Texas Christian University

“Tcu's whistleblower policy is included in its written code of conduct policy. That policy addresses how to report suspected violations or concerns, including identification of staff members and outside parties to whom such information can be reported, as well as disciplinary action for acts of retaliation. The code of conduct policy has been adopted by the governing board of the university as the university's whistleblower policy.”

“BRENDA CLINE & LUTHER KING - Business relationship, BRENDA CLINE & MARY RALPH LOWE - Business relationship, BRENDA CLINE & KIMBELL FORTSON WYNNE - Business relationship, KATHRYN FARMER & MATTHEW ROSE - Business relationship, MARK JOHNSON, BRYAN KING, AND LUTHER KING - Business relationship, KADE MATTHEWS AND KIMBELL FORTSON WYNNE - Business relationship, CHARLOTTE FRENCH & CLARENCE SCHARBAUER III - Family relationship, BRYAN KING & LUTHER KING - Family relationship”

“Form 990 is reviewed internally by tcu's financial management, including the university's chief financial officer, before being presented to the university's audit, risk, and compliance committee for review. Tcu management provides specific disclosures relating to individual trustees, officers, key employees, and highly compensated employees to the affected individuals for their review. The university's audit, risk, and compliance committee and chancellor review form 990 before it is distributed to all other trustees. After review at its spring meeting, the audit, risk, and compliance committee authorizes the online distribution of form 990 to all trustees prior to filing with the irs. The form 990 review process by the audit, risk, and compliance committee and distribution to all trustees has been formally incorporated into tcu's audit, risk, and compliance committee charter.”

“Tcu has written conflict of interest policies for all employees as well as for trustees. Officers, trustees, and key employees receive a written copy of the conflict of interest policy on an annual basis, along with a list of the names of other officers, trustees, and key employees. They also receive a conflict of interest statement that must be completed and signed, and returned to the chancellor. The statement requires each individual to disclose whether they have any conflicts of interest and to describe the nature of any such conflicts. The statement also requires the individual to disclose family relationships and business relationships with tcu as well as with other officers, trustees, or key employees. The chancellor's office follows up to ensure that a signed conflict of interest statement is received from each affected individual. The chancellor and the chair of the board of trustees review each statement. Any potential conflicts are also reviewed with tcu's legal counsel and follow up undertaken as needed to address any identified concerns. The statements are also provided to the finance department for review and for form 990 disclosure purposes. With respect to specific transactions involving an existing or potential conflict of interest, the policy requires disclosure to be made at the earliest possible time and annually after that. In accordance with the policy, trustees or officers cannot vote on, nor participate in discussing, any matter in which they have a conflict of interest, except to provide information. The conflict of interest policy for tcu employees is available on tcu's human resources website, in addition to the related conflict of interest disclosure form. In accordance with the conflict of interest policy, employees must disclose potential conflicts of interest as soon as possible after they realize that a conflict or potential conflict may have arisen. The disclosure must detail the potential or real conflict of interest and explain how the conflict will be managed, reduced, or eliminated. Conflict of interest disclosure forms for employees are submitted to the office of the chief financial officer and are reviewed by tcu's financial management. If a conflict or potential conflict of interest is reported and allowed to exist under the review of the finance office, it is required that the conflict or potential conflict be reconsidered annually until it is resolved.”

