Regents Board Book

BOARD OF REGENTS Monday, May 11, 2026 12 noon Earl S. Richardson Library Conference Room

CONTENTS

Public Session Agenda

1-2

Board of Regents Public Session Minutes of February 3, 2026

3-8

Academic and Student Affairs Committee Agenda

9-10

Items for Action Academic and Student Affairs Committee Minutes of February 2, 2026

11-18

4+1 Accelerated B.S./M.S. Engineering

19-25

Policy on Graduate Assistantships and Fellowships

26-35

Title Change: B.S. Cloud Computing to B.S. Artificial Intelligence

36-41

Items for Information Proposed AI Curriculum Integration

42-43

Athletics Update

44-58

Academic Affairs Update

59-61

Student Affairs Update

62-68

Student Government Association Update

69-73

Finance and Facilities Committee Agenda

74-75

Items for Information Division of Facilities, Design and Construction Management Update

77-92

Division of Research and Economic Development Update

93-101

Division of Institutional Advancement Update

102-125

Division of Enrollment Management and Student Success Update

126-137

Items for Action Finance and Facilities Committee Minutes of February 2, 2026

140-149

FY 2026 Operating Budget Request

151-152

Reduced Graduate Tuition Rates for Partnership Agreements with SEUS

154-155

One Calvert Plaza Master Lease for Student Housing

157-158

Altus Off-Campus Housing Lease for Additional Beds

160-161

Item for Information Division of Finance and Administration Update

163-177

Audit and Institutional Assessment Committee Agenda

178

Items for Action Audit and Institutional Assessment Committee Minutes of February 3, 2026

179-182

Annual Financial Statement Audit Results

183

Agenda

DRAFT

Board of Regents Meeting Richardson Library Conference Room Monday, May 11, 2026 12 Noon Agenda Public Session I.

Meeting Called to Order

Chair Kweisi Mfume

II.

Approval of Minutes of February 3, 2026

Chair Mfume

III.

Opening Remarks

Chair Mfume

IV.

Nominating Committee Report and Election of Officers

Regent Harold Carter

V.

Report from the University President

Dr. David Wilson

VI.

Report of the Executive Committee

Chair Mfume

VII.

Reports of Standing Committees A.

Academic and Student Affairs Committee

Regent Linda Gilliam

Items for Information (see Board book for details) 1. Athletics 2. Academic Affairs 3. Enrollment Management 4. Student Affairs Items for Action 1. 4+1 Accelerated B.S./M.S. Engineering 2. Policy on Graduate Assistantships and Fellowships 3. Title Change: B.S. Cloud Computing to B.S. Artificial Intelligence 4. Honorary Degree Candidate Recommendation (Closed Session) 5. New Student Regent Recommendation (Closed Session)

1

Public Session Agenda Monday, May 11, 2026

B.

Finance and Facilities Committee

DRAFT Regent Shirley Malcom

Items for Information (see Board book for details) 1. Division of Facilities, Design and Construction Management Update 2. Division of Research and Economic Development Update 3. Division of Institutional Advancement Update 4. Division of Enrollment Management and Student Success Update 5. Division of Finance and Administration Update Items for Action 1. FY 2026 Operating Budget Request 2. FY 2027 Operating Budget Request (Closed Session) 3. FY 2028 Capital Budget Request (Closed Session) 4. Reduced Graduate Tuition Rates for Partnership Agreements with the School of Education and Urban Studies 5. One Calvert Plaza Master Lease for Student Housing 6. Altus Off-Campus Housing Lease for Additional Beds C.

Audit and Institutional Assessment Committee

Regent Larry Ellis

Items for Action 1. Annual Financial Statement Audit Results (year ending June 30, 2025) 2. FY 2027 Audit Plan VIII.

New Business

IX.

Adjournment of Public Session

Chair Mfume

X.

