:: Vision 2020 ::

Imperative 11

11 Attain Resource Parity with the Best Public Universities

The combination of rapid population growth, demand for government services and difficult economic times have placed a strain on the Texas treasury in recent years. A good and widely dispersed university System has provided access to a growing college-aged population. Access alone is no longer enough. Texas must have a few universities that offer opportunities equal to the best public universities, while taking complementary steps to maintain access. Competitive peer states have long recognized the economic necessity of comprehensive research universities in meeting the knowledge demands of an information society. States with the best universities are currently investing twice as much funding per student as at Texas A&M University.
Texas A&M University and the University of Texas are ideally positioned to achieve recognition as top national institutions because of the state’s historical, constitutional financial commitment to them. Texas may also need additional institutions of this caliber. The institutions designated to fill this role must be acknowledged and supported in a way consistent with national competition. They must be provided the flexibility and exercise the wisdom and courage to price their offerings more in line with their value, while taking complementary steps to maintain access. Finally, they must use their historical strength to generate more private capital. Texas A&M University must attain resource parity with the best public institutions to better serve Texas.

P R E C E P T: E N H A N C E P U B L I C S U P P O RT F O R E X C E L L E N C E
We believe higher education is vital to human advancement and that support for higher education reveals a society’s commitment to progress. An investment in education is an investment in this State’s future development and prosperity. By exploring the frontiers of knowledge, higher education produces new ideas to meet future challenges.

TEXAS CHARTER FOR HIGHER EDUCATION, 1987

This charter, adopted by the 70th Legislature of the State of Texas, describes the importance of higher education well. As the world changes, this importance will only grow. As the 1995 Master Table 14 Plan for Texas Higher Education states, “knowledge is thus replacing non-renewable physical resources as the state’s most valuable economic asset.” To compete effectively with other states it is necessary, but not sufficient, to make sure a broad fraction of the state’s population is technologically literate. It is also essential that Texas A&M University be among the best public universities in the nation. This is because top-tier universities, through their faculty, their research programs, and their education of the best and brightest students, will play a pivotal role in generating the “knowledge capital” that will become increasingly important to economic success. Enhanced public understanding and state support is crucial to performance of this role.

One extremely important source of revenue will be continued public support from the State of Texas. To deliver improved value to our constituencies, the university will need to extend and enhance its partnership with the state. Texas A&M University will need to leverage this public support by increasing non-traditional sources of funding; by charging tuition that is more consistent with the value of education that is provided to students; by developing a culture that is more conducive to the formation of public-private partnerships; and by increasing financial aid to attract a more diverse student population.

T A S K F O R C E I D E A

G O A L S :

Communicate well with our state capital and garner the support necessary for excellence. Document the role of Texas A&M University in attracting new industries to the state.
Increase the public’s perception of the importance of higher education to the economic and social well-being of the state. Have the majority of registered voters value the contribution higher education makes to the state’s economy.

P R E C E P T: I N C R E A S E S TAT E
R E S O U R C E F L O W S
Table 15 Resource flows allow for the accomplishment of goals and objectives. The challenge for Texas A&M University in the coming decades will be to exploit to the fullest potential all resource streams. This means increased efforts to secure additional resources from the state will be required. It means crafting a better fit between the value and cost associated with educational opportunity at Texas A&M University. It means private giving will need to be increased. It means relationships with industry and response to their legitimate needs befitting our mission should be generated. It means new resource-producing services, such as distance education, corporate education, and traditional continuing education, should be mined for the value they can add to our revenue streams. True excellence will require that streams flow into rivers and that focus in resource production and resource allocation be of paramount importance. Lastly, while we need to create more resources to provide the margin of excellence that will help us continue to improve Texas A&M University, we must also carefully, regularly, and critically review how we utilize what we have. Intelligent resource allocation requires constant review of people and programs for their efficacy and contribution to the goals of the university.

It is unlikely that Texas A&M University will be able to achieve top ten recognition without charging tuition that more accurately reflects the value-added nature of a Texas A&M University degree. At the same time, financial support to students must be increased so that we can achieve our goal of a diverse student body.

T A S K F O R C E I D E A

G O A L S :

Resources will not ensure quality but will provide the foundation on which quality can be built. Have the state emphatically acknowledge and support Texas A&M University’s position as a nationally competitive flagship university, and achieve resource allocation from state sources, on a per-student basis, equal to the average for the best public flagship institutions.
Texas A&M University students have long enjoyed very low tuition, especially in comparison to the best public universities. Acquire the ability to charge differential tuition based on market value. Maintain access by appropriate strengthening of financial aid.
Encourage the legislature to support matching endowment programs that stimulate private giving. Establish an eminent-scholars program.

P R E C E P T: F O R G E S T R AT E G I C A L L I A N C E
The nature of universities is changing. Public institutions will be more influenced by private sector forces. Private institutions will be more sensitive to public sector forces. These different, but related, phenomena are producing partnerships and alliances between public and private enterprises and the university. Our history is strong in building the trust required to sustain such relationships. The university should continue to enhance partnerships and joint ventures that benefit students through resource flows, through joint research projects, through opportunities for service, through internships, and through other interactions. The differences between public and private research institutions will diminish over time. We should be national leaders and shepherd the sequence of events.

We believe that public-private partnerships will play a critical role in helping Texas A&M University establish top-ten status. These partnerships will benefit the economy of Texas, augment the financial resources of the university, enhance the educational experience of students, enrich the research capabilities of faculty, and benefit private sector partners.

T A S K F O R C E I D E A

G O A L S :

Create a culture that ensures all avenues of collaboration are investigate and that barriers are eliminated. Double strategic alliances with corporate, public, and non-profit partners.
Develop and implement alliances with other major universities inside and outside the state to facilitate outstanding research and instruction. Quadruple the number of articulation agreements with other institutions in and out of state.

P R E C E P T: I N C R E A S E P R I VAT E G I V I N G T O S U S TA I N
E X C E L L E N C E
Extramural funds provide increased educational opportunity for faculty and students. The momentum of the Capturing the Spirit Capital Campaign should be sustained as the university moves ahead to the 21st century. The progress of the past six years is remarkable. Every college dean recognizes the importance of extramural funds and the sharp advantages these create in hiring and retaining the best faculty, recruiting the best students, and rewarding quality in people and programs. In the next 25 years the cultivation and development of private resources for the institution must continue to be a high priority.

While State funding will always be a vital source of financing, private funds will enhance Texas A&M University’s ability to improve on its tradition of excellence by the year 2020. Texas A&M University has enjoyed an excellent record of private support. Many of its fund-raising programs are considered to be among the best in the nation. We must continue to expand and build on the tradition of excellence in private support at Texas A&M University.

T A S K F O R C E I D E A

G O A L S :

Quadruple the private endowment supporting Texas A&M University. Mount two successful capital campaigns that increase private endowment from $700 million to $3 billion.
Texas A&M University has long valued the loyal support of its graduates. Increase financial support by alumni to 55 percent of graduates.

T H E U N I V E R S I T Y ’ S F U T U R E I S A B O U T
E N H A N C I N G R E S O U R C E S :

The College of Science will continue to provide the foundation for education and training in the life sciences, the natural sciences, the medical sciences, the engineering sciences, the earth sciences, the information sciences, the political and human sciences, and the management sciences. Its departments’ basic research and service programs will all reach world-class status, and the college’s outreach efforts will make an even bigger impact on solving the problems of the state and nation.

The College of Science,
Vision for 2020

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