“Tcu has established the following procedure for determining executive compensation for the chancellor and to assure that the compensation meets the rebuttable presumption of reasonableness standard. Tcu's human resources department annually reviews data from one national salary survey and provides annual salary survey compensation and benefits data to the executive compensation subcommittee of the executive committee for use in determining the chancellor's salary. In accordance with the executive committee charter of the board of trustees, the chair of the board appoints a subcommittee of the executive committee of the board annually to evaluate performance and to assure that compensation for the chancellor is reasonable and that adequate documentation is maintained for supporting the reasonableness of compensation paid. The chair of the board serves as the chair of the subcommittee. The subcommittee's charge includes reviewing the chancellor's self-evaluation, reviewing any other materials submitted by the chancellor as part of the evaluation, and reviewing the compensation parameters currently applied to the chancellor. The subcommittee meets with the chancellor to discuss performance and the chair of the subcommittee/board subsequently advises the secretary of the board of the subcommittee's compensaton and benefits recommendation for the chancellor for the coming academic year. The recommendation of compensation includes consideration of performance as well as current market compensation data to ensure the reasonableness of the recommended compensation. An independent compensation consulting firm was used by the subcommittee to assist in evaluating and establishing the chancellor's compensation for fiscal year 2018. The independent compensation consulting firm reviewed form 990 data for compensation and benefits provided to the chancellor role at a peer group of comparable private universities, and also reviewed the salary survey data provided by tcu. The independent compensation consulting firm prepared a reasonableness opinion letter based upon its review of the chancellor's compensation for fiscal year 2018 and the review of comparable market data. The letter serves to document the firm's evaluation of the approved compensation and outline the methodology, findings and the basis for its opinion of its reasonableness. In addition, an independent law firm was used by the subcommittee to prepare an excess benefit transaction letter, in which the law firm opined that the chancellor's compensation for fiscal year 2018 did not result in an excess benefit transaction. The chair of the board presents the subcommittee's final evaluation of the chancellor's performance and compensation recommendation to the executive committee of the board in an executive session at the next scheduled meeting. The chair of the board advises the full board at the next scheduled meeting that the evaluation process was conducted and completed as set forth in the executive committee charter. This process was last undertaken for the chancellor's compensation in 2018.”

“Tcu has established the following procedures for determining executive compensation for other officers and executive level employees. In accordance with the executive committee charter of the board of trustees, the chancellor is responsible for performing annual evaluations and setting salaries and other compensation components for senior administrative officers, subject to limitations set in the budget approved by the full board. The chancellor provides a summary of the annual evaluations and compensation determinations to the executive committee during a scheduled meeting and cites reliable and independent comparability data upon which compensation determinations are based. The chancellor maintains relevant documentation used for compensation determinations. To facilitate the chancellor's responsibilities, tcu's human resources department annually reviews two sources of salary survey data for salary comparison purposes with tcu's executive level positions. Each spring when the new survey data is released, tcu's human resources department reviews the data and summarizes the results into a report identifying salary information for the following positions: chancellor, vice chancellors, deans, and unit heads whose jobs can be matched to survey data. Each year the supervising administrator meets with subordinates and evaluates their performance. This evaluation becomes the basis for determining the amount of the merit increase to be awarded using the salary survey summary of data as a guideline for making this decision. This process was last undertaken for officers and other senior employees in 2018. An independent compensation consulting firm was used by the subcommittee and the chancellor to assist in evaluating and establishing the compensation for disqualified persons for fiscal year 2018. The independent compensation consulting firm performed an executive total remuneration evaluation that confirmed the appropriate peer group for benchmarking purposes; gathered compensation and benefits data for each of the peers from form 990 filings, adjusting data as needed, and matching each executive to the appropriate role; gathered additional data from salary surveys provided by tcu; determined the market positioning of each executive's total remuneration (compensation plus benefits) relative to the comparator groups; prepared a report summarizing findings and discussed findings with tcu; and prepared a reasonableness opinion letter documenting tcu's final pay decisions regarding the executives. This process was last undertaken for disqualified persons in 2018. The vice chancellor of finance is responsible for performing the annual evaluation and setting the compensation for the chief investment officer, subject to limitations set in the budget approved by the full board. The vice chancellor provides a summary of the annual evaluation and compensation determination to the investment committee of the board of trustees during a scheduled meeting and cites reliable and independent comparability data upon which compensation determinations are based. The vice chancellor maintains relevant documentation used for compensation determinations. To facilitate the vice chancellor's responsibilities, the human resources department annually reviews two sources of compensation data for compensation comparison purposes with tcu's executive level investment staff. The human resources department also annually uses a calculation that includes a quantitative and qualitative analysis based on the performance of the endowment. The human resources department reviews the data and summarizes the results into a report indentifying compensation information for the chief investment officer. This report becomes the basis for determining the amount of merit increase to be awarded. This process was last undertaken for the chief investment officer in 2018.”

“Tcu does not make its governing documents available to the public. Tcu makes its financial statements available to the public upon request. Tcu's conflict of interest policy is available to the public via tcu's human resources website.”

