Management (2) $245,520 State/Growth 2020-2021

Visiting Lecturer Conversion to Permanent $87,750 State/Growth 2021-2022

Market Based Salary Adjustments $375,000 State/Growth 2019-2022

TOTAL $972,270

Table III: Important Needs to be funded through EXTERNAL FUNDING

Other Support NeedsCost (Including


Year

Student Scholarship and Travel Support $20,000 External 2020-2021Student Organization Support $6,000 External 2020-2021Faculty Award Support $5,000 External 2020-2021OPEN and SUSTEX Sponsorship $24,000 External 2020-2021COBA Distinguished Speaker Event $5,000 External 2021-2022Faculty Research Stipends $12,000 External 2021-2022Student Managed Investment Fund $50,000 External (one-time) 2021-2022

TOTAL $122,000

Position and Support Needs Cost (Including

Benefits) Funding Source Initial Funding

Year Associate Professor of CIS $138,600 DDT 2020-2021 Experiential Learning Support $12,200 DDT 2020-2021 Hiring Replacement Costs $6,700 DDT 2020-2021

2020-2021 Subtotal $157,500

New Student Advisor II $45,900 DDT 2021-2022 Assistant Professor of Business Communications $104,000 DDT 2021-2022 Hiring Replacement Costs $7,600 DDT 2021-2022

2021-2022 Subtotal $157,500

Student Advisor Currently on Fee Money $45,900 DDT 2022-2023 Faculty Development Support $29,500 DDT 2022-2023 Administrative Assistant III $34,320 DDT 2022-2023 Accreditation Support $18,880 DDT 2022-2023 Hiring Replacement Costs $6,400 DDT 2022-2023

2022-2023 Subtotal $135,000

$157,500 DDT 2020-2021 $157,500 DDT 2021-2022 $135,000 DDT 2022-2023

TOTAL $450,000

8.10

Request for New Student FeeTEXAS A&M UNIVERSITY-CENTRAL TEXAS

College of Business Administration Differential Tuition



Number of Students Affected: 420Projected Student Enrollment: 1,200Projected Semester Credit Hours: 8,750

FY 2021Budget

BEGINNING BALANCE 0


ExpensesSalaries & Wages 120,400Fringe Benefits 36,988Set Asides 39,375Total Expenses 196,763


ENDING BALANCE 112

8.11


Engineering/Engineering Technology Differential Tuition Effective Fall 2020


Texas A&M University-Central Texas (TAMUCT) implemented a MechanicalEngineering Technology (MET) Bachelor of Science degree program in Fall 2019, whichwas approved by the Texas Higher Education Coordinating Board in February 2019. Thedevelopment and implementation of this degree program is the result of a long-standingdesire to have a robust engineering program at TAMUCT. The program is an outgrowth oflocal student, employer, and community interest and received strong support from TheTexas A&M University System. Classes began with the first cohort of students in Fall2019, and the next developmental step is ABET Accreditation. This MET degree programis also intended to be the first step towards developing engineering programs for theCentral Texas region.

Mechanical engineering technology at TAMUCT focuses on the applied aspects of scienceand engineering to prepare graduates for practice in product improvement, manufacturing,engineering operation, sales, production, and implementation of mechanical systems. Thegoal of the Mechanical Engineering Technology program is to prepare well-educated,highly skilled, and socially and professionally responsible engineering technologists from adiverse population of students to create productive and rewarding careers.

This proposal seeks to impose a differential tuition rate of $38.00/SCH on those studentswho have a declared engineering or engineering technology major at TAMUCT. Fundsfrom the tuition increase will be reinvested in the program to increase tenure track facultymembers and improve laboratory resources for the program. The use of these funds isconsistent with requirements for ABET accreditation.

(1) Increase percentage of course taught by tenure/tenure-track faculty. According theCUPA-HR data for the 2017-2018 academic year, Mechanical Engineering faculty mediansalaries run 25% higher than the average faculty salary at TAMUCT. For example, anAssociate Professional will cost the program $89,824 compared to a university median of$72,330. More tenured faculty will be required for ABET accreditation.

The faculty serving in the program must be of sufficient number to maintain continuity, stability, oversight, student interaction, and advising. The faculty must have sufficient responsibility and authority to improve the program through definition and revision of program educational objectives, student outcomes, and a program of study fostering attainment of student outcomes. – ABET, 2019-2020 Criteria for Accrediting Engineering Technology Programs

Currently the program has one tenure-track faculty member. As the student enrollment increases and both junior and senior level students are enrolled, additional tenure-track faculty members will be required. An increased tuition will support the hiring of these faculty members.

8.12

(2) Support hands-on laboratory experiences including a lab coordinator, increasedlaboratory equipment, and improve laboratory materials. The express purpose of the METdegree is to provide hands on experience for students. High quality, work-place realisticequipment will be needed that is up-to-date. This will require ongoing funds to grow theequipment base as well as keep it state of the art. The senior design class will particularlyneed additional equipment to respond to industrial mentors and student preferences. ABETalso address these needs.

Classrooms, offices, laboratories, and associated equipment must be adequate to support attainment of the student outcomes and to provide an atmosphere conducive to learning. Modern tools, equipment, computing resources, and laboratories appropriate to the program must be available, accessible, and systematically maintained and upgraded to enable students to attain the student outcomes and to support program needs. Students must be provided appropriate guidance regarding the use of the tools, equipment, computing resources, and laboratories available to the program. – ABET, 2019-2020 Criteria for Accrediting Engineering Technology Programs

In addition, a laboratory coordinator will be needed to maintain and aid students. This is an additional cost to the program.


A student fee hearing will be held on campus prior to the October/November 2019 Boardof Regents meeting.


If the new fee is not approved, critical resources will not be available to fully meet therigorous requirements of the degree program.


No ending balance is anticipated.


8.13


Engineering/Engineering Technology Differential Tuition




FY 2021Budget

BEGINNING BALANCE 0


ExpensesDepartmental Operations 6,840Total Expenses 6,840


ENDING BALANCE 0

8.14


Health Center Fee Effective Fall 2020


TAMUCT is one of few higher education institutions in the state not currently charging the Health Center Fee. To make enhancements to counseling, wellness, and health programs, the university is recommending adding this fee at a flat rate of $35 per student for the fall or spring semesters and $25 per student for the summer semester. TAMUCT will remain below the average amount charged within the state, with our state peer average at $36.33 for a fall, spring, and summer semesters. This fee increase allows the university to remain competitive and affordable in offering high quality programs for our students as described below: • Increased counseling availability for students to reduce current wait times of four weeks • Tele-mental health (the availability for online counseling for students who are not able to

visit campus) • Preventative and educational health programs (wellness fairs and workshops, including

nutrition and health preventative topics; seasonal health clinics, such as flu shots; and other annual testing clinics, like STD testing and other programs.)



fee on 2/15/19. • Forum and presentation to SGA on 2/22/19. There were two additional student forums held

on 4/30/19 at 12:00pm and 5:00pm. • Student fee voting referendum held on 5/2/19 - 5/3/19 which passed with 52% (simple

majority needed). III. Budget impact if fee request is not approved

• Continued wait times of approximately four (4) weeks for students to see a counselor. • Staff burn-out due to high case load. High director case load of 70 patients with peers at 30

patients. • Not able to reach our students who are at-a-distance, which could jeopardize our

accreditation by not providing our at-a-distance students online support resources. IV. Justification for ending balance No significant ending balance is anticipated. V. Additional information

8.15


Health Center Fee

LEGISLATIVE MAXIMUM:Proposed Fee: $35.00 for Fall and Spring Proposed: $75.00 for Fall and Spring

$25.00 for Summer $25.00 for SummerBasis: Student (sch, sem, student, etc.)

Number of Students Affected: 2,500Projected Student Enrollment: 2,500Projected Semester Credit Hours: 49,500

FY 2021Budget

BEGINNING BALANCE


ExpensesSalaries & Wages 57,783Departmental Operations 3,302Equipment 26,415Total Expenses 87,500


ENDING BALANCE 0

8.16

TEXAS A&M UNIVERSITY-COMMERCESummary of Proposed Fee Changes

Effective Fall 2020









9.1

Request for Increased Student Fee TEXAS A&M UNIVERSITY-COMMERCE

Guaranteed & Variable Tuition Plans (Inflationary Increase) Effective Fall 2020


The additional revenue generated from the guaranteed and variable tuition plans will beallocated between Designated Tuition and University Services Fee. The increases will beused to help offset the cost of fringe benefits and utilities, to retain high quality faculty andstaff, to support program development, to provide scholarships, to increase services tostudents, and to enhance facilities improvements.


The proposed fee changes were presented at an open forum held on October 24, 2019. Thepurpose of the forum was to provide information and to solicit input from students, facultyand other members of the university community on the proposed changes in the feestructure.


If the increase is not approved, the ability of the university to enhance programs and toretain high quality faculty and staff will be affected negatively.


Minimal ending balances are projected.


9.2

Request for Increased Student FeeTEXAS A&M UNIVERSITY-COMMERCE

Guaranteed Tuition Plan - Designated Tuition (Inflationary Increase)









ExpensesSalaries & Wages 2,322,585 2,322,585 69,000 2,391,585Fringe Benefits 1,460,000 1,460,000 20,000 1,480,000Departmental Operations 17,731,299 17,731,299 0 17,731,299Maintenance/Equipment 540,000 540,000 0 540,000Scholarships 2,151,116 2,151,116 9,000 2,160,116Bad Debt 495,000 495,000 2,000 497,000. 24,700,000 24,700,000 100,000 24,800,000



9.3


Variable Tuition Plan - University Services Fee (Inflationary Increase)









ExpensesSalaries & Wages 6,807,710 6,947,710 400,000 7,347,710Fringe Benefits 1,954,654 2,010,654 120,000 2,130,654Departmental Operations 5,704,430 5,704,430 138,000 5,842,430Maintenance/Equipment 843,206 843,206 0 843,206Scholarships 650,000 650,000 28,000 678,000Utilities 200,000 200,000 0 200,000Bad Debt 330,000 334,000 14,000 348,000Total Expenses 16,490,000 16,690,000 700,000 17,390,000



9.4

Request for New Fee TEXAS A&M UNIVERSITY-COMMERCE Differential Tuition - Graduate Nursing Program

Effective Fall 2020


The differential tuition is proposed to help offset the high cost of equipment, supplies, andto attract and retain high quality nursing faculty.

The University currently charges the same differential tuition for undergraduate nursingprogram and would like to extend the approval for the newly offered graduate program.




Failure to approve this request will affect the ability of the department to purchaseequipment and supplies needed to teach clinical nursing skills. It will also reduce theability of the department to recruit and retain quality faculty.




9.5

Request for New Student FeeTEXAS A&M UNIVERSITY - COMMERCE

Differential Tuition for Graduate Nursing Program




FY 2021Budget

BEGINNING BALANCE 0

RevenuesDesignated Tuition 9,000Total Revenues 9,000

ExpensesSalaries & Wages 5,000Fringe Benefits 1,000Departmental Operations 1,650Mandatory Scholarship Set-Aside 1,350Total Expenses 9,000


ENDING BALANCE 0

9.6


University Services Fee Effective Fall 2020


The additional revenue will be used to fund the University’s priorities, which is studentretention, recruiting, and increasing the quality of instruction. The President’s vision is toenhance the student experience by offering concierge services. The concierge team will bestaffed with knowledgeable student service advocates to provide a variety of insightfulservices; offering guidance, combined with innovative and sound solutions to create anexceptional learning experience.

The University would like to enhance the quality of instruction by creating a faculty teachingacademy. The teaching academy will allow faculty to share teaching methodology,techniques, as well as providing support to newly hired faculty.

The revenue will also be used to cover the increasing cost of scholarships and will enable theUniversity to provide additional financial assistance/resources for graduate students.


The proposed fee changes were presented at an open forum held on October 24, 2019. Thepurpose of the forum was to solicit input from students, faculty and other members of theuniversity community on the proposed changes in the fee structure.


Failure to approve this increase may affect the ability of the university to develop retentionprograms and to enhance the quality of instructions.




9.7


University Services Fee









ExpensesSalaries & Wages 6,807,710 6,947,710 700,000 7,647,710Fringe Benefits 1,954,654 2,010,654 210,000 2,220,654Departmental Operations 5,704,430 5,704,430 100,000 5,804,430Maintenance/Equipment 843,206 843,206 57,000 900,206Scholarships 650,000 650,000 200,000 850,000Utilities 200,000 200,000 0 200,000Bad Debt 330,000 334,000 28,000 362,000Total Expenses 16,490,000 16,690,000 1,295,000 17,985,000



9.8

Request for New Student Fee TEXAS A&M UNIVERSITY-COMMERCE



The Health Center Fee will be used to cover the costs of operating a student health center, astudent counseling center, and providing Disability Resources and Services. Texas A&MUniversity–Commerce currently funds the Departments of Counseling Services, StudentHealth Services, and Disability Resources/Services with Student Service Fees (SSF). Theseservices are critical to student success and compliance. Student demand for health servicescontinues to increase while funding to provide such services remains strained. As of 2019,the Department of Counseling Services, Student Health Services, and DisabilityResources/Services accounted for 33% of the total SSF revenue budget.

The additional revenue generated from the Health Center Fee will also be used to offernutritional services to students. The services will promote proper nourishments on campus,as well as to support healthier life style.

The proposed rate for the new fee is $75/SEM for the fall and spring, and $25/SEM for thesummer terms.


A student referendum was held on October 16-17, 2019, and students approved the increasewith 429 for and 283 against.

The proposed fee changes was presented at an open forum held on October 24, 2019. Thepurpose of the forum was to solicit input from students, faculty and other members of theuniversity community on the proposed changes in the fee structure.


Failure to approve the new fee will affect the ability of the university to enhance programsand offer new health related initiatives to students.




9.9

Request for New Student FeeTEXAS A&M UNIVERSITY-COMMERCE

Health Center Fee

LEGISLATIVE/INTERNAL MAXIMUM:Proposed Fee: $75.00 for Fall and Spring Proposed: $75.00 for Fall and Spring

$25.00 for Summer $25.00 for SummerBasis: sem (sch, sem, student, etc.)


FY 2021Budget

BEGINNING BALANCE 0


ExpensesSalaries & Wages 500,000Fringe Benefits 150,000Departmental Operations 56,000Bad Debt 14,000Total Expenses 720,000


ENDING BALANCE 0

9.10

TEXAS A&M UNIVERSITY - CORPUS CHRISTISummary of Proposed Fee Changes

Effective Fall 2020











10.1

Request for Increased Student Fee TEXAS A&M UNIVERSITY – CORPUS CHRISTI

Tuition & Fees - Designated Tuition/University Services Fee Effective Fall 2020


The proposed increase will be allocated between both Designated Tuition and University Services Fee both of which will be used to enhance the University’s mission of instruction and research, as well as general support services. Funding will be used to support scholarships, operational expenses including merit increases, as well as increases in benefits, and may be used to offset growth in Hazelwood exemptions.


A public hearing was held on Monday, September 23, 2019, to discuss proposed fee changes. III. Budget impact if fee request is not approved

Without this increase the growth of the University and our retention efforts may be put on hold as the ability to add new faculty, staff, and services will be limited.


No significant ending balances are projected, however, given our coastal location, we strive to maintain a three month fund balance of operational expenses, in the event of an unforeseen natural disaster.


10.2

Request for Increased Student FeeTEXAS A&M UNIVERSITY - CORPUS CHRISTI

Tuition & Fees - Designated Tuition








RevenuesTuition 34,158,353 34,499,937 520,000 35,019,937Total Revenues 34,158,353 34,499,937 520,000 35,019,937

ExpensesSalaries & Wages 18,537,190 18,907,934 250,000 19,157,934Fringe Benefits 4,979,993 5,079,593 75,000 5,154,593Departmental Operations 6,230,054 6,230,054 20,000 6,250,054Travel 517,685 388,925 50,000 438,925Equipment 205,762 205,762 0 205,762Scholarships 3,555,706 3,555,706 125,000 3,680,706Utilities 131,963 131,963 0 131,963Total Expenses 34,158,353 34,499,937 520,000 35,019,937



10.3


Tuition & Fees - University Services Fee









ExpensesSalaries & Wages 8,094,745 8,256,640 250,000 8,506,640Fringe Benefits 1,735,281 1,769,987 75,000 1,844,987Departmental Operations 11,651,144 11,767,655 40,000 11,807,655Travel 390,820 310,078 50,000 360,078Equipment 314,000 317,140 22,000 339,140Scholarships 2,057,672 2,078,249 150,000 2,228,249Utilities 2,823,489 2,851,724 0 2,851,724Debt Service 1,365,000 1,365,000 0 1,365,000Total Expenses 28,432,151 28,716,473 587,000 29,303,473



10.4

Request for New Student Fee TEXAS A&M UNIVERSITY – CORPUS CHRISTI

Differential Tuition – College of Science and Engineering Effective Fall 2020


The College of Science and Engineering requests approval for a College of Engineering Differential Tuition to support undergraduate and graduate programs focusing on engineering and computer science. Examples of expenses related to program support can include competitive faculty salaries, compensation for graduate assistants, emerging technology trends, as well as competitive startup packages for new faculty. The additional tuition will provide funding to support the expenses for the College that is not covered fully by formula funding. The amount of differential tuition will be set at $25 per semester credit hour for engineering and computer science majors and pre-admin students.


A public hearing was held on Monday, September 23, 2019, to discuss proposed fee changes.


If the differential tuition is not approved faculty turnover will continue to occur as they seek a competitive salary elsewhere, which also causes associated turnover costs for the university.


No ending balance is anticipated. V. Additional information

Texas A&M University- Corpus Christi, in the past, has received non-formula support for the Mechanical and Electrical engineering programs. In the 85th legislative session the campus saw a decline of over $2.3 million in non-formula support and a decline of $462,032 during the 86th legislature for these two programs and we anticipate this trend to continue.

10.5

Request for New Student FeeTEXAS A&M UNIVERSITY-CORPUS CHRISTI

Differential Tuition – College of Science and Engineering




FY 2021Budget

BEGINNING BALANCE 0

RevenuesDifferential Tuition 93,684Total Revenues 93,684

ExpensesSalaries & Wages 55,000Fringe Benefits 16,500Departmental Operations 9,367Equipment 12,817Total Expenses 93,684


ENDING BALANCE 0

10.6

Request for New Student Fee TEXAS A&M UNIVERSITY CORPUS CHRISTI

Non-Resident College of Business Online Program Fee I. Programmatic justification and proposed use of the new fee:

The Texas A&M University – Corpus Christi College of Business (COB) offers degrees online. Currently, resident students in the Master of Business Administration (MBA) program are charged the resident rate approved by the Board and non-resident students are charged a Non-Resident Online MBA Program Fee equivalent to the resident rate as approved by the Board. This program fee has allowed us to be more competitive as our peers offer non-resident students the equivalent tuition and fees to the resident rate. Those not in the online MBA program are charged at the resident and non-resident rates approved by the Board. As the COB’s online degree offerings expand, we are requesting a Non-Resident College of Business Online Program Fee which will allow us to continue being competitive in the online market and will expand enrollment to former Texas residents and others wishing to access the University’s AACSB accredited program.

II. Student input and/or notification

The Non-Resident College of Business Online program fee will be charged to all non-resident students in the TAMU-CC COB’s online programs beginning Fall 2020. The program fee will be part of the information provided to all applicants to the program.


If the fee is not approved, TAMU-CC COB will not be able to offer competitive pricing to non-resident students and enrollment in this program could plateau. Our peers are providing these competitive rates to their non-resident students leading to nation-wide name recognition and attracting acclaimed faculty and high-performing graduate students. Without this fee TAMU-CC’s COB will be placed at a disadvantage.




A program fee has been approved for TAMU-CC’s Online MBA Program. The Texas Administrative code states that institutions cannot submit for formula funding for distance education courses taken by non-resident students who are located out-of-state or out-of-country, courses in out-of-state or out-of-country programs taken by any student, or self-supporting courses. Mandatory fees and differential tuition will continue to be charged to these students, however, the University Services Fee will be revised to match the resident rate. In future years, the Non-Resident College of Business Online program fee will increase at the board approved rate to ensure non-residents are not being charged less than resident students enrolled in the same program.

10.7

Request for New Student FeeTEXAS A&M UNIVERSITY - CORPUS CHRISTINon-Resident College of Business Online Program Fee

Proposed Fee: $198.24Basis: sch (sch, sem, student, etc.)


FY 2020Budget

BEGINNING BALANCE 0

RevenuesFees 118,944Differential Tuition 4,500Mandatory Fees 115,800Total Revenues 239,244

ExpensesSalaries & Wages 143,546Fringe Benefits 38,758Departmental Operations 47,849Maintenance/Equipment 9,091Total Expenses 239,244


ENDING BALANCE 0

10.8

Request for Increased Student Fee TEXAS A&M UNIVERSITY-CORPUS CHRISTI



The Health Center Fee does not generate sufficient revenue to support the operation of the University Health Center. In FY 2021, it is projected that an additional $65,940 (gross) will be generated by the new fee. Exemptions are applied to this fee, therefore the net revenue that will be generated by the new fee is $54,697. Due to the Guaranteed Tuition Plan the full amount of the increase will not be realized until FY 2025. The Health Center is not currently able to keep up with the demand for services. The demand for services has increased significantly in the last three years. On average 35 to 40 students a week are not able to be seen and are being referred to off campus acute care clinics due to the lack of resources at the University Health Center. Additional departmental operational funds are needed to meet the demand for services. The current fee does not generate sufficient funds to address these fiscal needs.


The proposed increase was endorsed by the Student Fee Advisory Committee in the 2019 Spring semester. A presentation will be made to the Student Government Association and a public hearing was held on Monday, September 23, 2019, to discuss proposed fee changes. Since the increase is less than 10%, no student referendum is required.


If the fee request is not approved, the center will not be able to meet the demand for services and will have to continue to turn students away. Students will incur greater expense by going off campus to receive services.


Given our coastal location, we maintain a fund balance of 5 months of operational expenses in the event of an unforeseen natural disaster.


The current fee is $54.95/SEM (Fall/Spring) and $25/SEM (each Summer Session). The proposed fee would change the rate to $60/SEM (Fall/Spring) and $25.00/SEM (each Summer Session).

10.9

LEGISLATIVE MAXIMUM:Current Fee: $54.95 for Fall and Spring Current: $75.00 for Fall and Spring




FY 2021 FY 2021Enacted Budget ProposedFY 2020 without Increase FY 2021Budget fee increase (Decrease) Budget


RevenuesFees 1,497,002 1,497,002 65,940 1,562,942Exemptions FY20 @ 17.05% (255,239) (255,239) (11,243) (266,482)Total Revenues 1,241,763 1,241,763 54,697 1,296,460

ExpensesSalaries & Wages 752,220 767,264 0 767,264Fringe Benefits 244,757 256,970 0 256,970Departmental Operations 173,652 173,652 39,354 213,006Utilities 31,950 32,456 0 32,456Equip Replace/Maintenance 26,764 26,764 0 26,764Total Expenses 1,229,343 1,257,106 39,354 1,296,460

Increase/Decrease in Balance Revenues less Expenses 12,420 (15,343) 15,343 0

ENDING BALANCE 1,272,818 1,257,475 1,272,818


Health Center Fee

10.10




Texas A&M University-Christi seeks to build an on-campus arena and convocation center. This new facility will serve as the home for Islanders men’s and women’s basketball and indoor volleyball competitions. It will also meet the need for a mid-size events facility for the University and community, providing much needed space for campus events like convocation and orientation. This new facility will allow much easier access for students to participate in the excitement of Islanders Athletics, in addition to festivities surrounding the games such as student tailgates and pep rallies. Additionally, the facility will house Athletics offices which will open up space for academic programming and recreational and club sports within the Dugan Wellness Center and Field House. Finally, the new arena and convocation center will play host to intramural championship contests in basketball and other sports. In FY 2021, it is projected that an additional $169,421 (gross) will be generated by the new fee. Exemptions are applied to this fee, therefore the net revenue that will be generated by the new fee is $150,886. Due to the Guaranteed Tuition Plan the full amount of the increase will not be realized until FY 2025.


A presentation will be made to the Student Government Association and a public hearing was held on Monday, September 23, 2019, to discuss proposed fee changes. The increase is pending a vote by student government to be held in October 2019.


If fee request is not approved, the university may have to postpone the project until alternative funding can be identified.

IV. Justification for ending balance No balance projected. V. Additional information

The current fee is $25.12/SCH and the proposed increase will change the fee to $26.38/SCH.

10.11


Athletic Fee







BEGINNING BALANCE - ActualEstimated 0 0 0

RevenuesFees 7,097,235 7,097,235 169,421 7,266,656Exemptions (776,438) (776,438) (18,535) (794,973)Ticket Sales & Donations 1,720,089 1,720,089 0 1,720,089Interest Income & Univ. Funds 3,353,197 3,353,197 0 3,353,197Total Revenues 11,394,083 11,394,083 150,886 11,544,969

ExpensesSalaries & Wages 3,573,121 3,573,121 0 3,573,121Fringe Benefits 1,066,971 1,066,971 0 1,066,971Departmental Operations 6,394,858 6,394,858 0 6,394,858Maintenance/Equipment 359,133 359,133 0 359,133Arena/Convocation Center 0 0 150,886 150,886Total Expenses 11,394,083 11,394,083 150,886 11,544,969



10.12

Summary of Proposed Fee ChangesEffective Fall 2020







TEXAS A&M UNIVERSITY-KINGSVILLE

11.1

Request for Increased Student Fee TEXAS A&M UNIVERSITY-KINGSVILLE

Designated Tuition Effective Fall 2021


Texas A&M University-Kingsville is proposing an increase in Designated Tuition to expand need based scholarships, to fund deferred maintenance, and to fund a new initiative related to Big Data analytics and research. The 2.6% HEPI increase is included within this requested increase for Designated Tuition.


A public hearing will be held on September 30, 2019, to discuss the proposed increase.


Texas A&M University-Kingsville is committed to meeting the education and research needs of Texas. However, if the fee increase is not approved, the University will not be able to fund the new Big Data research initiative. Need based scholarship support will most likely be kept at current budgeted levels. Deferred maintenance will continue to remain underfunded.


Texas A&M University-Kingsville maintains reserves to meet planned and unexpected operational needs. Reserves are not sufficient to provide ongoing support for additional need based student scholarships, starting a new Big Data research initiative, or meeting the campus’ deferred maintenance obligations.


11.2

Request for Increased Student FeeTEXAS A&M UNIVERSITY-KINGSVILLE

Designated Tuition (Inflationary Increase Plus Additional Increase)



Basis: sem/sch (sch, sem, student, etc.)





RevenuesDesignated Tuition 18,496,350 18,496,350 0 18,496,350 Inflationary Increase 0 0 1,564,400 1,564,400 Additional Increase 0 0 1,125,000 1,125,000Supplemental Funding 1,097,201 1,097,201 0 1,097,201Interest 22,000 22,000 0 22,000Total Revenues 19,615,551 19,615,551 2,689,400 22,304,951

ExpensesSalaries & Wages 7,093,325 7,093,325 0 7,093,325Fringe Benefits 599,597 599,597 0 599,597Departmental Operations 5,310,930 5,310,930 0 5,310,930Deferred Maintenance 0 0 954,740 954,740Equipment 0 0 1,000,000 1,000,000Research 0 0 500,000 500,000Utilities 1,000 1,000 0 1,000Transfers - Athletics/Set-Asides 4,779,281 4,779,281 0 4,779,281Scholarships 1,831,418 1,831,418 234,660 2,066,078Total Expenses 19,615,551 19,615,551 2,689,400 22,304,951

Increase/Decrease in Balance Revenues less Expenses & Transfers 0 0 0 0

ENDING BALANCE 1,726,800 1,726,800 1,726,800

11.3

TEXAS A&M UNIVERSITY-SAN ANTONIOSummary of Proposed Fee Changes

Effective Fall 2020







12.1

Request for Increased Student Fee TEXAS A&M UNIVERSITY – SAN ANTONIO

Designated Tuition – Guaranteed & Variable Rate Plans (Undergraduate) Effective Fall 2020


Texas A&M University–San Antonio (TAMU-SA) is requesting an increase to the totalVariable Tuition & Fee rates of 2.9%. The Guaranteed Tuition & Fee rates will be set at anamount equal to 5% greater than the variable rate. The proposed increases will be allocatedto the Designated Tuition rate.

Approval of this increase will help offset the impact of inflation. This increase will helpsupport faculty salaries for instructional and research activities, as well as help supportoperations that contribute to student support.


A public hearing was held on September 16-17, 2019 to discuss the proposed increase withstudents.


If the increase is not approved, the University will not be able to support the level of projectedgrowth in enrollment, in large part due to the uncertainties surrounding future legislativeappropriations. In the current biennium, our legislative revenue was reduced byapproximately 10% which has caused the University to rely more on tuition and fees.


No ending balances will be generated as a result of the increased fee.


12.2

Request for Increased Student FeeTEXAS A&M UNIVERSITY-SAN ANTONIO

Designated Tuition - Guaranteed Rate Plan (Undergraduate)

LEGISLATIVE/INTERNAL MAXIMUM:Current Fee: Varies for Fall and Spring Current: $1,705.46 for Fall and Spring

Varies for Summer $1,704.26 for SummerProposed Fee: Varies for Fall and Spring Proposed: $1,820.68 for Fall and Spring

Varies for Summer $1,818.15 for SummerBasis: SCH (sch, sem, student, etc.)

Number of Students Affected: 10Current Semester Credit Hours:Projected Semester Credit Hours: 240




RevenuesTuition 13,189 35,132 2,374 37,506Total Revenues 13,189 35,132 2,374 37,506

ExpensesSalaries & Wages 4,980 # 13,265 896 14,161Fringe Benefits 1,128 # 3,004 203 3,207Departmental Operations 4,244 # 11,305 764 12,069Maintenance/Equipment 175 # 465 31 497Travel 264 # 702 47 749Computer Support 203 # 542 37 579System Operations 1,028 # 2,739 185 2,924Faculty Research 224 # 596 40 636Student Scholarships 944 # 2,515 170 2,685Total Expenses 13,189 35,132 2,374 37,506



12.3


Designated Tuition - Variable Rate Plan (Undergraduate)








RevenuesTuition 22,589,756 25,991,425 1,908,582 27,900,007Total Revenues 22,589,756 25,991,425 1,908,582 27,900,007

ExpensesSalaries & Wages 8,529,060 # 9,813,405 720,610 10,534,015Fringe Benefits 1,931,445 # 2,222,291 163,186 2,385,477Departmental Operations 7,269,010 # 8,363,611 614,150 8,977,761Maintenance/Equipment 299,106 # 344,147 25,271 369,418Travel 451,420 # 519,397 38,140 557,537Computer Support 348,550 # 401,037 29,449 430,485System Operations 1,760,880 # 2,026,041 148,775 2,174,816Faculty Research 383,022 # 440,700 32,361 473,061Student Scholarships 1,617,262 # 1,860,796 136,641 1,997,437Total Expenses 22,589,756 25,991,425 1,908,582 27,900,007



12.4


Designated Tuition - Variable Rate Plan (Graduate)








RevenuesFees 0 0 0 0Interest 0 0 0 0Tuition 897,351 1,058,059 78,812 1,136,871Total Revenues 897,351 1,058,059 78,812 1,136,871

ExpensesSalaries & Wages 338,807 # 399,484 29,756 429,241Fringe Benefits 76,724 # 90,465 6,738 97,204Departmental Operations 288,753 # 340,466 25,360 365,826Maintenance/Equipment 11,882 # 14,010 1,044 15,053Travel 17,932 # 21,144 1,575 22,719Computer Support 13,846 # 16,325 1,216 17,541System Operations 69,949 # 82,476 6,143 88,620Faculty Research 15,215 # 17,940 1,336 19,276Student Scholarships 64,244 # 75,749 5,642 81,392Total Expenses 897,351 1,058,059 78,812 1,136,871



12.5

Request for New Student Fee TEXAS A&M UNIVERSITY-SAN ANTONIO

Student Services Fee Effective Fall 2020


Texas A&M University – San Antonio is requesting approval to break out the StudentServices Fee from the University Services Fee. There will be a corresponding reduction tothe University Services Fee.

The University’s intent is to increase transparency with regard to the specific revenuestream supporting student services such as Counseling Services, Disability SupportServices, Campus Activities, and Student Engagement & Success. As Texas A&MUniversity-San Antonio’s enrollment grows, especially our on-campus student population,the need for student services will grow significantly. Breaking out the Student Services Feefrom University Services Fee will give students the ability to have specific input intostudent support funding levels.


Two tuition and fee information sessions were held on September 16 and September 17,2019, to discuss the proposed fiscal year 2021 tuition and fee structure changes, includingthe break out of the Student Services Fee from the University Services Fee.


There will be no net budget impact if the request is not approved. As noted above, thisrequest is to “split off” a portion of the existing University Services Fee. However, if therequest is not approved, we will lose transparency with regard to being able to link the feecharged to students with the associated services provided.




12.6

Request for New Student FeeTEXAS A&M UNIVERSITY-SAN ANTONIO


INTERNAL MAXIMUM:Proposed Fee: $15.00 for Fall and Spring Proposed: $150.00 for Fall and Spring



FY 2021Budget

BEGINNING BALANCE 0




ENDING BALANCE 0

12.7









TEXAS A&M UNIVERSITY-TEXARKANASummary of Proposed Fee Changes

Effective Fall 2020

13.1

Request for Increased Student Fee TEXAS A&M UNIVERSITY-TEXARKANA

Tuition & Fee Plans – Designated Tuition Effective Fall 2020


Texas A&M University-Texarkana is requesting a designated tuition increase to the overall academic charge for variable-rate tuition based on an inflationary adjustment of 2.9%. The guaranteed rate will be set at an amount equal to 5% greater than the one-year variable-rate tuition and fee plan.

The revenue generated by this increase will be used to fund scholarships, support rising operational costs (such as utilities, insurance and maintenance costs associated with our two new buildings), increase recruitment efforts, and fund student success initiatives.


A campus-wide hearing on the proposed fee changes will be held October 18, 2019. The purpose of the hearing is to solicit input from students, faculty, and other members of the university community on the proposed changes. The statutory required public hearing will be held in College Station, Texas at the Board of Regents meeting scheduled for October 2019.


If the proposed increase is not approved, the university’s ability to support strategic plans for enrollment growth, increased scholarships, and the continued rise in operations and maintenance costs will be limited.

IV. Justification for ending balance No significant ending balances are projected. V. Additional information

13.2

Request for Increased Student FeeTEXAS A&M UNIVERSITY-TEXARKANA

Tuition & Fee Plans - Designated Tuition (Inflationary Increase)

Current Fee: Various for Fall and SpringVarious for Summer

Proposed Fee: Various for Fall and SpringVarious for Summer







ExpensesSalaries & Wages 2,012,970 2,012,970 0 2,012,970Fringe Benefits 255,697 255,697 0 255,697Departmental Operations 3,348,466 3,348,466 269,992 3,618,458Utilities 287,224 287,224 0 287,224Tuition Set-Asides/Exemptions 1,041,945 1,041,945 47,646 1,089,591Total Expenses 6,946,302 6,946,302 317,638 7,263,940



13.3

Request for New Student Fee TEXAS A&M UNIVERSITY-TEXARKANA

College of Arts, Sciences, and Education - Differential Tuition - Nursing I. Programmatic justification and proposed use of the new fee

According to College Calc, which draws on data from U.S. Department of Education IPEDS Surveys, the tuition-and-fee package at Texas A&M University – Texarkana is near the lowest in Texas among 4-year public institutions. This is good news for students in many fields of study, but presents a financial challenge for the TAMUT nursing program to maintain and improve its quality of offerings. Factor in the 86th Legislature’s 10% reduction of special item funding for the program in the upcoming biennium, and the cost burden becomes heavier still for the university. Therefore, the College of Arts, Sciences, and Education requests additional funds to achieve the following goals:

First, recruit, develop, and retain high outstanding faculty. The market for nursing faculty remains extremely competitive. A university nursing program must compete not only against other universities for talented faculty, but against the healthcare market, as it is widely acknowledged that nurses must make some sort of sacrifice in pay to join the faculty ranks. Texarkana’s relatively rural character is a factor as well in terms of recruiting from larger, surrounding markets such as Shreveport, LA; Little Rock, AR, or Dallas, TX. Our average faculty salaries, at every rank, are slightly lower than AACN average salaries across the board. Differential tuition is required to offer competitive starting salaries to prospective faculty members. Second, offset mandated low student:faculty ratios and other accreditation costs. By Texas Board of Nursing Rules and Regulations, nursing programs maintain 10:1 faculty ratios in clinical settings. These ratios ensure that nursing students acquire the attentive, in-person ethos that is essential to the practice of their profession. Then, too, there are the ongoing costs of maintaining program-specific accreditation, which entails much assessment, reporting, ongoing professional development and travel for faculty/staff. Third, our institution’s Quality Enhancement Program challenges us to invest in creative experiential learning opportunities for our students. By its nature, nursing is given to experiential learning, especially in its clinical settings, but according to the best practices as established by the AAC&U, experiential learning calls for faculty to be reflective and creative when developing the curriculum, and that requires intentional effort by and additional training for faculty. Fourth, the increased tuition will also help pay for consumables associated with maintaining our simulation hospital and skills labs, which will see much more use in coming years, consistent with our instructional strategy and best practices in the field. Our plan for Fall 2019 is to increase our simulation by 15%, and we will continue to integrate more skills and simulation as we grow. Our faculty are dedicated to becoming leaders in simulation education and innovative clinical pedagogy which is part of our 5-year strategic plan.