“ALL OTHER PROGRAM SERVICE REVENUE - Total Revenue: 14432986, Related or Exempt Function Revenue: 14406397, Unrelated Business Revenue: 26589, Revenue Excluded from Tax Under Sections 512, 513, or 514: 0; - Total Revenue: , Related or Exempt Function Revenue: , Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ;”

“ALL OTHER REVENUE - Total Revenue: 628879, Related or Exempt Function Revenue: 0, Unrelated Business Revenue: 0, Revenue Excluded from Tax Under Sections 512, 513, or 514: 628879; - Total Revenue: , Related or Exempt Function Revenue: , Unrelated Business Revenue: , Revenue Excluded from Tax Under Sections 512, 513, or 514: ;”

“"INSTRUCTION AND FINANCIAL AID:" TCU PROVIDES INSTRUCTION FOR APPROXIMATELY 10,489 STUDENTS. TCU IS A DIVERSE LEARNING COMMUNITY OFFERING OVER 119 UNDERGRADUATE MAJORS AND GRADUATE EDUCATION IN MORE THAN 80 PROGRAMS, RANGING FROM THEORETICAL TO APPLIED, WITH ACADEMIC AND PROFESSIONAL PROGRAMS OFFERED ACROSS MORE THAN 40 DISCIPLINES/DEPARTMENTS. EIGHTY-FIVE PERCENT OF OUR PROFESSORS HOLD THE HIGHEST DEGREES IN THEIR FIELDS AND EQUALLY IMPORTANT, THEY CARE ABOUT UNDERGRADUATE EDUCATION. TCU ROLLS ACROSS SOME 283 PICTURESQUE TREE-LINED ACRES. STUDENTS BENEFIT FROM THE STRENGTHS AND RESOURCES OF LARGER INSTITUTIONS BUT IN A SMALL COLLEGE ENVIRONMENT. THEY CAN CHOOSE FROM MANY UNDERGRADUATE AREAS OF STUDY, PARTICIPATE IN INNOVATIVE PROGRAMS SUCH AS ENTREPRENEURSHIP AND NURSE ANESTHESIA, AND TAKE PART IN SERVICE LEARNING. THEIR PROFESSORS ARE LEADERS IN THEIR FIELDS, AND ACADEMICS ARE RIGOROUS. A GLOBAL PERSPECTIVE PERMEATES TCU, AND STUDENTS HAVE NUMEROUS OPPORTUNITIES TO STUDY ABROAD. WITH A 13:1 STUDENT/FACULTY RATIO, TCU DEMONSTRATES COMMITMENT TO HIGHLY PERSONALIZED EDUCATION AND A TEACHER-SCHOLAR MODEL THAT RESULTS IN CLOSE, MENTORING RELATIONSHIPS. TCU FOSTERS DISCOVERY, CREATIVITY, AND LEADERSHIP. IT'S A CULTURE THAT ENABLES THE SEARCH FOR MEANING AND SUCCESS. TCU IS COMMITTED TO CREATING A CAMPUS ENVIRONMENT THAT SUPPORTS AND PROMOTES SUPERIOR RESEARCH, PREMIER CREATIVE ACTIVITIES, AND INNOVATIVE SCHOLARLY PURSUITS. THE MISSION OF THE ADDRAN COLLEGE OF LIBERAL ARTS IS TO ADVANCE LIFE-LONG LEARNING AND DISCOVERY IN THE HUMANITIES, MODERN LANGUAGES, AND SOCIAL SCIENCES TO ENHANCE OUR ENVIRONMENT, IMPROVE THE HUMAN CONDITION, AND DEVELOP ETHICAL LEADERS. PROFESSIONAL AND PRE-PROFESSIONAL CURRICULA ARE DELIVERED THROUGH 11 ACADEMIC DEPARTMENTS AND INTERDISCIPLINARY INITIATIVES INCLUDING THE CENTER FOR URBAN STUDIES, THE CENTER FOR DIGITAL EXPRESSION, AND THE CENTER FOR TEXAS STUDIES.. THE NEELEY SCHOOL OF BUSINESS HAS BEEN NATIONALLY RANKED IN SEVERAL OUTLETS, INCLUDING 26th by Poets & Quants in their RECENT RANKINGs OF BEST UNDERGRADUATE BUSINESS PROGRAMS. The MBA program has been ranked 45th in the world by The Economist, and 1st for MBA Faculty Quality. The supply chain program was ranked 14th in North America for the undergraduate program and 16h in North America for Graduate supply chain by Gartner. The EMBA program was ranked 18th in the world, 8th in the US and 1st in Texas by the Economist. TCU'S ACCOUNTING GRADUATES REGULARLY HAVE THE #1 CPA EXAM PASS RATE IN TEXAS. The accounting program was ranked 19th in the US by the Public Accounting Report for BBA programs with 17-23 faculty and 23rd for Master of Accounting. THE COLLEGE OF EDUCATION PREPARES EDUCATORS AND LEADERS FOR DIVERSE, GLOBAL EDUCATIONAL SETTINGS THROUGH MEANINGFUL SCHOLARSHIP, PEDAGOGY AND PRACTICE. THE TEACHER PREPARATION PROGRAM HAS BEEN RECOGNIZED FOR EXEMPLARY, CULTURALLY RESPONSIVE TEACHER PREPARATION. STUDENTS IN THE PROGRAM CHOOSE FROM EARLY CHILDHOOD EDUCATION, MIDDLE SCHOOL EDUCATION, SECONDARY EDUCATION AND YOUTH ADVOCACY, WITH A VARIETY OF CONCENTRATIONS AND CERTIFICATION AREAS. IT BOASTS A NEAR 100 PERCENT TEACHER PLACEMENT RATE AND NEAR 100 PERCENT PASS RATE ON STATE CERTIFICATION EXAMS. ADVANCED DEGREES ARE OFFERED IN CURRICULUM AND INSTRUCTION, COUNSELING, SPECIAL EDUCATION, EDUCATIONAL LEADERSHIP AND SCIENCE EDUCATION. THE GRADUATE PROGRAM IS RANKED AMONG THE TOP GRAUATE PROGRAMS IN THE COUNTRY. TCU IS THE ONLY UNIVERSITY IN THE NATION WITH TWO ON-CAMPUS SPECIAL EDUCATION LABORATORY SCHOOLS, STARPOINT AND KINDERFROGS SCHOOL. The John V. Roach Honors College is a living-learning community of approximately 1200 students of excellence who seek to embody the University's core mission: to educate individuals to "think and act as ethical leaders and responsible citizens in the global community." By honoring the complexities of knowledge in all realms of learning, including the quest to discover one's own mind and voice, the Honors College prepa”