In summary, the additional funds per SCH will allow the nursing program to provide for the enhancement of the quality of nursing education at Texas A&M - Texarkana. The amount of differential tuition will be set at $18 per semester credit hour for undergraduate students enrolled in NURS-prefix courses.

13.4


No public hearing is required for this request. However, the proposed fee information will be included in a public hearing related to tuition and fee changes scheduled for October 18, 2019.


Nursing education is vital to A&M-Texarkana’s mission and its service to the region of NE Texas. Differential tuition will enable the program to fund itself at levels that allow for continued excellence and growth. Absent this funding, it will be very difficult for the college to attract, develop, and retain outstanding faculty; maintain accreditation standards without drawing from other college resources; meet the expectations of our Quality Enhancement initiative; and develop the full potential of our simulation lab training. Our continued growth and development in nursing research and access to innovative educational materials which not only help retain outstanding faculty, but also, helps retain and educate the students would be negatively impacted. The overall effect of not funding will result in a significant difficulty for Texas A&M University – Texarkana to provide competitive programs for students in these disciplines. The results of not funding these efforts would have adverse impacts on the college’s ability to hire experientially and educationally qualified faculty as well as the risk of retaining both students and faculty.


No significant ending balance is anticipated. V. Additional information

These same differential tuition rates will be applied to new concentrations, majors, and degrees as they are added in the future at the undergraduate level in the College of Arts, Sciences, and Education to help offset costs of delivering the differential value of these concentrations.

Below is a list of the courses to which the Differential Tuition would apply.

Undergraduate Nursing Courses: BSN & RN-BSN All future and current upper level BSN courses, which includes the following*: Course Number Description SCH NURS 301

Professional Nursing Practice 3

NURS 302

Health Assessment Across the Life Span for the RN 3

NURS 303

Leadership and Management in Nursing Practice 4

NURS 304

Evidence Based Practice in Nursing for the RN 3

NURS 305 Professional Nursing Practice with Individuals and Families for the RN

4

NURS 317

Pathophysiology for Nurses 3

NURS 322

Professional Concepts 2

13.5

NURS 331 Pathophysiology 3

NURS 332 Professional Concepts 3

NURS 333 Pharmacology in Nursing 3

NURS 334 Health Assessment Across the Lifespan 3

NURS 336 Evidence Based Practice 3

NURS 357 Mental Health Nursing 5

NURS 365 Fundamentals of Nursing Practice. 6

NURS 368 Adult Health Nursing I 6

NURS 403 Leadership and Management in Nursing Practice for the RN 4

NURS 406 Community Health Nursing Practice for the RN 5

NURS 407 Quality Care and Patient Safety in Professional Nursing Practice for the RN.

2

NURS 417 Pathophysiology for the Registered Nurse 3

NURS 426 Issues in Professional Nursing 2

NURS 431 Nursing Care of the Older Adult 3

NURS 432 Certification in Specialty Nursing Practice. 3

NURS 455 Community Health Nursing 5

NURS 462 Adult Health Nursing II 6

NURS 463 Maternal Child Health 6

NURS 464 Leadership and Management in Nursing 6

NURS 489 Individual Study 1-5

NURS 497 Special Topics. 3

NURS 499 Undergraduate Independent Research 1-6

*Note – all courses in this list are examples because all courses in concentrations are subject to changeas curriculum is updated by faculty from year to year. The request is to apply differential tuition fees toany NURS courses.

13.6

Request for New Student FeeTEXAS A&M UNIVERSITY-TEXARKANA

College of Arts & Sciences and Education Undergraduate - Differential Tuition - Nursing




FY 2021Budget

BEGINNING BALANCE 0


ExpensesSalaries & Wages 9,360Departmental Operations 9,360Total Expenses 18,720


ENDING BALANCE 0

13.7


College of Business, Engineering, and Technology - Differential Tuition


The College of Business, Engineering, and Technology requires additional funds to achievevarious goals including the following significant items: the first to help A&M – Texarkana retain,recruit, and hire qualified and outstanding faculty; the second to fund accreditation initiativeswhich include achieving and maintaining AACSB and ABET accreditations; the third to build andmaintain research resources and scholarships for students in accredited programs; and the fourth tosubsidize operations (including recruiting and marketing activities). These additional fees willprovide funding to support the expenses to achieve the goals, which are not fully covered bycurrent levels of tuition, fees, and formula funding.

The first goal of retaining, recruiting, and hiring outstanding faculty is a fundamental priority. Themarket adjustments required to retain current outstanding faculty is outpacing the college’s abilityto keep up with market rates. Differential tuition is required to retain current outstanding facultyincluding engineering, the computational sciences (computer science and management informationsystems), accounting, finance, and supply chain. In addition, differential tuition funding is neededto recruit faculty and offer competitive starting salaries in these same functional programs. Fundsare needed to provide new faculty recruits with competitive starting salaries and to draw newfaculty into these programs with those competitive rates.

The second goal of providing access to funding for accreditation efforts includes a number ofinitiatives for both ABET and AACSB accreditation including training and education, equipmentand software purchases, and renewal fees. Accreditation in both programs, engineering andbusiness, is essential for maintaining global competitiveness and for attracting and maintainingboth students and faculty.

The third goal of providing for additional educational and research resources is necessary to retainboth students and faculty. The fourth major item arises primarily due to the administrativelyimplemented application of increased restrictions on the use of other student and service fees.While restricting the funds assures application of those funds towards University overheadcharges, it becomes increasingly difficult for the College to use and apply those funds towardsnecessary expenditures to keep the College functioning.

In summary, the additional funds per semester credit hour will allow the College of Business,Engineering, and Technology to provide for the enhancement of the quality and the value of theeducational experience for both graduate and undergraduate students. The amount of differentialtuition will be set at $45 per semester credit hour for graduate business students and includes onlycurrent and future majors and concentrations (a general MBA option will be available for studentsnot willing to pay the differential tuition). For select majors at the upper class undergrad level, thedifferential tuition will be set at $18 per semester credit hour. The general business and technicalcourses will not be assessed the differential tuition; it will only apply to those courses in targetedmajor or concentration specified areas.


The proposed fee information will be included in a public hearing related to tuition and feechanges scheduled for October 18, 2019.

13.8


The differential tuition will provide additional funding for the College of Business, Engineering,and Technology that is not available from other sources. Without this funding, it will be verydifficult for the college to retain its current outstanding faculty. It will also be difficult for thecollege to recruit, attract, and hire qualified and outstanding faculty. It will be difficult to fullyresource and maintain accreditation efforts. It will be difficult to provide the required levels ofresearch and educational materials which not only help retain outstanding faculty, but also, help toretain and educate the students. The impact of not funding the proposed increases will result in asignificant difficulty for Texas A&M University – Texarkana to provide competitive programs forstudents in these disciplines.




These same differential tuition rates will be applied to new concentrations, majors, and degrees asthey are added in the future at both the graduate and undergraduate levels in the College ofBusiness, Engineering, and Technology to help offset costs of delivering the differential value ofthese concentrations.

Below is a list of the courses to which the Differential Tuition will apply.

Graduate Program Courses

MBA – All future and current energy leadership courses, which includes the following:

Course Number Description SCH FIN 566 Managerial Finance for Energy Professionals 3 MGT 531 Managerial Strategy in the Energy Industry 3 MGT 532 Risk Management in the Energy Industry 3

MBA – All future and current IT courses, which includes the following:

Course Number Description SCH MIS 512 Supply Chain Management Systems 3 MIS 514 Cyber Security 3 MIS 515 Technology Project Management 3 MIS 516 Information Resource Management 3 MIS 577 Data Analytics 3

MBA – All future and current SCM courses, which includes the following:

Course Number Description SCH SCM 512 Supply Chain Management Systems 3 SCM 543 Purchasing and Quality Management 3 SCM 554 Logistics and Transportation Management 3 SCM 568 Supply Chain Management Financial Strategy and Profitability 3

13.9

MSA - All future and current MSA Accounting courses, which includes the following:

Course Number Description SCH ACCT 547 Financial Statement Analysis 3 ACCT 548 Partnership Taxation 3 ACCT 557 Advanced Auditing Systems 3 ACCT 558 Accounting & Audit Research 3 ACCT 577 Data Analytics 3

Undergraduate Programs

BBA Accounting - All future and current upper level BBA Accounting courses, which includes the following*:

Course Number Description SCH ACCT 321 Intermediate Accounting I 3 ACCT 322 Intermediate Accounting II 3 ACCT 323 Intermediate Accounting III 3 ACCT 324 Income Tax Accounting 3 ACCT 421 Governmental Accounting 3 ACCT 422 Advanced Accounting 3 ACCT 424 Corporate Income Tax 3 ACCT 425 Cost Accounting 3 ACCT 427 Auditing 3 ACCT 429 Accounting Systems 3

BBA Finance - All future and current upper level BBA Finance courses, which includes the following:

Course Number Description SCH FIN 464 Principles of Investments 3 FIN 470 International Finance 3 FIN 474 Intermediate Financial Management 3 FIN 484 Financial Institution Management 3

BBA Management - All future and current upper level BBA Management courses, which includes the following:

Course Number Description SCH MGT 321 Organizational Behavior 3 MGT 446 Entrepreneurship 3 MGT 475 Management Science 3 MGT 495 Human resource Management 3

BBA Management Information Systems - All future and current upper level BBA Management Information Systems courses, which includes the following:

Course Number Description SCH MIS 302 Enterprise Resource Planning 3 MIS 362 Systems Analysis and Design 3 MIS 450 Principles of Management Information Security 3 MIS 310 Mobile Application Development 3 MIS 361 Database Systems and Design 3

13.10

BBA Marketing - All future and current upper level BBA Marketing courses, which includes the following:

Course Number Description SCH MKT 366 Marketing Promotion 3 MKT 445 Retailing (EL) 3 MKT 465 Sales Management 3 MKT 467 Consumer Behavior 3

BBA Supply Chain Management - All future and current upper level BBA Supply Chain Management courses, which includes the following:

Course Number Description SCH SCM 304 Principles of Supply Chain Management (SL) 3 SCM 310 Strategic Sourcing 3 SCM 412 Transportation 3 SCM 302 Enterprise Resource Planning 3

BBA Sports Management - All future and current upper level BBA Supply Chain Management courses, which includes the following:

Course Number Description SCH MGT 415 Event and Facility Management 3 GBUS 315 Legal Aspects of Sports Management 3 GBUS 357 Profitability in Sports 3 MKT 425 Marketing the Business of Sports 3

BS in Computer Science - All future and current upper level BS in major specific Computer Science courses, which includes the following:

Course Number Description SCH CS 332 C++ Programming 3 CS 310 Analysis of Algorithms 3 CS 316 Web Design and Programming I 3 CS 352 Java Programming 3 CS 353 Advanced Object-Oriented Programming 3 CS 361 Database Systems and Design 3 CS 367 Software Engineering 3 CS 370 Programming Language Design 3 CS 410 Operating Systems 3 CS 420 Computer Networks 3 CS 490 CS Senior Design I 3 CS 491 CS Senior Design II 3

BS in Computer Science, Cyber Security - All future and current upper level BS in major specific Computer Science courses, which includes the following:

Course Number Description SCH CS 360 Artificial Intelligence 3 MATH 372 Cryptology I 3 CS 465 Computer Security 3 CS 471 Network Security and Policy 3 CS 472 Digital Forensics, Law, and Ethics 3

13.11

BS in Computer Science, Software Engineering - All future and current upper level BS in major specific Computer Science courses, which includes the following:

Course Number Description SCH CS 360 Artificial Intelligence 3 MATH 430 Mathematical Modeling 3 CS 481 Software Project Management 3 CS 483 User Design Methodology 3 CS 484 Software Metrics 3

BS in Electrical Engineering - All future and current upper level BS in major specific engineering courses, which includes the following:

Course Number Description SCH EE 319 Electric Circuits II (EL) 3 EE 320 Circuit Laboratory 1 EE 321 Digital Logic 3 EE 322 Digital Logic Laboratory 1 EE 325 Signals and Systems 3 EE 326 Signals and Systems Lab 1 EE 335 Electronics I 3 EE 336 Electronics Laboratory 1 EE 429 Basic Communication Theory 3 EE 345 Introduction to Electromagnetic Theory 3 EE 307 Probability and Random Processes 3 EE 490 EE Senior Design I 3 EE 491 EE Senior Design II 3 CS 332 C++ Programming 3 EE 365 Microprocessors 3 EE 432 Control Systems 3 EE 445 Embedded Systems 3 EE 446 Embedded Systems Lab 1 EE 473 Power Systems 3 ENGR 312 Engineering and Business Ethics 3

*Note – all courses in this list are examples because all courses in concentrations are subject to changeas curriculum is updated by faculty from year to year. The request is to apply differential tuition fees toany upper or graduate level concentration course in the College of Business, Engineering, andTechnology.

13.12

http://catalog.tamut.edu/search/?P=EE%20319













http://catalog.tamut.edu/search/?P=CS%20332






http://catalog.tamut.edu/search/?P=ENGR%20312


College of Business., Engineering, and Technology - Differential Tuition

Proposed Fee: $18-$45 for Fall and Spring$18-$45 for Summer



FY 2021Budget

BEGINNING BALANCE 0


ExpensesSalaries & Wages 61,744Fringe Benefits 18,523Scholarships 21,019Departmental Operations 38,844Total Expenses 140,130


ENDING BALANCE 0

13.13


Intercollegiate Athletic Fee Effective Fall 2020


Texas A&M University-Texarkana is requesting a 10% increase in the Athletic Fee from$11.98 per semester credit hour to $13.18 with a cap set at 12 SCHs. Revenue from the feeincrease will be used to support the continued growth of current athletic sports and programexpansion. Since the last fee increase, we have added men’s and women’s basketball.

Additional revenue will be used to fund athletic operations and equipment purchases. TheAthletics programs benefit the university by allowing increased opportunities forparticipation and campus engagement for our students.


Student fee hearings and a student referendum will take place on October 21, 2019, withvoting to extend for a few days after the hearing to insure all students have the opportunityto cast a vote. Campus-wide hearings will be used to solicit input from students, faculty,and the university community on the proposed changes.


If the proposed fee request is not approved, future athletic programs will be limited only tofunds collected due to enrollment increases and the use of additional designated tuitionrevenue and reserves will be necessary. The University will fail to move forward withstrategic plans for enrollment growth, and students will not have opportunities for increasedathletic participation.




13.14










RevenuesFees 472,386 472,386 23,586 495,972Designated 1,293,202 1,293,202 0 1,293,202Total Revenues 1,765,588 1,765,588 23,586 1,789,174

ExpensesSalaries & Wages 478,998 478,998 0 478,998Fringe Benefits 152,767 152,767 0 152,767Departmental Operations 1,133,823 1,133,823 23,586 1,157,409Total Expenses 1,765,588 1,765,588 23,586 1,789,174



13.15

WEST TEXAS A&M UNIVERSITYSummary of Proposed Fee Changes

Effective Fall 2020









14.1

Request for Increased Student Fee WEST TEXAS A&M UNIVERSITY



Increasing Designated Tuition by the inflationary adjustment will provide a modest butnecessary revenue increase as it will apply only to newly enrolled students and continuingone year optional plans. The increase will however, provide financial support for addressingrising departmental and university operating costs. Increased revenue will be utilized to fundnew faculty positions in high growth areas, support ongoing student success initiatives, andincrease funding for student scholarships.


This designated tuition increase will be reviewed with all students during the University widetuition and fee hearing to be held in Fall 2019.


Without the adjustment to Designated Tuition, individual departments and the university asa whole will be forced to absorb general cost increases from existing revenues. Somedepartments may be forced to offer reduced services to students and funding for additionalfull and part-time faculty in growth areas may not be available. Increased scholarshiprevenue derived from designation tuition increases will not be realized limiting availablescholarships to students.




14.2

Request for Increased Student FeeWEST TEXAS A&M UNIVERSITY

Designated Tuition









ExpensesSalaries & Wages 6,887,371 6,887,371 309,932 7,197,303Fringe Benefits 1,607,777 1,607,777 72,350 1,680,127Departmental Operations 8,994,863 8,994,863 404,769 9,399,632Maintenance/Equipment 477,988 477,988 21,509 499,497Travel 434,534 434,534 19,554 454,088Scholarships 3,324,188 3,324,188 149,588 3,473,776Total Expenses 21,726,721 21,726,721 977,702 22,704,423



14.3




As general operating costs continue to increase, the ability to provide quality services tostudents may be diminished without additional revenue to offset these increases. Increasedrevenue will be used to support and/or enhance advising services, library operations, studentrecruitment activities, information technology services, and shuttle bus operations.


This fee will be reviewed with all students during the University wide tuition and fee hearingto be held in Fall 2019.


If the proposed increase to the University Services Fee is not approved, many servicesprovided to students, some of which are critical for student success, will be negativelyaffected.




14.4











ExpensesSalaries & Wages 946,189 946,189 24,601 970,790Fringe Benefits 220,877 220,877 5,743 226,620Departmental Operations 1,235,718 1,235,718 32,128 1,267,846Maintenance/Equipment 65,666 65,666 1,707 67,373Travel 59,696 59,696 1,552 61,248Scholarships 456,678 456,678 11,874 468,552Total Expenses 2,984,824 2,984,824 77,605 3,062,429



14.5


Graduate Designated Tuition Effective Fall 2020


The proposed inflationary increase to Graduate Designated Tuition will provide additionalrevenue to offset general cost increases. These funds will support university graduateprograms and will be used for Graduate Assistant salaries and benefits, scholarships andgeneral departmental operations.




If the increase is not approved, graduate programs will be negatively affected. Fewerstudents will be offered graduate assistantships and additional scholarship opportunitieswill be unavailable.




14.6


Graduate Designated Tuition









ExpensesSalaries & Wages 446,114 446,114 11,539 457,653Fringe Benefits 111,528 111,528 2,885 114,413Departmental Operations 90,109 90,109 4,624 94,733Maintenance/Equipment 16,249 16,249 420 16,669Travel 14,772 14,772 382 15,154Scholarships 59,827 59,827 1,548 61,375Total Expenses 738,599 738,599 21,398 759,997



14.7

Request for New Student Fee WEST TEXAS A&M UNIVERSITY

Agriculture and Natural Sciences Differential Tuition Effective Fall 2020


The Paul Engler College of Agriculture and Natural Sciences (PECANS) is proposing a newdifferential tuition. As the cost of teaching agriculture and natural sciences continues toincrease, funding from existing resources is not keeping pace. The proposed differentialtuition will be utilized for faculty salaries and benefits, lab assistants, equipment,departmental operating expenses and scholarships. Twenty percent of the total differentialtuition received will be set aside for scholarships and will be available only within thecollege. A majority of the tuition collected will be used for the Natural Sciences departmentsas they have seen steep increases in headcount and semester credit hours while the numbersof faculty and lab assistants have remained relatively unchanged. Growth in other disciplines(nursing and health) have increased the need for seats in these courses.

A conscious decision was made by the University and PECANS that differential tuition willNOT be charged to freshman-level, or core courses – commonly known by the University as1000 level courses.


Four separate hearings for this proposed differential tuition were held by PECANS in April2019. Additionally, the increase will be reviewed with all students during the Universitywide tuition and fee hearing to be held in Fall 2019.


If the new fee is not approved, fewer courses and lab offerings will be offered resulting instudents having difficulty finding needed courses. This could possibly delay graduation forsome students.




14.8

Request for New Student FeeWEST TEXAS A&M UNIVERSITY

Agriculture and Natural Sciences Differential Tuition




FY 2021Budget

BEGINNING BALANCE 0


ExpensesSalaries & Wages 96,500Fringe Benefits 31,919Departmental Operations 61,523Equipment 320,000Scholarships 92,114Total Expenses 602,056


ENDING BALANCE 0

14.9


Distance Education Fee Effective Fall 2020


West Texas A&M University (WT) has become a national, state, and regional leader inonline education. With students attending WT online from all 50 states and a multitude ofinternational countries, it is imperative that our billing to these students reflect exactly whatthey are paying for. Currently, students taking all of their courses online pay all mandatoryfees including an Athletic Fee, Health Center Fee and a Recreational Sports Fee. Most, ifnot all online students, question why they are paying these fees when most likely they willnever use these services. With the approval to apply a Distance Education Fee, all studentswho are taking 100% online courses will be automatically waived from the three feesmentioned above. The net difference in the Distance Education Fee and the waiver of thethree fees referred to above is basically even when applying it to a full load.


A public hearing to discuss the new fee will be held in the Fall 2019 in conjunction with thepublic hearing for increases in designated tuition for the next two fiscal years.


If the fee is not approved, there will be no budget impact as the Distance Education Fee willbe equivalent to the total of the fees being waived.




14.10


Distance Education Fee




FY 2021Budget

BEGINNING BALANCE 0


ExpensesSalaries & Wages 1,256,875Fringe Benefits 293,403Departmental Operations 1,641,471Maintenance/Repair 87,228Equipment 79,298Scholarships 606,630Total Expenses 3,964,905


ENDING BALANCE 0

14.11


Deferred Maintenance Fee Effective Fall 2020


West Texas A&M University (WTAMU) is celebrating 110 years in existence. Many of thebuildings on campus are approaching 75 years or older and it is getting more difficult andcostly to ensure the maintenance and upkeep of these facilities. During our Master PlanUpdate completed last year, it was determined that several of our facilities, including interiorand exterior envelopes, are currently in need, or will soon be in need of replacement. TheMaster Plan Update estimated current needs of more than $85M with an additional $25Mneeded in the next five years. While some of our annual budget is set aside to provide forthese needs, $85M is one half of our annual operating budget.

WTAMU is proposing a $50 per student, per semester charge to be set aside for deferredmaintenance or planned replacement of equipment, flooring, lighting, windows, doors,plumbing, etc. A complete facilities assessment is being conducted by Sightlines which willassist us in developing plans and timelines and prioritizing our infrastructure needs.


A public hearing will be held to discuss the proposed fee in Fall 2019, in conjunction withthe public hearing for increases in designated tuition for the next two fiscal years.


As facilities and equipment age, funding needs will have to be met from existing sourcesused for teaching and research.




14.12


Deferred Maintenance Fee


Basis: SEM (sch, sem, student, etc.)


FY 2021Budget

BEGINNING BALANCE 0


ExpensesMaintenance/Repair 1,263,050Total Expenses 1,263,050


ENDING BALANCE 0

14.13

TEXAS A&M UNIVERSITY HEALTH SCIENCE CENTERSummary of Proposed Fee Changes

Effective Fall 2020









Texas A&M Irma Lerma Rangel College of Pharmacy15.12 Pharmacy PhD Graduate Program Fee SCH New $159.00


15.1

Request for Increased Student Fee TEXAS A&M UNIVERSITY HEALTH SCIENCE CENTER

Designated Tuition and University Advancement Fee Effective Fall 2020


Texas A&M University Health Science Center proposes an increase of 2.9% to variablerates with an up to 8% premium on guaranteed rates. Different colleges have differentcosts, so the increase will vary depending on the student’s major field of study. Thisincrease impacts the following: new undergraduate students either transferring or enrollingfor the first time, undergraduate students not completing their program within the specifiedtimeframe, undergraduate students on a variable rate plan, and all graduate students. Thisproposal does not impact currently enrolled undergraduate students who previously chosethe guaranteed tuition and fee plan and have not exceeded the specified timeframe of theirdegree program.



• Providing increased opportunities for transformational learning experiences, includinginternships, research and clinical experiences, study abroad, and student employment




Public hearings were held October 9th and 25th at Texas A&M University – College Station.




No ending balance


15.2

Request for Increased Student FeeTEXAS A&M UNIVERSITY HEALTH SCIENCE CENTER

Designated Tuition








Revenues 0Fees 1,560,161 1,560,161 168,508 1,728,669Total Revenues 1,560,161 1,560,161 168,508 1,728,669

ExpensesSalaries & Wages 162,881 162,881 17,592 180,473Fringe Benefits 45,557 45,557 4,920 50,477Departmental Operations 1,060,753 1,060,753 114,569 1,175,323Maintenance/Equipment 16,226 16,226 1,752 17,978Equipment 40,720 40,720 4,398 45,118Set Aside-Scholarship/Finc Aid 234,024 234,024 25,276 259,300Total Expenses 1,560,161 1,560,161 168,508 1,728,669

Increase/Decrease in Balance Revenues less Expenses 0 0 (0) (0)

ENDING BALANCE 0 0 (0)

Colleges of Nursing, Dentistry, Public Health, Pharmacy & Medicine

15.3









BEGINNING BALANCE - Actual 0Estimated (0) (0)


ExpensesSalaries & Wages 110,594 110,594 8,665 119,258Fringe Benefits 30,932 30,932 2,423 33,356Departmental Operations 720,236 720,236 56,430 776,665Maintenance/Equipment 11,017 11,017 863 11,880Equipment 27,648 27,648 2,166 29,815Set Aside-Scholarship/Finc Aid 158,899 158,899 12,449 171,348Total Expenses 1,059,326 1,059,326 82,996 1,142,322

Increase/Decrease in Balance Revenues less Expenses (0) (0) (0) (0)

ENDING BALANCE (0) (0) (1)

Colleges of Nursing, Dentistry, Public Health, & Medicine

15.4


Texas A&M College of Nursing – Increase in Graduate Student Designated Tuition Effective Fall 2020


Texas A&M College of Nursing is proposing to increase the graduate student designatedtuition by $52.61 per semester credit hour for graduate resident students and an increase of$105.88 per semester credit hour for graduate non-resident students. This proposed increaseis to come into alignment with the designated tuition rates at Texas A&M University. Therates proposed will increase based on inflation. The increased revenue will be used forcollege operations, hiring additional faculty and academic advisors, providing financialassistance as required by state statute and supporting infrastructure costs. This tuitionalignment with Texas A&M University allows the college to continue to improve ourability to graduate students on a timely basis and provide students with more intimatelearning opportunities through smaller classes, transformational learning experiences andwill assure the Health Science Center trajectory towards excellence.


A public hearing was be held on September 24, 2019, at Texas A&M Health ScienceCenter – Bryan, Texas with video conference and phone access for off campus students.


If the proposed increase to the graduate student tuition is not approved, all inflationarycosts will be addressed through reduction in services. If the tuition rate is not approved, theTexas A&M College of Nursing will continue to be mismatched with the rest of theuniversity on this tuition, reducing our ability to achieve national ranking of our graduateprograms.


No ending balance is expected.


15.5


College of Nursing Graduate Designated Tuition - Resident









ExpensesDepartmental Operations 340,269 340,269 134,366 474,635Total Expenses 340,269 340,269 134,366 474,635



15.6

Request for Increased Student FeeTEXAS A&M UNIVERSITY HEALTH SCIENCE CENTERCollege of Nursing Graduate Designated Tuition - Non-Resident












15.7


Texas A&M College of Nursing – Graduate University Advancement Fee Effective Fall 2020


Texas A&M Health Science Center is proposing to increase the University AdvancementFee by $23.33 per semester credit hour. If this fee is approved, the transportation fee of$70.00 per semester will be eliminated. This proposed increase is to come into alignmentwith the University Advancement Fee rate at Texas A&M University. The increasedrevenue will be used for Health Science Center operations, enhancing classrooms andclassroom technology, supporting infrastructure and utility costs, addressing inflationarycosts associated with library subscriptions, and allows the university to continue toimprove our ability to graduate students on a timely basis, provide students with moreintimate learning opportunities through smaller classes, transformational learningexperiences and will assure the Health Science Center trajectory towards excellence.


A public hearing will be held on September 24, 2019, at Texas A&M Health ScienceCenter - Bryan, Texas with video conference and phone access for off campus students.


If the proposed increased is not approved, inflationary costs will be addressed throughreduction in services or internal funding reallocations and the transportation fee willcontinue to be charged to students.




15.8


College of Nursing Graduate University Advancement Fee

Current Fee: $79.67 for Fall and Spring $70/SEM Transportation Fee will be eliminated$79.67 for Summer if the increase is approved.











15.9


Texas A&M College of Nursing –Graduate Program Fee (includes Certificate) Effective Fall 2020


Texas A&M College of Nursing is proposing to increase the graduate program fee by$17.58 per semester credit hour. If this fee is approved, the clinic simulation fee of $300per semester for graduate students will be eliminated to consolidate current fees assessed tograduate students and the clinic simulation expenditures will be paid from graduateprogram fees. To ensure the long-term competitiveness of the nursing graduate andcertificate programs, the amount of the program fee may be increased each year by apercentage change that is equal to the most recent change in the inflationary adjustment.


A public hearing will be held on September 24, 2019 at Texas A&M Health Science Center– Bryan, TX with video conference and phone access to off campus students.


If the proposed increased to the graduate program fee is not approved, the clinic simulationfee will continue to be charged to students.




15.10


Texas A&M College of Nursing - Graduate Programs & Certificate Fee

Current Fee: $68.00 for Fall and Spring $300/SEM Clinic Simulation Fee will be eliminated$68.00 for Summer if the increase is approved.







RevenuesFees 221,992 221,992 221,992Total Revenues 221,992 221,992 0 221,992

ExpensesDepartmental Operations 221,992 221,992 221,992Total Expenses 221,992 221,992 0 221,992



15.11

Request for New Student Fee TEXAS A&M UNIVERSITY HEALTH SCIENCE CENTER

Pharmacy PhD Graduate Program Fee Effective Fall 2020


Budget priorities for the College include providing access for faculty, staff, and students to resources thatallow for the highest quality educational experience possible, and ensuring that all of our facilities,technology, and resources exceed the minimum accreditation standards for curriculum design,programmatic delivery and oversight. The College of Pharmacy is committed to achieving excellence in theeducational experience of the PhD students including: research enhancement, industry partnershipdevelopment, graduate teaching and research assistantships; classroom and laboratory technologymaintenance and enhancement; faculty computer maintenance and replacement; professional anddevelopment activities for students; and a formal student tutoring program.

The Graduate Program Fee of $159/semester credit hour will be used to support the programmatic cost ofthe PhD program including professional growth opportunities for students with educational and industrypartners through research collaborations and fellowships. In addition, the Graduate Program Fee will beused to support development opportunities for students such as research presentations at conferences andteaching opportunities. Research collaborations and fellowships are an important aspect of achievingexcellence in pharmacy programs and will allow the college to deliver the most highly trained PhDPharmaceutical Scientists to their respective workforces.

The Graduate Program Fee will provide computer upgrades in classrooms, computer labs and facultyoffices and will be used to support classroom technology that is not funded through the AcademicTechnology Fee (Hardware and software upgrades and maintenance, web-conferencing software andhardware, etc.). The funds from the Graduate Program Fee may also support Graduate Teaching andResearch Assistantships.


No public hearing or referendum is required.


If the proposed fee is not approved, the college will be unable to support the professional growthopportunities for PhD students through research collaborations and fellowships with educational andindustry partners. Additionally, the college may be unable to provide adequate Graduate Teaching andResearch Assistantships. The college will be unable to upgrade computers in classrooms, computer labsand faculty offices and fund the classroom technology upgrades and maintenance required to effectivelydeliver the curriculum in the new PhD program. These are critical elements to providing the highestpossible educational experience to our students and to the college’s future success and growth of the newPhD program.




15.12


Pharmacy PhD Graduate Program Fee




FY 2021Budget

BEGINNING BALANCE 0


ExpensesProgrammatic Costs 28,620Total Expenses 28,620


ENDING BALANCE 0

15.13

PRAIRIE VIEW A&M UNIVERSITYSummary of Proposed Fee Changes

Effective Fall 2020







3.1

Request for Increased Student Fee PRAIRIE VIEW A&M UNIVERSITY

Tuition & Fee Plans Designated Tuition & University Services Fee

Effective Fall 2020


PVAMU is requesting approval to implement an increase on the one-year variable rate atthe inflationary rate of 2.9%. For guaranteed tuition, the rate will be calculated at 2.0%above the variable rate. This request, effective Fall 2020 will be applicable to the newincoming cohort only. 67% of the increase generated will be applied to Designated Tuition(less 15% for required Set-A-Sides) with the remaining 33% applied to the UniversityServices Fee.

Revenue from the proposed increase will be used to maintain high academic quality andstudent success, and provide additional financial aid for students.


A public hearing was be held on September 17, 2019, to discuss the proposed increase.


If the increase is not approved the University will lack the resources necessary to expandinto new avenues that will increase our academic exposure.


No estimated ending balance.


3.2

Request for Increased Student FeePRAIRIE VIEW A&M UNIVERSITYDesignated Tuition - Tuition & Fee Plans









ExpensesSalaries & Wages 6,518,890 6,600,000 0 6,600,000Fringe Benefits 1,479,757 1,500,000 0 1,500,000Utilities 4,333,986 4,340,000 0 4,340,000Scholarships 12,298,290 12,300,000 0 12,300,000Departmental Operations 15,471,649 15,500,000 375,000 15,875,000Debt Service 1,504,302 1,504,302 0 1,504,302Total Expenses 41,606,874 41,744,302 375,000 42,119,302


ENDING BALANCE 220,558 303,688 303,688

3.3

Request for Increased Student FeePRAIRIE VIEW A&M UNIVERSITY

University Services Fee - Tuition & Fee Plans









ExpensesSalaries & Wages 6,905,809 7,100,000 0 7,100,000Fringe Benefits 1,849,722 2,000,000 0 2,000,000Utilities 139,058 140,000 0 140,000Scholarships 1,601,695 1,626,000 0 1,626,000Departmental Operations 10,101,632 10,179,723 175,000 10,354,723Equipment 121,094 125,000 0 125,000Debt Service 2,464,354 2,464,354 0 2,464,354Total Expenses 23,183,364 23,635,077 175,000 23,810,077


ENDING BALANCE 451,713 451,713 451,713

3.4

Request for New Student Fee PRAIRIE VIEW A&M UNIVERSITY Doctor of Business Administration (DBA)

Effective Fall 2020


The Doctor of Business Administration (DBA) is a self-supporting program. Funding willbe based on market estimates. Revenue from the fee will be used to cover programexpenses including a) faculty salaries, 2) compensation for the program directors andassociates, 3) student travel for research, 4) compensation for faculty coaches anddissertation support, 5) meals during residency, 6) textbooks, other supplies and software,7) marketing, and 8) student financial support (emergency) and scholarships


No student referendum is required. However, the market consultant conducted acomprehensive survey of potential students in Houston, Dallas, Austin and San Antonio,and found fairly strong support for the new program.


There is no other source of funding for the program except for the proposed program feeper SCH. The program is 100% dependent on this student program fee.


Any surplus from the program at year-end (ending balance) will be used to help grow theprogram, improve its quality and for other expenses related to the mission of the College ofBusiness.


The new doctoral program will enhance the brand reputation of PVAMU and the Collegeof Business . A survey conducted by an outside consultant shows a robust demand for theproposed program. Approval of this fee ($90,000 for 60 SCH’s over three years;$1,500/SCH; $4,500/Course) is critical to the success of this program.

3.5

Request for New Student FeePRAIRIE VIEW A&M UNIVERSITY

Proposed Fee: $1,500 for Fall and Spring$1,500 for Summer



FY 2021Budget

BEGINNING BALANCE 0


ExpensesSalaries & Wages 184,000Fringe Benefits 51,600Departmental Operations 79,400Total Expenses 315,000


ENDING BALANCE 0

Program Fee - Doctor of Business Administration

3.6









TARLETON STATE UNIVERSITYSummary of Proposed Tuition & Fee Changes

Effective Fall 2020

4.1


Designated Tuition – Inflationary Increase Only


Additional funding is needed to support initiatives aligned with the University Strategic Plan:

1. Support and expand initiatives related to the strategic and academic plan aligned withincreasing Student Success and improved Student Outcomes.

2. Support and expand recruiting efforts to address flat enrollment.3. Support additional faculty lines in the College of Business Administration to meet

requirements for AACSB accreditation.4. Support additional faculty lines in the Department of Social Work to meet requirements

for CSWE accreditation.5. Continue to expand programs in high need areas:

a. Health Sciences and Human Servicesb. Engineering


A public hearing will be held prior to the October Board of Regents meeting.


If the adjustment is not approved, we will be unable to move forward with strategicinitiatives.




4.2


Designated Tuition (Inflationary Increase Only)

Current Fee: $124.43 (avg.) for Fall and Spring$124.43 (avg) for Summer








ExpensesSalaries & Wages 13,311,877 13,311,877 280,000 13,591,877Fringe Benefits 4,259,801 4,259,801 89,600 4,349,401Departmental Operations 14,291,432 14,291,432 159,921 14,451,353Tuition Set-Asides/Exemptions 2,398,299 2,398,299 39,856 2,438,155Total Expenses 34,261,408 34,261,408 569,377 34,830,785



4.3


College of Education Differential Tuition Effective Fall 2020



1. Fund the TAMUS “We Teach Texas” initiative that promotes existing EC-6, secondary,educational leadership programs as well as service initiatives related to K-12 publiceducation.