“Texas christian university operates auxiliary activities that exist to furnish goods or services to students, faculty, and staff, and that charge a fee directly related to, although not necessarily equal to, the cost of the goods or services. Auxiliary activities at texas christian university consist primarily of residence halls, dining services, intercollegiate athletics, the university bookstore, the laboratory school for learning disabled students, early childhood education programs, and music preparatory programs. Texas christian university is primarily a residential campus, with almost one half of the undergraduate population living on campus.”

“Texas christian university offers student services in which the primary purpose is to contribute to the student's emotional and physical well-being and to his or her intellectual, cultural, and social development outside the context of the formal instruction program. Student services consists primarily of the health and counseling center, office of admissions, registrar, student development services, career center, campus life, campus recreation, campus ministry, student government, student activities, community involvement, intercultural and outreach services, i.d. Card office, and orientation.”

“All other program services includes research and academic support. Research consists of expenditures for research and development activities that are funded by grants or contracts from federal, state or local governments, foundations or other outside parties. Academic support consists of the operation of the university's central library system, writing center, instructional and academic services, academic affairs, and the operation of technology resources for the campus community. The central library system offers students and faculty access to over 2 million books and audio-visual materials, and a number of collections.”

“(Expenses $ 49,381,776 including grants of $)(Revenue $ 6,377,900) SEE SCHEDULE O”

“OTHER MISC. CHANGES - 1566; Post Retirement Benefit Actuarial Change - 1118167; Rounding - 1; Officer Compensation of Assoc. VC for Facilities Capitalized - 222069;”

“James dixon was hired as head men's basketball coach in 2016 and entered into a contract with tcu in 2016, which was the first contract that he had signed with tcu. He was still under that contract in 2017. Stuart flynn was hired as dean of the medical school in 2016 and entered into a contract with tcu in 2016, which was the first contract that he signed with tcu. He was still under that contract in 2017. Jeremiah donati was promoted to athletic director in 2017 and entered into a contract with tcu in 2017, which was the first contract that he signed with tcu.”