2. Provide research start-up funds for new faculty.3. Support the School of Kinesiology through funding instructional supplies used by

students in specific programs (e.g., MS Athletic Training).4. Expand Dean’s Innovation Grant program funding for projects related to advancing

student research, service and instructional experiences, improving student success,achieving efficiencies, and impacting students and the community through signatureevents and service initiatives.

5. Expand and update graduate and undergraduate recruitment materials.6. Fund an Instructor for Psychological Sciences to reduce the reliance on adjuncts within

a department that has a relatively small number of full-time faculty relative to thenumber of majors.

7. Provide professional development in academic fundraising for department heads.








4.4


College of Liberal & Fine Arts Differential Tuition Effective Fall 2020



1. Address needs in high cost fine arts programs, such as Digital Media Studies.2. Provide an operating budget for the Corps of Cadets and John Tarleton Leadership

Academy.3. Provide funding for undergraduate research initiatives.4. Increased funding for faculty travel and publication.








4.5


Differential Tuition

Current Fee: $24.98 (avg.) for Fall and Spring$24.98 (avg.) for Summer







RevenuesFees - Inflationary Increase 4,501,882 4,501,882 117,049 4,618,931COE - Additional Increase 31,161 31,161COLFA - Additional Increase 28,707 28,707Total Revenues 4,501,882 4,501,882 176,917 4,678,799

ExpensesSalaries & Wages 1,964,952 1,964,952 60,000 2,024,952Fringe Benefits 589,485 589,485 18,000 607,485Departmental Operations 1,103,342 1,103,342 63,534 1,166,876Tuition Set-Asides/Exemptions 844,103 844,103 35,383 879,486Total Expenses 4,501,882 4,501,882 176,917 4,678,799



College of Education & College of Liberal & Fine Arts

4.6

Request for New Student Fee TARLETON STATE UNIVERSITY


I. Programmatic justification and proposed use of the new fee:

The Tarleton State University College of Liberal and Fine Arts offers an online Masters of PublicAdministration Program (MPA). Tarleton recently signed an MOU with the University of NewYork in Prague, Czech Republic with the intention of offering the online degree to students whoreside in the Czech Republic. Current students in this program are charged at the resident and non-resident rates approved by the Board. However, because of the competitive price of programsoffered in Prague, many universities are offering non-residents students the equivalent tuition andfees to the resident rate. The implementation of Tarleton’s Non-Resident Online Masters ProgramFee will allow us to become competitive in the online market and will expand enrollment tostudents residing in the Czech Republic wishing to access the University’s MPA program. Thisfee may be applied to other masters programs in order to meet demand at UNY Prague. Thefunding generated from the fee will be used to cover the cost of instruction and overhead.


The Non-Resident Online MPA program fee will be charged to all non-resident students enrollingin the online program through cooperation with the University of New York in Prague beginningFall 2020. The program fee will be part of the information provided to all applicants to theprogram.


If the fee is not approved, Tarleton State University College of Liberal and Fine Arts will not beable to offer competitive pricing to students wishing to enroll in in the cooperative program withthe University of New York in Prague causing enrollment in this program to suffer. Theimplementation of the program will allow for increased international collaborations andrecognition, attracting acclaimed faculty and high-performing graduate students to the program.


No ending balance is anticipated as all revenue generated within the fiscal year will be utilized forthe enhancement of the education environment for those graduate students paying the program fee.


The Texas Administrative code states that institutions can not submit for formula funding fordistance education courses taken by non-resident students who are located out-of-state or out-of-country, courses in out-of-state or out-of-country programs taken by any student, or self-supporting courses.

In future years, the Non-Resident Online Masters program fee may be increased at the boardapproved inflationary rate to ensure non-residents are not being charged less than resident studentsenrolled in the same program.

4.7

Request for New Student FeeTARLETON STATE UNIVERSITY


Proposed Fee: $350 - $500 for Fall and Spring$350 - $500 for Summer


Number of Students Affected: 15Projected Student Enrollment:Projected Semester Credit Hours:

FY 2021Budget

BEGINNING BALANCE 0


ExpensesSalaries & Wages 60,000Fringe Benefits 19,200Departmental Operations 125,306Administrative Costs 20,496Total Expenses 225,002


ENDING BALANCE 0

4.8




Additional funding is needed to increase the institutional profile of Tarleton State Universitythrough a move to NCAA Division I athletics. These funds will be used to support additionaltravel expenses, student-athlete scholarships and the addition of new sports, such asWomen’s Soccer.


A student referendum is scheduled for October 14-17, 2019.


If the adjustment is not approved, we will not be able to move forward with a transition toNCAA Division I.




4.9











ExpensesSalaries & Wages 2,623,525 2,623,525 800,000 3,423,525Fringe Benefits 713,174 713,174 240,000 953,174Departmental Operations 1,386,646 1,386,646 1,001,068 2,387,714Scholarships 0 0 750,000 750,000Total Expenses 4,723,345 4,723,345 2,791,068 7,514,413



4.10

TEXAS A&M INTERNATIONAL UNIVERSITYSummary of Proposed Fee Changes

Effective Fall 2021





5.2 University Service Fee SCH varies $6.00 varies

5.4 Athletics Fee Fall, Spring & Summer SCH $23.05 $3.00 $26.05 Fall, Spring & Summer Max SEM $345.75 $45.00 $390.75


5.1


University Service Fee (USF) Effective Fall 2020


Texas A&M International University is requesting an inflationary increase and anadditional increase of $6.00/SCH to the University Service Fee. The proposed feeincreases will provide scholarships and will cover operational costs for instruction,academic support, research, student services, facilities, and institutional supportservices including deferred maintenance.


The Student Fee Advisory Committee met during the fall semester to discussproposed fee increases. The committee supports the fee change. Student hearingsare scheduled for October 16th and 17th, 2019, where the proposed increase will bepresented.


The University anticipates continued, annual increases in software necessary forinstruction, student service support, and institutional efficiency, along with librarydatabases crucial for student learning. Increasing expenditures associated withmaintenance as the campus ages are also necessary to avoid an increasing deferredmaintenance balance. The University will be unable to meet these needs if theincrease is not approved.


Any remaining fund balance will be used for future unanticipated operational needs.


5.2


University Service Fee (inflationary increase plus additional $6.00/SCH increase)








RevenuesFees - Inflationary Increase 12,827,739 13,084,293 1,184,125 14,268,418Fees - Additional Increase 0 0 926,868 926,868Total Revenues 12,827,739 13,084,293 2,110,993 15,195,286

ExpensesSalaries & Wages 3,730,047 3,804,390 0 3,804,390Fringe Benefits 627,280 635,000 0 635,000Departmental Operations 4,340,944 4,350,000 700,000 5,050,000Equipment 1,190,565 1,200,000 150,993 1,350,993Travel 60,943 60,943 0 60,943Utilities 2,066,000 2,200,000 60,000 2,260,000Scholarships 203,000 225,000 200,000 425,000Deferred Maintenance 0 0 1,000,000 1,000,000Debt Service 608,960 608,960 0 608,960Total Expenses 12,827,739 13,084,293 2,110,993 15,195,286



5.3




The proposed fee increase will provide additional funding to cover expenses relatedto our move to the Lone Star Conference and the eventual addition of tennis and trackand field teams. The fee will also cover the cost of maintaining the new tennis center.

I. Public hearing and/or student referendum requirements

The Student Fee Advisory Committee met during the fall semester to discuss aproposed fee increases and possible referendum for a $3.00 Athletic fee increase. Thecommittee supports the fee change and referendum. Student hearings are scheduledfor October 16th and 17th, 2019, where the proposed increase will be presented. Areferendum will be conducted from October 21st to 23rd.


If the request is not approved, the University will have difficulty growing the athleticsprogram due to limited funding.




5.4


Athletic Fee









ExpensesSalaries & Wages 1,508,498 1,530,720 140,000 1,670,720Fringe Benefits 393,749 408,868 42,000 450,868Departmental Operations 1,406,848 1,406,848 297,642 1,704,490Travel 508,000 550,000 35,000 585,000Scholarships 150,000 150,000 12,000 162,000Total Expenses 3,967,095 4,046,436 526,642 4,573,078



5.5

TEXAS A&M UNIVERSITYSummary of Proposed Fee Changes

Effective Fall 2020


6.2 Tuition & Fee Plans (variable and guaranteed) Increase the overall academic charge (tuition and fees) to a full-time student choosing the one-year variable rate

tuition and fee plan based on an inflationary adjustment of 2.9%.



Undergraduate Differential Designated Tuition - Variable Rate (includes 2.9% inflation factor)6.5 Mays Business School SEM $707.52 $398.64 $1,106.166.8 College of Architecture SEM $838.56 $124.32 $962.886.10 College of Science SEM $216.72 $223.32 $440.04

6.14 Engineering Undergraduate Summer Remote Education Fee SCH New $333.33*The following fee will be eliminated if the Engineering Undergraduate Summer Remote Education Fee is approved: Engineering Distance Education Differential Tuition SCH $540.00 ($540.00) Eliminate





6.37 Liberal Arts Master of Science in Psychology with a concentration in Industrial-Organization Psychology Program Fee Summer SEM New $3,500.00*Fee was previously charged for four semesters (Fall/Spring/Fall/Spring). Effective Fall 2020, fee will becharged Fall/Spring/Summer/Fall. No change in total charges to student.


*Fee was previously charged on an annual basis in addition to other tuition and fees. Effective Fall 2020,fee will be charged for the total program, which includes all tuition and fees.



School of Law M.Jur (Non-JD) Distance Education6.52 Program Fee SCH New $1,100.00




6.1

Request for Increased Student Fee Texas A&M University

Academic Cost Inflationary Increase Designated Tuition and University Advancement Fee

Effective Fall 2020


Texas A&M University proposes an increase of 2.6% to variable rates with an 8% premiumon guaranteed rates. Different colleges have different costs, so the increase will varydepending on the student’s major field of study. This increase impacts the following: newundergraduate students either transferring or enrolling for the first time, undergraduatestudents not completing their program within the specified timeframe, undergraduatestudents on a variable rate plan, and all graduate students. This proposal does not impactcurrently enrolled undergraduate students who previously chose the guaranteed tuition andfee plan and have not exceeded the specified timeframe of their degree program.



• Providing increased opportunities for transformational learning experiences, includinginternships, research experiences, study abroad, and student employment




Public hearings will be held October 9th and 25th at Texas A&M University - CollegeStation.




No ending balance


6.2


Designated Tuition






FY 2020 without Proposed WithBudget increase Increase Increase

BEGINNING BALANCE - Actual 0Estimated 0


ExpensesSalaries & Wages 67,550,798 67,550,798 1,496,000 69,046,798Fringe Benefits 15,114,546 15,114,546 340,000 15,454,546Departmental Operations 133,297,344 133,297,344 2,924,000 136,221,344Maintenance/Equipment 9,000,000 9,000,000 204,000 9,204,000Equipment 20,515,248 20,515,248 408,000 20,923,248Scholarships and Fellowships 59,487,579 59,487,579 1,360,000 60,847,579Utilities 3,750,300 3,750,300 68,000 3,818,300Total Expenses 308,715,814 308,715,814 6,800,000 315,515,814



Note: Revenue is based on charging students on fixed plan up to 8% higher than the variable plan.

6.3

Request for Increased Student FeeTEXAS A&M UNIVERSITYUniversity Advancement Fee






FY 2020 Without Proposed WithBudget Increase Increase Increase



ExpensesSalaries & Wages 29,273,436 29,273,436 630,000 29,903,436Fringe Benefits 6,876,508 6,876,508 162,750 7,039,258Departmental Operations 70,557,356 70,557,356 1,505,000 72,062,356Maintenance/Equipment 3,047,540 3,047,540 70,000 3,117,540Scholarships and Fellowships 546,915 546,915 12,250 559,165Utilities 44,452,330 44,452,330 945,000 45,397,330Debt 7,913,856 7,913,856 175,000 8,088,856Total Expenses 162,667,941 162,667,941 3,500,000 166,167,941



6.4


Mays Differential TuitionEffective Fall 2020


Business education remains highly competitive. However, more recently, global competition has becomeeven more acute, as business schools across the world compete to attract the most talented students andcompany support. Mays Business School must recruit and retain the right faculty and staff to build relevantcurricula and couple in-class learning with complementary experiential learning opportunities. It hasbecome imperative to have state-of-the-art facilities for business education. Prospective students,corporations, prospective and current faculty are drawn to state-of-the-art facilities. The needed space willhelp with faculty and staff recruitment and retention, as well as student recruitment and student success. Itis noteworthy that our current building is 25 years old and facilities are also a key factor in the rankings.

Mays Business School plans to expand the Wehner Building. In our Strategic Plan (2017-2021) wereference the proposed building expansion, which has evolved to a Business Education Complex andincludes the West Campus Library. The theme for this new facility is Lifelong Learning, and our vision isto create an environment that promotes connectivity, creativity and collaboration. Learning has changed.As a result, the Business Education Complex will include spaces for academic innovation through activelearning, enhanced student engagement and centers for transformational education. We need activelearning classrooms configured in ways that allow students to work in small teams to solve real-worldbusiness problems; thus, living up to our vision of advancing the world’s prosperity. Our facilities need toaccommodate both our on-campus students as well as provide advanced technology for extending ourbusiness education offerings through distance education and programs designed for executive development.We need spaces for transformational learning, enabling our students to engage with scholars and fellowstudents from around the world empowered by leading edge technology. Additionally, the added space willhelp address our shortage of office space for faculty and staff.

The envisioned Business Education Complex will accomplish this through the addition of approximately75,000 gross square feet of space to our existing building. Working with the University architect, LiliaGonzalez, the best estimate of the cost for the proposed Business Education Complex is $65 million, whichincludes a $5 million endowment for ongoing maintenance. Our current timeline plans for construction ofthe expansion during 2023-2024 and completion of the project by 2025.

To finance the planned expansion, we have been very active over the past several years in securing strongsupport for the project from the Dean’s Advisory Board and financial support from our key donors. To date,we have received donor pledges and gift agreements totaling $27 million. Additionally, we have identified$9 million in Mays Business School reserve funds that will be used to match some of the donorcontributions. The differential tuition increase will generate $22 million over the next eight years, whichwill significantly help the funding of this much-needed building expansion. Accordingly, we are requestingan increase in our Mays Differential Tuition rate that will create the additional funding needed to fund theproject. We anticipate the ability to achieve a multi-year bonding program against the future increaseddifferential tuition revenue. Specifically, we are requesting that we receive approval to increase ourdifferential tuition rate from the current variable rate of $707.52 per semester to $1,106.161 per semesterbeginning in the fall 2020 semester (includes inflationary increase of 2.9%). This rate is based on thevariable tuition program. Rates for students in the fixed/guaranteed tuition program are incremented by aseparately approved percentage and are thus higher by that percentage. The chart below shows theproposed increase and future revenue streams that would be dedicated to funding the building project.

1 This amount is in alignment with Texas A&M’s College of Engineering’s differential tuition

6.5

With the requested increase in differential tuition added, Mays Business School remains competitive amongst several of its peer and aspirant schools. As shown by the chart below representing fall 2019 fixed total tuition and mandatory fee rates, Mays Business School ranks favorably in cost and value to the listedcompetitors.

Resident Tuitiion After ProposedInstitution Full-time, Fixed Increase

Indiana University 9,210.00$ 9,210.00$ Michigan University 9,161.50 1 9,161.50 Michigan State University 7,261.50 7,261.50 University of California - Berkley 7,127.00 7,127.00 Mays Business School 6,254.15 6,652.78 University of Texas - Austin 6,401.00 6,401.00

1 Michigan tuition is stated as 4 year average of $8,083 lower division and $10,240 upper division

Comparison of Mays Business School versus Peer and Aspirant InstitutionsFixed Tuition Rates - Full-time, Fall 2019


We held an open hearing with current Mays students on February 26, 2019. Dean Jones, along withAssociate Dean Annie McGowan, Assistant Dean James Laird, and Director of Strategic Planning andInnovation Bill Peel presented the concept of the Business Education Complex and specifically discussedfunding for the project and the corresponding necessary level of increase in the differential tuition rate thatwould be proposed in order to help fund the overall project. After an effective exchange of questions andanswers, students supported the proposal.


Failure to secure an increase in differential tuition revenues will severely affect and possibly eliminate ourability to raise adequate resources to fund the construction of the expansion to our building.


Mays Business School maintains a modest balance of unallocated differential tuition funds in order to fundfuture merit salary increases for personnel funded by differential tuition. We do not anticipate any otherneed for having ending balances since the increase requested will go directly toward funding the buildingexpansion.


Students FY 2020 FY2021 Proposed Gross New Required Net NewFiscal Year Impacted Variable Rate Variable Rate Difference Revenue 15% Set-aside Revenue

2020-21 1,922 707.52$ 1,106.16$ 398.64$ 1,532,372$ (229,856)$ 1,302,516$ 2021-22 2,941 2,344,742 (351,711) 1,993,030 2022-23 3,961 3,157,947 (473,692) 2,684,255 2023-24 4,800 3,826,848 (574,027) 3,252,821 2024-25 4,800 3,826,848 (574,027) 3,252,821 2025-26 4,800 3,826,848 (574,027) 3,252,821 2026-27 4,800 3,826,848 (574,027) 3,252,821 2027-28 4,800 3,826,848 (574,027) 3,252,821

22,243,906$

6.6


Mays Differential Tuition

Current Fee: $707.52 Variable rate for Fall and Spring$707.52 for Summer

Proposed Fee: $1,106.16 Variable rate for Fall and Spring$1,106.16 for Summer2


Number of Students Affected: 1,922 1

Current Semester Credit Hours:Projected Semester Credit Hours:




RevenuesFees - Net after applied exemptions 6,509,048 6,510,000 1,532,372 8,042,37215% Mandated Set-aside (976,357) (976,500) (229,856) (1,206,356)Total Revenues 5,532,691 5,533,500 1,302,516 6,836,016

ExpensesSalaries & Wages 3,024,942 3,210,000 0 3,210,000Fringe Benefits 657,166 697,370 0 697,370Departmental Operations 615,967 616,000 0 616,000Maintenance/Equipment 375,000 375,000 0 375,000Equipment 200,000 200,000 0 200,000Refurbishment of Wehner Building 250,000 220,000 0 220,000Wehner Building Expansion 0 0 1,302,516 1,302,516Reserve for Future Merit on Salaries 150,000 90,000 0 90,000Vacant Faculty Positions being Recruited 250,000 125,000 0 125,000Total Expenses 5,523,075 5,533,370 1,302,516 6,835,886



1 This represents first cohort of freshman, transfer students and students currently on the variable rate plan to be

assessed the proposed increase in first year.2 This rate is pro-rated by SCH during the summer.

6.7


College of Architecture Differential Tuition Effective Fall 2020


The current variable rate is $838.56/semester for a full-time student, and the College isrequesting an increase of $124.32/semester for a full-time student (including inflationaryincrease of 2.9%). If approved, the new variable rate will be $962.88 for new undergraduatestudents entering in the fall of 2020 and current students on the variable tuition and fee plan.Rates for students in the fixed/guaranteed tuition program are incremented by a separatelyapproved percentage and are thus higher by that percentage. The increase in the differentialtuition will provide funding for a portion of the cost of renovation, expansion andmaintenance of the current spaces allocated to the College of Architecture and the spaces tobe allocated to the College in the near future. The scope of these projects is to bring thebuildings into code compliance, update the buildings electrical and mechanical infrastructureto accommodate current and future pedagogy. The anticipated new spaces will be dedicatedto interdisciplinary teaching and learning at both the graduate and undergraduate level.


Hearings were held in September with current College of Architecture undergraduatestudents even though they will not be impacted by this increase.


The College will not have funding to put toward a bond payment to renovate and expand andexpand Architecture space if the increase is not approved.


The budget for this proposal shows an ending balance of zero, or the utilization of funds froma previous year to balance the budget. It is expected that all revenue generated will be fullyinvested into the different graduate programs in the College. To account for any unforeseenitems the College is requesting the ability to have an ending balance that does not exceed 5%of the revenue generated in a given fiscal year.


The current buildings housing the College of Architecture were built in the 1960’s and1970’s. With the exception of the addition of the 4th floor 20 years ago, the buildings arebasically unchanged. The building infrastructure is preventing the deployment of technologyneeded to support modern visual and graphic education pedagogy. Any new space allocatedby the University will need to be renovated to meet the needs of the programs in the Collegeof Architecture. These projects will enhance the education of graduates and undergraduatesand enhance their career opportunities.

6.8


College of Architecture Differential Tuition



Basis: SEM (sch, sem, student, etc.)SCH 1-11 will be Prorated

Number of Students Affected: 2,625 (Approximately 600 students affected in year one.)Current Semester Credit Hours: 73,740Projected Semester Credit Hours: 74,300





ExpensesSalaries & Wages 2,183,000 2,249,000 0 2,249,000Fringe Benefits 545,750 563,000 0 563,000Departmental Operations 200,000 200,000 0 200,000Maintenance/Equipment 100,000 100,000 0 100,000Equipment 200,000 200,000 0 200,000Building/Renovation 0 0 127,122 127,122Scholarships 195,000 195,000 0 195,000Student Travel 80,000 80,000 0 80,000Total Expenses 3,503,750 3,587,000 127,122 3,714,122


ENDING BALANCE 109,993 73,598 73,598

6.9


College of Science - Differential Tuition Effective Fall 2020


The College of Science offers 13 undergraduate degree programs through its five departments: Biology,Chemistry, Mathematics, Physics & Astronomy, and Statistics. The number of undergraduate science majorsis approximately 2,400 students.

The College faces several challenges in offering modern programs for these students. These includemaintaining, refreshing, replacing and updating equipment in undergraduate science laboratories (Biology,Chemistry, Physics & Astronomy), as well as providing mentoring and tutoring services to students withincreasingly diverse backgrounds in high school science and mathematics. The lack of functioning, modernlaboratory equipment hinders our ability to prepare students for both employment in industry and entry intograduate and professional school (such as medical school). A lack of funding to provide comprehensivementoring and tutoring services adversely affects our retention rates and lengthens graduation times. It alsoprecludes the College from offering more undergraduate research experiences to our students; theseopportunities also improve retention of students and increase their marketability upon graduation.

To address these challenges, the College of Science requests an increase to its variable differential tuition rateof $223.32 per semester, from $216.72 to $440.04 (includes inflationary increase of 2.9%). Rates for studentsin the fixed/guaranteed tuition program are incremented by a separately approved percentage and are higherby that percentage. Revenue from this increase will be used as follows.

Allocation of Funding from Differential Tuition Increase

1. Upgrade and refurbish microbiology teaching labs (purchase cell-counting instruments, small-scalefermenters (used in bio-tech industries), microscopes, balances, pH meters, spectrophotometers, etc.).$150,000

2. Establish computer-based teaching lab for bioinformatics and computational biology. $100,0003. Establish honors version of Human Anatomy I and II with virtual dissection of digitized human cadavers

(rather than cat specimens). $150,0004. Upgrade neuroscience laboratory for Neurobiology BS students (from Biology, Psychology and Vet

Med); purchase of neurophysiology rigs and basic equipment, lab renovation. $150,0005. Upgrade chemistry labs used for instruction of undergraduate chemistry majors and allocate time on

research laboratory equipment (NMR spectrometers, X-ray diffractometers, mass spectrometers, gaschromatographs, etc.). $350,000

6. Maintenance and repair of existing laboratory equipment in Departments of Biology, Chemistry andPhysics. $50,000 per year.

7. Employment of undergraduate tutors/mentors: $158,600 per year (400 hours of mentoring per week at$13/hr. for 14 weeks in spring and fall semesters; 100 hours over 10 week summer semesters);

8. Study abroad programs. $220,000 per year (10 sessions per year at $22,000 per session);9. Summer stipend for undergraduate student researchers. $150,000 per year (150 students, $1,000 stipend

each).10. Undergraduate travel grants to research conferences. $50,000 per year (50 students, $1,000 support per

conference).

Items 1-5 represent one-time expenses of $900,000. The College proposes to allocate these funds over a four-year period, which will require $225,000 revenue per year. We anticipate that there will be a similar need for renovations and upgrades to laboratory equipment in subsequent years (beyond fall 2024). That is, we anticipate a long-term need for approximately $225,000 to maintain and upgrade laboratory in our biology, chemistry and physics laboratories.

6.10

Items 6-10 represent annual costs of $628,600. Total costs per year total $853,600. With an average enrollment of 4,934 affected students per year (spring, fall and summer), the College of Science requests a differential tuition increase of $223.32 per semester for each enrolled student.


The College of Science anticipates conducting a public hearing in the fall semester of 2019.


If the proposed increase is not approved, requested laboratory upgrades and maintenance will not beperformed, tutoring and mentoring services will not be expanded, and undergraduate research activities willnot be funded.




The requested increase in differential tuition of $223.32 per semester represents a relatively modest increasein the total tuition costs for undergraduate students in the College of Science, which has remained constantsince the last request for a differential tuition increase in 2015. The benefits of this fee increase to studentswithin the college will be substantial. It will allow the college to upgrade and modernize the laboratories inwhich students receive instruction, making natural science majors more competitive in the job market andsignificantly enhancing their laboratory training. It will allow the college to expand its tutoring andmentoring services, which will increase retention and decrease time-to-graduation. Tutoring and mentoringservices will be of particular benefit to under-represented minority, first-generation, and low-income students.Finally, these funds will be used to expand the number of undergraduate majors who can participate inundergraduate research experiences and travel to scientific conferences; these activities positively impactretention, time-to-graduation, and post-graduation employment of College of Science majors.

Appendix A. Comparison of mid-career salaries for bachelor’s degree holders

The table below reports median salaries of workers aged 25-59 holding (only) bachelor’s degrees in various fields of study. Data in this table was drawn from “The Economic Value of College Majors,” by AP Carneval, B Cheah, AR Hanson of the Georgetown University Center on Education and Workforce (https://cew.georgetown.edu/cew-reports/valueofcollegemajors/ - full-report). For reference, the median salary for all workers holding a bachelor’s degree in any major for workers in this age group was $61,000.

Field of study Annual median wage, workers aged 25-59 Biology $56,000 Chemistry $64,000 Mathematics $73,000 Physics $81,000 Statistics and Decision Science $78,000

Engineering (average of all majors) $83,000 Business (average of all majors) $65,000 Agriculture (average of all majors) $56,000 Humanities and Liberal Arts (all majors) $52,000 Education (average of all majors) $45,000

6.11

https://cew.georgetown.edu/cew-reports/valueofcollegemajors/#full-report

Appendix B. Comparison of in-state tuition for peer institutions. Taken from Chronicle of Higher Education, Texas A&M Student Business Services, and College Tuition Compare.

Institution Annual tuition and fees, (24+ or 30 credits) Texas A&M University College Station College of Science $10,930 College of Science (proposed w/o Inflation) $11,364 College of Architecture, TAMU $12,174 College of Agriculture, TAMU $11,688 College of Business, TAMU $11,912 College of Education, TAMU $11,250 College of Engineering, TAMU $12,660 College of Liberal Arts, TAMU $10,696

Other Texas Universities In-state science tuition (24+ or 30 credits) Texas Tech University $11,320 University of Houston $8,913 University of Texas at Austin $11,558

Other Universities In state tuition, (24+ or 30 credits) Georgia Tech $12,424 Ohio State $10,726 Penn State $18,454 Purdue $ 9,992 University of California Davis $14,463 University of California Los Angeles $13,774 University of Illinois, Urbana-Champaign $15,094 University of Michigan Ann Arbor $15,262 University of Minnesota $14,693 University of Wisconsin Madison $10,725

Appendix C. Laboratory Costs. The table below summarizes approximate costs associated with laboratory instruction for College of Science majors. These costs represent the cost per undergraduate major, per semester

Department Materials and Supplies Instructors and technical staff Biology $154 $296 Chemistry $320 $855 Physics $147 $721

6.12

https://www.chronicle.com/interactives/tuition-and-fees

https://tuition.tamu.edu/

https://www.collegetuitioncompare.com/compare/tables/?state=TX


College of Science Differential Tuition




Number of Students Affected: 2,726 (1313 Fall and Spring 100 Summer)Current Semester Credit Hours:Projected Semester Credit Hours:




Revenues 1,101,385 1,101,385 606,889 1,708,274Set aside & exemptions (219,038) (219,038) (121,378) (340,416)Total Revenues 882,347 882,347 485,512 1,367,859

ExpensesSalaries & Wages 354,218 354,218 0 354,218Fringe Benefits 32,192 32,192 0 32,192Departmental Operations 370,487 370,487 0 370,487Scholarships 85,220 85,220 0 85,220Maintenance/Equipment 34,000 34,000 196,212 230,212Equipment 6,230 6,230 0 6,230Tutors/Mentors 0 0 79,300 79,300Study Abroad 0 0 110,000 110,000Student Researchers 0 0 75,000 75,000Undergrad Travel Grants 0 0 25,000 25,000Total Expenses 882,347 882,347 485,512 1,367,858



6.13


College of Engineering – Undergraduate Summer Remote Education Fee Effective Fall 2020


Retention and time to graduation of students, particularly undergraduate students, is a highpriority for the College of Engineering. Currently, the six-year graduation rate is 63.4% forstudents who start in engineering and graduate in engineering. The college goal is toincrease the six-year graduation rate to 75%. The average time to graduation is 4.4 years,with the college goal of 4.0 years. Increasing retention and decreasing time to graduationsaves money for students and their families and ushers a positive learning environment.

Engineering undergraduate students are encouraged to pursue internship opportunitiesduring the summer semester. In order to achieve retention and time to graduation goals, theCollege of Engineering offers a number of required undergraduate courses online duringsummer semesters so that students interning at remote locations can take one course onlineand stay on track for graduation. The current distance differential tuition cost is $540/SCHand is a serious financial burden on students. At the same time, additional revenues areneeded to cover the cost of offering courses by distance. To address these issues, theCollege of Engineering proposes to remove the $540/SCH distance differential tuition feeand replace it with a $333.33/SCH Undergraduate Summer Remote Education fee. The feeis proposed to begin in the fall of 2020, and there will not be any undergraduate studentsthat are grandfathered.


Town Hall Meetings were held on September 11th at 10:00am and 4:00pm. Notificationsof the Town Hall meetings were emailed out to all current undergraduate students, facultyand staff.


If the fee is not approved, our ability to address time to graduation goals will be adverselyimpacted.


It is anticipated that all generated revenue within the fiscal year will be utilized for theenhancement of the education environment for those undergraduate students paying theprogram fee. No ending balance is expected.


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College of Engineering - Undergraduate Summer Remote Education Fee

Proposed Fee: for Fall and Spring$333.33 for Summer


Number of Students Affected1: 15,475 1All UG students who would be subject if they enroll

Projected Student Enrollment2: 1,200 2Typically only around 1,200 enroll in online courses.

Projected Semester Credit Hours: 3,600

FY 2021Budget

BEGINNING BALANCE 0


ExpensesSalaries & Wages 888,000Fringe Benefits 312,000Total Expenses 1,200,000


ENDING BALANCE 0

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Mays Business School Master of Science in Human Resource Management for Professionals - Program Fee

Effective Fall 2020


Mays Business School proposes a new program fee for the Master of Science in Human ResourceManagement (MS-HRM) for Professionals program. This is a new program that will begin in thefall of 2020. Students will enroll in a minimester in August and complete their studies 22 monthslater in the month of May. We propose that the fee be assessed on all students who matriculate inthe MSHRM for Professionals program in the fall of 2020 and thereafter. This will be the firstgroup of students to enter the MSHRM for Professionals program. Therefore, no current studentswill be impacted by the proposed fee. The $5,250 proposed fee is requested to be charged eachsemester, but initially applied only during the fall and spring semesters.

The MSHRM program has been delivered as a full-time program in College Station forapproximately 30 years and has a strong record of success. Through research in the Houstonmarket and partnerships with industry leaders in HR the school has realized an opportunity to servethe Houston market by offering the program to working professionals, at the Mays BusinessSchool campus at CityCentre, in Houston. The Professional MBA program, Executive MBAprogram and MS, Analytics program have all been successful in this location. The classroom spaceand team rooms are ideal for our program and the location is near many major employers inHouston, which is important since this program will be for working professionals. The programfee is necessary because the costs of administering the program will be significantly higher inHouston than in College Station.

Fee Justification #1: MSHRM is in high demand by employers and students

The demand for strategic, business-minded HR leaders is increasing. As firms are looking more totheir HR functions to help drive performance and win in the marketplace, it is becoming clear thatmany HR professionals lack the capabilities needed to be successful in the new paradigm.Meetings with HR executives and recruiters in the Houston area have revealed the need for a top-tier program that targets working professionals who desire to maintain their employment whileimproving their education.

Fee Justification #2: The program needs to cover the costs of offering Mays faculty and ExecutiveProfessors in Houston.

The program will satisfy the needs of the Houston market by delivering a unique educationalexperience that includes instruction from renowned Mays faculty and Executive Professors that areHR leaders in the Houston area. The program fee is necessary to cover travel expenses andcompensation for Mays faculty and also to cover the salaries for Executive Professors.

The objective of the program in Houston is to enable our students to become better businessleaders. We will do this by helping students deepen their knowledge of HR functions, businessstrategy, financial acumen, analytics and organizational change, in order for them to createimmediate value for the business, be an active participant in successfully driving business results,and help their companies address the major current and future challenges faced.

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Fee Justification #3: The program will develop hybrid/online course content and offer in-class, experiential learning opportunities.

25% of the courses will be offered in a hybrid format, with a blend of online and face-to-face learning. This will help ensure flexible, progressive learning opportunities for working professionals looking to obtain next level education to enhance career capabilities. The program will include numerous experiential learning opportunities including case studies, role-play and simulation exercises and significant project work that will help fill knowledge gaps in areas such as finance, talent management, organizational strategy and business analytics.

The program will provide higher level, evidence-based HR knowledge and will be taught by renowned scholars from the Management Department at Mays Business School as well as HR executives in Houston. Faculty will help students build and reinforce HR fundamental business and leadership skills, but especially emphasize best practices in HR leadership, aligning HR strategy to business strategy.

Fee Justification #4: The program will have to pay rent and maintenance fees to use the Mays City

Centre campus. Annual rent and maintenance expenses to use the Mays City Centre campus are $262,500. The

program fee is necessary to cover these costs. Fee Justification #5: The program will need to market in the Houston area and host recruiting

events to attract students. The annual marketing expense is budgeted at $60,000, and the program will also need to host

lunches and dinners to attract prospective students. Other costs will include brochures and social media ads.

Use of the fee: The proposed MSHRM Program for Professionals fee provides the needed necessary resources to

A) recruit the best students; B) hire faculty to teach the courses, including hiring executive professors to help with instruction in Houston; C) allow for dedicated program staff to support faculty, students and all administrative processes; and D) provide educational enhancement opportunities like field trips, company visits, guest speakers and supplemental learning materials.

The program fee will be used to cover the following expenses:

• Marketing and Advertising Costs. To attract students and with other programs we will invest in new collateral, including the design and development of web pages and social media pages, a recruitment video, brochures and print and digital ads.

• Faculty. Additional resources will be added to support the program, in the form of two new

faculty hires, and three Executive Professors hired to teach part-time. Several of the instructors currently teaching for the department are part-time and will increase their work-load.

• Administrative Staff. An additional Program Coordinator and Graduate Assistant will need to be

hired to assist with managing the recruitment, admissions, and academic administration related to both the College Station program and the program for professionals.

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• General Administrative Costs and Program Enhancement Costs. These costs include, but are not limited to, computer equipment, supplies, student travel and faculty development that is directly related to the program.


In September of 2019, a forum was held with current MS-HRM students and the Program Director to discuss the impact of these fees and solicit input on the new fee structure. The new tuition and fee structure will be reflected on our website as soon as it is approved in order to make future applicants and prospective students aware of the total cost of the MS-HRM Program for Professionals.


The costs of administering the program in Houston are too significant for us to offer the program without the fee.


Should there be an ending balance at the completion of the fiscal year, those funds will remain with the Management Department for the department and Mays to use as needed.


To ensure the long-term competitiveness of the MSHRM program, the amount of program fee may be increased each year by a percentage change that is equal to the most recent percentage change in the Higher Education Price Index (HEPI), published by Commonfund, an asset management firm located at 15 Old Dansbury Road, Wilton, CT.”

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Master of Science in Human Resource Management for Professionals - Program Fee




FY 2021Budget

BEGINNING BALANCE 0


ExpensesSalaries & Wages 155,570Fringe Benefits 34,537Maintenance/Repair 4,150Rent 83,333Marketing 21,660Student Enrichment 7,450Equipment & Supplies 2,500Total Expenses 309,200

Increase/Decrease in Balance (Revenues less Expenses) 5,800

ENDING BALANCE 5,800

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Mays Business School Master of Science in Human Resource Management for Professionals - Enrollment Deposit


Mays Business School proposes a new enrollment deposit for the Master of Science in Human Resource Management (MSHRM) for Professionals program. The proposed deposit will be $500. The deposit will be 100% credited to the first semester tuition of all matriculating students. We propose to charge this deposit to all students who accept our offer of admission for the MSHRM for Professionals program and plan to matriculate in Fall 2020.

The reason for the deposit is to provide incentives to students who have been admitted to the program to decline our offer if they have no intention of enrolling into our program. The deposit will be charged after the admission decision is made. Admitted applicants will be required to pay the deposit by a deadline to guarantee space in the program.

The MSHRM for Professionals program is a new MS program in the Mays Business School and does not have significant historical data on students who fail to enroll after having previously confirmed attendance. The already established MSHRM Program in College Station in Mays saw as many as 15% of admitted students not matriculating, until the program instituted an enrollment deposit. No-shows create lost productivity for the admissions staff and planning uncertainty for the programs overall, and we are seeking to avoid that with the MSHRM for Professionals program.

The primary way of managing such uncertainty is through the implementation of a refundable deposit for all students accepting admissions. Our proposed enrollment deposit of $500 is in line with other Mays MS programs. In addition, we believe the $500 is sufficient to screen out insincere applicants but not so large as to discourage legitimate students.

Because the enrollment deposit will be applied to matriculating students’ tuition for the fall semester, we do not anticipate significant revenues from this enrollment deposit. Any forfeited deposits will be used to defray marketing expenses for recruiting the next class of students into the MHSRM for Professionals program. We anticipate that 5% (or less) of those who accept our admission will forfeit the enrollment deposit.


The MSHRM for Professionals program is a new distance-education program. The first class of students will matriculate into the program during Fall 2020. Input from students enrolled in the existing MSHRM program in College Station, as well as other MS programs in Mays Business School, was obtained prior to implementing the enrollment deposit for the respective programs. Because the enrollment deposit is credited to the first semester tuition, students agreed that the enrollment deposit would not significantly discourage legitimately interested applicants.

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We estimate a loss of approximately ten hours of staff productivity per student that accepts but does not matriculate. The cost of planning uncertainty is not quantifiable but significant. For example, faculty teaching assignments and other resources are negatively impacted by uncertain enrollment estimates. Additionally, the tuition and fee money is necessary to cover fixed expenses such as faculty pay, travel and rent of the City Centre facility. Should students not matriculate, the program revenues decrease and it becomes more difficult to cover fixed expenses.


We do not anticipate an ending balance. V. Additional information

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Master of Science in Human Resource Management for Professionals Program - Enrollment Deposit

Proposed Fee: $500 for Fall Only (Deposit) for Summer

Basis: student (sch, sem, student, etc.)

Number of Students Affected: 30Projected Student Enrollment: 30Projected Semester Credit Hours: n/a

FY 2021Budget

BEGINNING BALANCE 0

RevenuesFees 15,000Deposit credited to matriculating students (14,000)Total Revenues 1,000

ExpensesMarketing 1,000


ENDING BALANCE 0

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Mays Business School Master of Science in Marketing – Program Fee

Effective Fall 2020 I. Programmatic justification and proposed use of the increased fee

A. Executive Overview

Mays Business School proposes an increase in the program fee for the Master of Science in Marketing program. The current fee is $2,570 per semester and the proposed fee is $8,000 per semester. The current cost for 3 semesters (16 month program consisting of Fall, Spring, Fall) of tuition and student fees in our program is approximately $29,600 ($822 per credit hour). The increased fee of $8,000 per semester (10 month program consisting of Summer, Fall, Spring) would bring the cost of our program to approximately $45,000 ($1,250 per credit hour). Our current program is priced at less than half the cost of comparable programs (including the University of Texas at Austin). An analysis of eight other Master of Science in Marketing (MS-Marketing) programs ranked, along with our program, as the top MS-Marketing programs in the U.S. currently charge an average of $64,679 ($1,633 per credit hour). With the proposed fee increase, our program (which is currently ranked as the #2 MS-Marketing Program in the U.S. by both Best-Masters.com and College Choice), will still be priced below the current average price of top MS-Marketing programs in the U.S. and will be priced slightly less than the program offered by the University of Texas at Austin. We propose this increased student fee be assessed on all students who matriculate into the MS-Marketing program in Summer 2020 and thereafter. There will be no increase in fees for any current MS-Marketing students.

B. Overview of the Master of Science in Marketing program A major revision of the MS-Marketing program will launch in Summer 2020. The program has been a 36-hour, 16-month program. The program has also required a series of pre-requisites, making the program effectively a 24-month program for any student not having a business undergraduate foundation. The program comprised students across three categories: 1) 16-month program students, who typically begin the program in the Fall semester and complete the program in December of the following year; 2) 12-month or 4+1 students, who typically complete 6-9 hours of graduate coursework during their Senior undergraduate year, complete their internship during the summer, after graduating with their Bachelor’s in May, and then finish the program in two graduate semesters, graduating in May, a year after receiving their Bachelor’s degree; 3) Professional Program in Accounting (PPA) students who typically complete 6 hours of graduate coursework during their Senior undergraduate year, and then finish the program in two graduate semesters, receiving both their BBA and MS-Marketing degrees the following May. This program approach resulted in the need to manage seven different cohort groups. The revised MS-Marketing program will consist of a 36-credit hour, 10-month program (covering 3 semesters – Summer, Fall, Spring). Peer programs are 10-month to 1 year in length. Our 16- to 24-month program has made it difficult to continue to recruit top students as new, more condensed programs have been launched by our peer institutions, coupled with the shifting

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market demand for shorter programs. The revised program is designed for students seeking careers in corporate marketing, brand management, product management, and marketing analytics, as well as students pursuing careers in other fields, who wish to strengthen their marketing skills for success in those positions. The revised program will be a single cohort program, creating a stronger bonding experience for our students and minimizing duplication of events. The revised, 10-month, single cohort program will increase our program’s competitiveness in attracting top students, as well as increase the value of the program to those seeking to advance their studies. Our primary student focus will be undergraduate students from the Texas A&M University system and top undergraduates from around the country. All students will experience the same curriculum regardless of undergraduate major, thereby removing the barrier to non-business undergraduate students, allowing the program to attract a more diverse student body, and provide value to a broader group of Texas A&M University system students, as well as top non-business undergraduate students outside of our system.

C. Rationale We have conducted thorough market research, evaluating our regional and national competitors. This review has resulted in a major revision of the program as noted. The proposed fee increase is based upon revising the program to be competitive and sustainable. Specifics include the following findings:

1) Rationale #1: Need for a full-time staff member as Director of the program to maintain

competitiveness. Throughout the program’s existence, it has operated with a tenure-track faculty Director. The faculty Director’s workload responsibilities have included research, a 6 course per academic year teaching load, couple with other service responsibilities. The Director’s MS-Marketing responsibilities were “above and beyond” the faculty member’s regular responsibilities. We are currently the only program within Mays Business School that uses a tenure-track faculty member as an MS program Director. Peer MS-Marketing programs also have fulltime staff directors or associate directors. The limited time that the current Director has available to invest in our program places it in a competitive disadvantage in relation recruitment, promotion and administration. Aggressive recruitment strategies of peer programs for top students necessitates the movement to the hiring of a full-time staff MS-Marketing Director. Recognizing this important need for the MS-Marketing program to grow, Mays Business School has invested 18 months of bridge funding so that the Department of Marketing can recruit a full-time MS-Marketing Director. The current use of a tenure-track Director has lowered the applicant quality over time and placed a strain on current fiscal and faculty/staff resources necessary to run a nationally-ranked program. The proposed fee is necessary to cover the increased cost to the program of the full-time staff Director.

2) Rationale #2: Additional resources are needed to recruit the best students and provide the best program. The large price disparity between our nearest competitors and the MS-Marketing program disadvantages Mays in several ways. First, it deprives the school of the needed resources to recruit the best and brightest students. Current competitive programs regularly attend graduate career fairs at other institutions and spend considerable marketing dollars to attract top students (these are both promotional dollars and scholarship dollars). Second, our current

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program fee does not allow us the ability to have the staff necessary to provide the administrative resources to support our current students. For example, we are currently using our undergraduate advisor to support the MS-Marketing students, thereby absorbing the cost of this advisory role within the Department of Marketing, while also limiting support to our undergraduate students. This hampers both our MS and undergraduate programs in relation to administrative and career support aspects. Third, scant resources limits the program from providing necessary educational enhancement opportunities, such as company and conference visits, by our students.

3) Rationale #3: Increased instructional costs. The movement to a 10-month program necessitates the incorporation of coursework during the summer (9 credit hours) as well as during the intersession period (i.e., 3 credit hours during wintermester). Staffing of this coursework will be engaged on an “in excess” basis, given the terms of faculty appointments and current course commitments. This approach is consistent with both peer and Mays Master-level programs.

4) Rationale #4: The Mays MS-Marketing program is significantly below market cost, signaling to the potential students that the program may be of lower quality. The Mays MS-Marketing program is priced $35,000 lower than our competitors’ programs. Our program is currently priced lower than all 8 of the other programs that are highly ranked by graduate school rating organizations (see table on next page). The low price of the program is a signal of lower quality to the market, thereby lowering the overall quality of applicants (evidenced by a decline in GMAT and GRE scores relative to comparable programs, most notably in quantitative skills). The average cost of these other programs is $64,679 ($1,633 per credit hour), compared to our cost of $29,600 ($822 per credit hour).

Estimated Program Costs of Texas A&M University Mays Business School’s MS-Marketing Program and Other Highly-Ranked MS-Marketing Programs

University Program Title Cost per

Credit Hour

Credits (length)

Total Program Cost*

Columbia MS-Marketing $1,410


$69,771

Texas A&M University (Current)

MS-Marketing $822

36 credits (16 months, to 24 months)

$29,600

UT-Austin MS-Marketing $1,298


$48,000

New York MS-Integrated Marketing

$1,989

42 credits (part-time program, 24 months)

$83,538

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Northwestern Masters in Integrated Marketing Communications

$1,684

54 credits (15-months)

$90,930

UT-Dallas MS-Marketing $1,397


$50,292

USC MS-Marketing $1,912


$57,360

Georgetown Masters in Integrated Marketing Communications (IMC)

$1,392


$45,936

Johns Hopkins

MS Marketing $1,989


$71,600

The increased fee would bring the cost of our program to $1,250 per credit hour and a total program cost of $45,000, which is comparable to the MS-Marketing Program at the University of Texas-Austin (e.g., UT-Austin’s program is ranked #3 by College Choice while Texas A&M University’s program is ranked #2).

D. Proposed Use of the MS-Marketing Program Fees

The proposed MS-Marketing fees will be used to cover direct and indirect expenses associated with the revised MS-Marketing program. These expenses include: • Staff Investment. A full-time, staff position, i.e., Director of the MS-Marketing Program,

is necessary for recruiting, student placement, student advising, student enrichment experiences, alumni communication, private fund-raising, program administration and developing business partnerships. The Dean’s Office of Mays Business School has provided 18 months of bridge funding as an investment for the hiring of Director. The Director position has been approved by Human Resources and the position is currently posted.

• Student Recruiting and Program Marketing. We will invest in recruiting and marketing activities. We will place a specific focus to attract top students in underrepresented categories.

• Scholarships. To attract the most outstanding candidates, we will use a portion of these fees to provide scholarships for our students, placing an emphasis on those in underrepresented categories, first generation students and those economically challenged.

• Graduate Assistant Stipends. Funds will be used to expand MS-Marketing students working as graduate assistants in our department. The current cost structure of the program allows for extremely limited funding for graduate assistant support.

• Program Enhancement. A portion of these funds will be used to enhance our program. For example, state-of-the art computer equipment, supplies, faculty development that is directly related to the MS-Marketing program, student co-curricular experiences (e.g., travel to conferences and corporate headquarters), and various developmental resources for students could be supported.

• Faculty Support and Recruitment. Part of the program fees will be used to provide funds to assist MS-Marketing faculty with their research and MS-Marketing course development. These funds will allow faculty teaching in the program to highly engage with students within

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the MS-Marketing program. Having a top ranked MS-Marketing program enhances our ability to recruit top faculty. The recruitment of top faculty not only benefits our graduate students, but also, as our faculty teaching in the MS-Marketing program also teach in our undergraduate program, increases the quality of our undergraduate program.

• Reinvestment. Once the above items are covered, remaining revenue will be reinvested inthe educational mission of the Department of Marketing. This reinvestment includes suchelements as graduate research assistantships, faculty teaching grants, and facultydevelopment costs in accordance with applicable rules of Mays Business School and TexasA&M University.


The proposed fee increase will be effective Summer 2020 and only be applied to new studentsenrolling into the program to begin Summer 2020 and later. Current students will be exempt fromthe fee. A public hearing to garner student feedback on the proposed fee increase was held onSeptember 11, 2019.


The MS-Marketing program cannot sustain itself without an increased program fee. The movementto a 10-month program and a full-time staff Director are necessities in the competitive graduatebusiness education landscape. Additional resources are not only needed to cover increased costs, butare necessary to recruit high-quality students, hire outstanding faculty, provide staff support to assistthe faculty and students, and provide developmental resources necessary for our students to competeon the job market. We see no alternative other than a fee increase to cover these operating costs.


We do not anticipate a substantive ending balance.


The proposed fee will apply to MS-Marketing students entering the revised program which is tobegin Summer 2020 or later. As indicated in the projected budget, a majority of the additionalrevenue will be going back to the students and benefitting the students in various ways.

To ensure the long-term competitiveness of the MS-Marketing Program, the amount of the program fee may be increased each year by a percentage change that is equal to the most recent change in the Higher Education Price Index (HEPI), published by Commonfund, an asset management fund, located at 15 Old Dansbury Road, Wilton, CT.

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Master of Science in Marketing Program Fee








RevenuesFees 92,520 154,200 565,800 720,000Dean's Office Director Bridge Funding 104,550 52,275 0 0Department Subsidy 21,257 0 0 0Total Revenues 218,327 206,475 565,800 720,000

ExpensesSalaries & Wages 128,091 87,550 56,553 144,103Fringe Benefits 34,193 20,137 69,560 89,697Departmental Operations 56,023 88,023 240,000 328,023Maintenance/Equipment 0 4,000 12,000 16,000Equipment 0 6,000 16,000 22,000Overload teaching - New Model 0 0 60,000 60,000Scholarships 0 0 60,000 60,000Total Expenses 218,307 205,710 514,113 719,823

Increase/Decrease in Balance Revenues less Expenses 20 766 51,687 177


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College of Architecture- Graduate Program Fee Effective Fall 2020


The College is proposing a $100 per semester increase to the current $1,000 per semester fee and the ability to charge the graduate program fee in the summer. The increase in the program fee will provide funding for a portion of the cost of renovation, expansion and maintenance of the current spaces allocated to the College of Architecture and for the spaces to be allocated to the College in the near future. The scope of these projects is to bring the buildings into code compliance, update the buildings electrical and mechanical infrastructure to accommodate current and future pedagogy. The anticipated new spaces will be dedicated to interdisciplinary teaching and learning at both the graduate and undergraduate level. The part of the funding that will be generated by charging the fee in the summer will be passed directly to the Departments to allow them to increase the monthly stipend paid to graduate assistants to a competitive level with our peer institutions.


Hearings were held in September with current College of Architecture graduate students. To date, there have been informal meetings with the students with mainly positive reactions.


The College will be unable to fund a bond payment to renovate and expand Architecture space, and we will not be able to increase our stipends to competitive levels.


The budget for this proposal has an anticipated ending balance of zero. Funds from previous years may be necessary to balance the budget. It is expected that all revenue generated will be fully invested into the different graduate programs in the College. To account for any unforeseen items, the College is requesting the ability to have an ending balance that does not exceed 5% of the revenue generated in a given fiscal year.


The current buildings housing the College of Architecture were built in the 1960’s and 1970’s, with the exception of the addition of the 4th floor 20 years ago, the buildings are basically unchanged. The building infrastructure is preventing the deployment technology needed to support modern visual and graphic education pedagogy. Any new space allocated by the University will need to be renovated to meet the needs of the programs in the College of Architecture. These projects will enhance the education of graduate and undergraduates and enhance their career opportunities.

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College of Architecture - Graduate Program Fee



Basis: sem (sch, sem, student, etc.)SCH 1-8 will be pro-rated






ExpensesSalaries & Wages 480,000 495,000 38,000 533,000Fringe Benefits 96,000 98,000 8,000 106,000Departmental Operations 122,000 105,000 0 105,000Maintenance/Equipment 4,000 10,000 0 10,000Building/Renovation 0 0 100,000 100,000Scholarships 50,000 50,000 0 50,000Tuition Payments 19,200 21,000 0 21,000Total Expenses 771,200 779,000 146,000 925,000



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College of Liberal Arts - Master of Science in Economics Program Fee Effective Fall 2020

I. Programmatic justification and proposed use of the increased fee Fee Increase Proposal The Department of Economics proposes an increase in the Master of Science in Economics (MSE)

Program Fee. We are also requesting the program fee be indexed to reflect inflationary adjustments. The primary goal is to provide additional revenues that allow the Department of Economics to enhance the quality of our MSE degree program in order to maintain the competitiveness of our program. To that end, the incremental fees will be used to cover the direct and indirect costs associated with new staff members and with new faculty members who teach in the MSE program, to provide scholarships to students enrolled in the MSE, to provide funding for additional GAT instructional support for core MSE courses and to expand marketing and recruiting efforts in order to attract a strong applicant pool. The increased enrollment will provide additional revenue for Texas A&M University.

The current MSE program fee is $3,000 per semester. We request an increase to $5,000 to be

charged each semester, but initially applied only during the fall and spring semesters. We propose that the fee increase be assessed only on new students who matriculate into the MSE program in Fall 2020 and thereafter. There will be no increase in fees for any current MSE students.

MS Program Background The Department of Economics launched a stand-alone Masters of Science (MS) degree program in 2011 with specializations or tracks in Financial Economics and in Financial Econometrics. This is a terminal degree program with professional degree-type emphasis upon developing applied market skills in financial economics analysis as well as career preparation. The primary objective is to prepare students to be successful in the strong and competitive market for economic analysts in the financial sector. We enrolled our first class of 56 students in Fall 2011, and have realized fairly steady growth in enrollment, with a total enrollment of 204 students (across all cohorts) in the MS program in Fall 2018. Demand for the program is particularly strong among international students. In Fall 2018 we enrolled 90 new Masters students – of whom 79 were international students and 11 were domestic students. The Texas A&M Department of Economics has established program agreements with the Economics Departments at several leading universities in China. These relationships help us achieve a high quality applicant pool who meet all TAMU admission standards. These universities assist by pre-screening students who are interested in enrolling in the MS program at Texas A&M University and they also provide focused preparation courses.

In addition to regular MS students, i.e. those who first enter the program after completing their undergraduate degree, in FY15 the department initiated a 4+1 program known as “Fastrack”. The Fastrack Program admits a select group of Texas A&M undergraduate ECON majors who are able to earn both a BS and MS in economics from the TAMU Department of Economics in five years. Students who are admitted to Fastrack take a blended set of Masters level and undergraduate courses during the final two semesters of their undergraduate program. Once they complete their undergraduate coursework, they are reclassified as Masters students. Once reclassified, they

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complete one year of Masters coursework and receive both their undergraduate and MS ECON degrees. The Fastrack Program started with two students in FY15 and grew to 49 students in FY19.

Program Fee Increase Justification In addition to paying standard University tuition and fees, students in the MSE program are required to pay a program fee. An MSE fee of $2,000 per semester was initially approved in 2012 and was first applied to new students enrolled in the program in Fall 2013. A $1,000 increase in the fee was approved five years ago at the Board of Regents meeting in November 2014. The $3,000 fee was first applied in fall of 2015. The objective of increasing the fee to $3,000 per semester was to make the program self-sustaining while also implementing several quality improvements to the program.

We are proposing an increase in the fee of $2,000 per semester. This increase is justified by the need

to make additional investments into the MSE program in order to maintain/enhance program excellence and competitiveness while maintaining the self-funded feature of the program. The additional revenue from this fee increase will be reinvested into (a) scholarships, (b) additional staff support, (c) student instructional support (d) student professional development enhancements, and (e) faculty salary and research support that further the educational mission of the MSE program.

Rationale #1: Additional investment in faculty is required to enhance program instructional quality and to compete for top quality students. To compete with the other top end MS economics programs, we need to be able to assemble a strong faculty to teach in the MSF program. The reputation of the program is driven significantly by the academic quality of the courses in the program curriculum. Assessments of academic content will, in turn, be related to the academic stature of the teaching faculty. By allocating recognized prominent faculty members to teach graduate-level classes in the MSE program we will be able to increase the quality and effectiveness of the program.

Rationale #2: Hiring a full-time MSE placement director to enhance placement quality. Currently, one full-time staff member (program manager) is assigned to the MSE program (in addition to the program faculty director). Terminal masters programs are judged to a significant degree by their placements. Given the size of our program (around 90 students on the market per year), we need a full-time placement director to increase the quality of our placements. This includes both internship placements and initial job placements.

Rationale #3: Providing recitation/tutorial TA support for the core MS courses is needed to enhance the course learning environment. Feedback from current MSE students indicates that adding scheduled TA recitation/tutorial sessions for the large (for graduate course) core courses in the MSE program would offer large expected benefits in terms of course learning outcomes.

Rationale #4: The TAMU MSE program can improve its competitiveness in a quality/price comparison. Students searching for a Masters in Economics program are pretty savvy about comparing the

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expected benefits from higher program quality against the expected costs of higher program price in selecting among program alternatives. With our proposed increase, the MSE would cost $48,108 in tuition and fees for out of state residents. Table 1 below reports the current cost, based upon the best available information, of comparable programs at other state university economics departments.

Table 1 - Competitive Terminal Degree Program Cost Comparison MS in Departments of Economics, Non-Texas Resident

as of Fall 2018

University Degree Program

Duration Credit Hour Requirements

Total cost Tuition

and Fees

Misc. Fees

UCLA MA ECON 12-18 Months

36 Credits (8 Req. Courses,3 electives, 1 final project)

$53,434

$1,500 Non-refundable MA ECON application fee

Univ. of Texas MA ECON 10 to 24 Months

30 Credits (6 req. courses, 4 Elective)

$39,000* None

Univ. of Indiana MS ECON 18 Months

30 Credits (6 Req. courses, 4 elective)

$49,905 None

University of Texas at Dallas

MS ECON 18 Months 36 Credits (4 Req.

courses, 8 Elective

$41,628 $50 Dept. Fee

per credit hour

Texas A&M MS ECON 18-24 Months

36 Credits (5 Req. courses, 6 electives, 1 final project)

$40,748

$3,000 per long semester for first three semesters

Univ. of Michigan

MA ECON 18-24 Months 38 Credits (5 Req. courses, 6 Electives)

$48,204

None

University of

Illinois – Urbana-Champaign

MS Policy ECON

12-24 Months

30 Credits (6 Req.


$43,368

$1,350 each

long semester

University of

Wisconsin

MS Econometrics

18-24 Months

36 Credits (7 Req.


$77,834

None

Sources: Program websites in all cases. * For 10 month

program

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The proposed fee increase will leave us in the middle of the price distribution while enabling us to implement several significant quality-enhancing initiatives. We predict an increase in the perceived quality/price ratio and a corresponding rise in the number and quality of applications to our program.

Proposed Use of the Increased MSE Fee Revenues The first priority in using the MSE fees (including the additional fees proposed) is to cover direct expenses associated with the MSE program. These expenses include the following:

• Faculty Investment. Additional faculty members (either full-time, part-time, or reassigned) are

required for student advising, curriculum development, mentoring, industry partnerships, and enrichment experience, and to teach existing courses in the program. We plan to use the MSE fees to cover the salary, or part of the salary of faculty members who are assigned to teach in the program, including research support, as appropriate. Salaries will be allocated to the MSE program fee in proportion to the number of courses that the faculty member teaches in the MSE program.

• Administrative Staff. A dedicated MSE staff is required in order to support national and

international student recruiting, the admissions process, student advising, curriculum development, student placement, and enrichment experience. Currently, the program receives the services of a Program Director (Faculty) and a Program Manager (Staff). However, there is a glaring need for an additional staff member who can focus exclusively on placements for both the domestic and international students. This additional staff member (Placement Director) will need to be recruited and the cost of that position will be financed by the program fees.

• Marketing and Advertising Costs. To maintain the high quality of our program we will need to

continue to attract the best and brightest students. Marketing and advertising investments, made possible by these program fees, will be instrumental to grow our enrollment and increase the quality of students coming into the program.

• Scholarships: To compete for highly qualified students we will use a portion of the fees to fund

scholarships for students admitted to the MSE Program. • Student Professional Development Costs. These funds would cover the costs of value-enhancing

activities such as recruiter visits, professional speaker series, professional certifications and supplies. • Graduate Assistants. New graduate assistants may be required to provide support to faculty

teaching in this program – especially in the large core classes during the first year of the program. The MSE fee may be used to cover the costs of additional graduate assistant positions.

Reinvestment. Once all direct expenses are covered, remaining revenue (if any) will be reinvested in the educational missions of the Department of Economics. This reinvestment includes faculty summer research support, faculty teaching grants, graduate assistants, and faculty development costs, in accordance with applicable rules of the College of Liberal Arts and Texas A&M University.

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A public forum was held on April 13, 2019, for all current MS students (both regular and Fastrack).We laid out the rationale for the fee increase and the intended uses of the fee. Each attendee wasafforded the opportunity to anonymously vote whether they support, or do not support the proposedfee increase. 57 current Masters Students took part in the survey and cast their vote – with theresults as follows:

Overall: 79% yes (Increase fee), 21% no (Do not increase fee)Broken down by categories:

Male – 79% yes, 21% no Female – 79% yes, 21% no Domestic students – 87% yes, 13% no International Students – 76% yes, 24% no

III. Budget impact if fee increase request is not approved

This program fee increase proposal is intended to make the MS degree a higher-quality self-fundingprofessional program. If this fee increase request is not approved, the Economics department willnot be able to attract top students and may have to begin the process of scaling back or even shuttingdown the stand-alone MS degree program. This would also include reducing staff and teachingpositions funded by the program fee. Should the program close, the loss in student credit hourswould be approximately 12,500 masters level credit hours per academic year.




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Request for Increased Student Fee

Master of Science in Economics Program Fee


Proposed Fee: $5,000.00 for Fall and Spring$0.00 for Summer


Number of Students Affected: 180 Note: Only 90 of the 180 are new students andCurrent Semester Credit Hours: 12,500 will pay the increased fee.Projected Semester Credit Hours: 12,500





ExpensesSalaries & Wages 574,750 580,000 132,000 712,000Fringe Benefits 122,000 125,000 20,000 145,000Departmental Operations 28,250 20,000 28,000 48,000Placement Director 0 0 60,000 60,000Scholarships 80,000 80,000 100,000 180,000GAT Tuition 5,000 5,000 20,000 25,000Total Expenses 810,000 810,000 360,000 1,170,000




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College of Liberal Arts Master of Science in Psychology with a concentration in Industrial/Organizational Program Fee

Effective Fall 2020


The Department of Psychological and Brain Sciences began offering a concentration in Industrial-Organizational Psychology within its established Master of Science in Psychology (MS-PSYC) degreein Fall 2018. Industrial/Organizational (I/O) psychology is the scientific study of human behavior atwork and the application of that science to workplace issues facing individuals, teams, andorganizations. The Bureau of Labor Statistics projects that I/O Psychology is the fastest growingoccupation, with an anticipated growth rate of 53% between 2014 and 2022. Students with terminalmaster’s degrees in I/O psychology are employed in consulting, private practice, government, andcorporations, and there is every reason to expect that interest in hiring these graduates will increase asbusinesses become more diverse and multinational. We requested a new student fee to develop andsupport this concentration within the degree, and were approved for that fee to begin in Fall 2018. Weadmitted our first cohort in Fall 2018; to date, all students have placed successfully in summerinternships (Merck, TransOcean, Texas Instruments, HP). Applications to the program have been high,with 92 applications for 20 spots available in the second year of the program.

The concentration emphasizes the application of psychological principles to human resource decisionsand organizational behavior challenges. It admits students who desire a terminal Master’s degree andplan to seek employment in corporations and consulting firms. Initially, it was planned as a two yearprogram, with students completing 6-9 semester hours for 4 semesters (33 total semester credit hoursacross 2 academic years). Subsequent information from our students and from corporations indicatedthat this program will better suit the needs of the students if they can complete their required internshipover the summer. Students would complete an accelerated program, with 10 semester hours for 2semesters, 3 semester hours for a summer term, and an additional 10 hours for the subsequent fallsemester (total 33 credit hours across 1.5 academic years). This permits the students to complete theprogram in a shorter period of time and to compete for industry internships that tend to be madeavailable primarily during the summer months.

The initial fee request was for a program fee only during Fall and Spring semesters. This fee requestreplaces that structure, with fees charged for two Fall semesters, one Spring semester, and one Summerterm. This does not change the overall cost of the program to students, but would permit us toaccelerate the time for the degree while continuing to support the excellence of the program. The useand purpose of the fees remain the same as with the initial fee request.

We propose that this fee be assessed starting in Fall 2020 with students admitted to the program fromthat date forward. Students already completing the program will continue under the original feestructure:

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Fall Year 1

Spring Year 1

Summer Year1

Fall Year 2

Spring Year 2

Total

Current MS PSYC Program Fee

$3,500 $3,500 $0 $3,500 $3,500 $14,000

Requested MS PSYC Program Fee

$3,500 $3,500 $3,500 $3,500 N/A $14,000

There is no other program within a nationally prominent psychology department within the state of Texas or the southern region of the United States that provides a terminal Master’s degree in I/O psychology. There are nine programs in the United States. Three of these are in nationally prominent departments (George Mason, University of Central Florida, University of Maryland). Our I/O area currently ranks 6th in two sets of rankings related to faculty productivity in top I/O journals and none of these comparable programs are ranked as highly. Thus we are well positioned to competitively attract students to the program, and to provide training to support students and businesses in this region of the country. There are five I/O Psychology Master’s programs in Texas (see Appendix) and none of them are in nationally prominent departments. Students will benefit from completing training in I/O psychology in a nationally ranked program. They will be positioned to enhance their salary by about $30,000 per year, as the Bureau of Labor Statistics reports a mean annual salary of $92,320 for people with a master’s degree in I/O Psychology, compared to $31,000-$66,000 with a bachelor’s degree in psychology. To facilitate the placement of students in employment, the Director of the program is developing internship opportunities and relationships with businesses in the state. Our current faculty have established connections to many companies, including PepsiCo, RAND, Home Depot, Kinkos, and NASA Johnson Space Center, and the Director will be able to leverage these and other opportunities for students. The proposed fee of $3,500 per semester would result in an overall cost to the student of approximately $27,000, assuming resident graduate tuition (including tuition and university fees) for four semesters.

The funds generated by the fee will be used to enhance the program in ways that will increase the success of students completing the program, including the following: • Program Director. A full-time non-tenure track faculty member will fill this position and be

responsible for developing and implementing the concentration, recruiting top students, and developing internship opportunities. The Director will be charged with developing a curriculum that is skills-focused and responsive to the needs of employers, engaging in recruitment of students and identifying internship sites, offering professional development opportunities and feedback to students on application and interview materials, advising, and identifying potential employers. The Director will also be the instructor for two courses per year for the concentration. Approximate salary: $75,000.

• Instructional Assistant Professor (IAP). An IAP will be hired to teach required courses associated with the concentration, including courses that focus on complex human resource issues such as Personnel Psychology and Diversity in Organizations. This position will also assist with concentration development and advising.

• Operational Costs. Operational costs include thoughtful marketing to attract the best and brightest students. These costs also include computer equipment and supplies, and other costs associated with operations of the concentration.

• Scholarships. Most organizations now operate in a global market, and it is critical that students develop skills to interact with others with a variety of perspectives and experiences. Scholarships

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will be offered to a select number of students every year, on the basis of merit and need, with the aim of increasing the diversity of students in the concentration.

• Enrichment Costs. This includes support for the continued development of excellence in the I/Oarea and concentration, such as support for advanced doctoral students to assist with aspects of theconcentration.

We will admit about 20 students in each fall cohort. This enrollment will be increased to a maximum of forty admitted students per year, dependent on student success in placement, demand for the concentration, and availability of resources to support this growth.


We held two public meetings, both of which were largely attended by current students in theconcentration. One meeting was held by the Director for the Program during Fall semester 2018(with the first cohort of students admitted to the program). The other was held by the DepartmentHead during Spring semester 2019 (also with the first cohort). At both meetings, the structure of theprogram was discussed with the students. During both meetings, the students unanimously supportedthe implementation of a program that was of shorter duration and that would include a summerinternship experience. Given this clear consensus, we shifted the program for the students toaccommodate that format, but we cannot sustain the program without also shifting the fee structure.For this first cohort, all students placed at a summer internship site, including Merck, HP, TexasInstruments, TransOcean, and Critical Ops. This strong placement also suggests that summerinternships are well timed for students to gain this industry experience.


The Master of Science in Psychology with a concentration in Industrial/Organizational will eitherbe discontinued without the proposed summer fee, or we will have to revert to the 2-year programstructure (and fail to meet the needs of the students and the industry partners where they place forsummer internships).


We do not anticipate an ending balance.


Appendix A: Comparable Programs in the State and Nationally

DEGREE AWARDED LOCATION

IN STATE

Angelo State University MS in I/O Psychology San Angelo, TX

Lamar University MS in Applied Psychology, I/O Psychology concentration

Beaumont, TX

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Saint Mary’s University MA or MS in I/O Psychology San Antonio, TX

University of Houston – Clear Lake

MA in I/O Psychology Clear Lake City, TX

University of Texas, Arlington MS in I/O Psychology Arlington, TX

NATIONALLY

George Mason University MA in I/O Psychology Fairfax, VA

University of Central Florida MS in I/O Psychology Orlando, FL

University of Maryland MPS in I/O Psychology College Park, MD

Source: http://my.siop.org/GTP and each program’s respective website

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http://my.siop.org/GTP


Master of Science in Psychology with a concentration in Industrial-Organizational Psychology Program Fee




Number of Students Affected: 20 per yearCurrent Semester Credit Hours: 660 total per cohortProjected Semester Credit Hours: 660 total per cohort



BEGINNING BALANCE - Actual 0Estimated 0 0 0 0

RevenuesFees 178,500 178,500 0 178,500Total Revenues 178,500 178,500 0 178,500

ExpensesSalaries & Wages 120,000 120,000 0 120,000Fringe Benefits 18,000 18,000 0 18,000Departmental Operations 10,000 10,000 0 10,000Maintenance/Equipment 2,500 2,500 0 2,500Graduate student mentors/aides 15,000 15,000 0 15,000Internship Identification & support 13,000 13,000 0 13,000Total Expenses 178,500 178,500 0 178,500



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College of Engineering -Master of Industrial Distribution Program Fee Effective Fall 2020


Background: The Master of Industrial Distribution (MID) is a distance based graduate degree in the College of Engineering designed for working professionals in industrial distribution and manufacturing channels. The program has been in existence for the past 18 years. The program prepares working professionals for management and leadership positions to grow and sustain distributors. The MID program has seen steady growth over the last 7 years. The program has received regional and national awards for excellence in distance education. Most of the courses are now Quality Matters certified. As a professional program, all aspects of the program activities are organized, supported and paid for by the program. As our students are professionals with a full time job and family, we provide all the logistics and support for their education.

MID Program Fee: The MID total program cost is proposed to be $54K, which includes all required tuition and fees. The current MID Program Fees is $6,000 in Fall and $4,000 in Spring. The current total cost of the program is around $48K.


(1) Program Materials: All e-books, iPad, case studies, simulation software, and printed materials.

(2) Residency Week: Two mandatory residency weeks over the two-year distance education program in College Station, TX during August of each year. The program covers the hotel accommodations, all meals, transportation during the student’s time in College Station.

(3) Global Distribution Trip: All cost associated with in-country travel, accommodation and meals for the second year Global Distribution class.

(4) Capstone Project & Graduation: Final capstone project presentation and Graduation during May of each year. The program covers the events accommodations, transportation, meals and graduation cap & gown.

(5) Program Specialist: One full time staff to support the planning, logistics and execution of the above program activities. The staff will act as the student customer service support which includes registering for classes, shipping materials, coordinating and assisting the student’s travel.

(6) Graduate Teaching Assistant: There will be a need for two teaching assistants to support the faculty with grading of reports and supporting students.

(7) Program Director: The MID program director will receive 1/3 off-loading to lead, manage, and grow the program.


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We propose that MID $54K total program costs be assessed starting Fall 2020. The new programcost will be presented to current students for their input according with University and Systemregulation. The proposed fee and total cost of the program will clearly be provided in writing tostudents applying for Fall 2020. The cohort of students entering Year 1 in Fall 2020 will be assessedthe new proposed program fees. Students currently enrolled will be grandfathered and pay currentrates. In addition, this new fee will be discussed in the College of Engineering town hall meeting inOctober 2019.


The MID program will not be able to sustain their positions as leaders in a professional programtailored for professionals in the industrial channels without the ability to provide complete servicesas outlined above. There is no other source of funding for these expenses.



IV. Additional information




increase in Program Fees Master of Industrial

Distribution at Texas A&M

In-State: ~$48,500 Out-of-State: ~$63,300 All: $54,000

Comparable Professional Degrees University of Texas at Austin Executive MBA $129,500 University of Texas at Austin Professional MBA at Houston $113,775

University of Texas at Austin Professional MBA at DFW $113,775

Rice University MBA for Professionals $109,500 Southern Methodist University Professional MBA $ 93,696 Texas A&M Professional MBA $ 99,500

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