Closed Session A. FY 2027 Operating Budget Request B. FY 2028 Capital Budget Request C. Campus Safety Update D. EEO Report E. Litigation Update F. Honorary Degree Candidate Recommendation G. New Student Regent Recommendation H. Evaluation Committee Update

Regent Malcom/Dr. Wilson Regent Malcom/Dr. Wilson Chief Lance Hatcher Ms. Reagan Coss Mr. Faulk/Ms. Goodwin Regent Gilliam/Dr. Wilson Regent Gilliam/Dr. Wilson Regent Linda Gilliam

2

Public Session

BOARD OF REGENTS MEETING Tuesday, February 3, 2026 12 Noon Richardson Library Conference Room

Public Session Minutes The meeting of the Morgan State University Board of Regents was called to order by Vice Chair Larry Ellis at 12:00 p.m.

Present:

General (Ret.) Larry Ellis, Vice Chair, Regent; Mr. Carl Turnipseed, Secretary, Regent; Ms. Swati Agrawal, Regent; Rev. Dr. Harold Carter, Regent; Mrs. Julissa Ferreras-Copeland, Regent; Dr. Linda Gilliam, Regent; Mr. John Henry, Regent; Mr. Benjamin Klubes, Regent; Dr. Shirley Malcom, Regent; Mr. Champion Ojo, Student Regent; Mr. Brian Pieninck, Regent; Mr. William Sherman, Regent; Ms. Shelonda Stokes, Regent; Dr. David Wilson, University President; Mr. Thomas Faulk, Principal Counsel for Morgan State University, Office of the Attorney General

Absent:

Hon. Kweisi Mfume, Chair

Remarks by the Vice Chair Vice Chair Ellis opened the meeting by welcoming the Regents, university administration, and members of the public in attendance. He extended appreciation to Regents for taking part in various events since the last Board meeting to include: Annual Choir Holiday Concert and Regents’ Reception, Fall Commencement and the Emergency Board Meeting. Regent Ferreras-Copeland was acknowledged for her efforts in pioneering the transformation of urban communities, orchestrating one of the largest projects in New York City history ($8 billion). The Vice Chair reminded Board members that the deadline to submit annual state ethics financial disclosures is April 30th. He noted tentative dates for the annual Board Retreat to be held in the fall (September). He also offered an overview of the agenda and stated that following the Public Session, the Board would convene in Closed Session to address matters identified as such on the agenda.

Minutes Vice Chair Ellis opened the floor for a motion to adopt the minutes of December 22, 2025. It was MOVED

by Regent Gilliam and SECONDED by Regent Turnipseed. The MOTION CARRIED unanimously.

Report of the President Dr. Wilson provided a report to the Board covering some major developments that occurred at the University since the last meeting in November 2025. Those highlights include: (a) congratulations and accolades – Chair Kweisi Mfume received the Anthony McPhail Leadership Legacy Award; (b) President’s Valor Award – presented to essential employees in grounds, heating plant, housekeeping, physical plant, police/public safety, and food services; (c) Tournament of Roses Parade appearance – Dr. Jorim Reid and several members of the Magnificent Marching Machine (M3) recognized; (d) choir activities – holiday concert, MLK scholarship breakfast, and MLK performance at the Meyerhoff; (e) fall 2025 commencement; (f) enrollment; (g) research/federal funding impacts; (h) financial health; (i) economic impact of Homecoming; (j) Middle States reaccreditation; (k) legislative session; (l) national convenings at MSU; and (m) leadership promotions – Director of Strategic Advisory Services and Process Improvement, Interim Director of Internal Audit and Management Review, and Executive Director of University Policy and Board Administration. He also introduced the new Chief Information Security Officer, Dr. Erdal Orkaya, and yielded the floor to him for brief remarks.

Report of the Executive Committee Vice Chair Ellis provided an update from the Executive Committee meeting on January 29, 2026. He stated that the meeting was informational in nature and there were no items for action.

3

Board of Regents Meeting Minutes – February 3, 2026 | 2

Report of the Standing Committees Academic and Student Affairs Committee Regent Gilliam stated that the Committee has one action item. ➢

Substantial Modification of Graduate Degrees: EdD in Mathematics and Science Education – Regent Gilliam stated that the Committee reviewed the substantial modifications for the Doctor of Education in Mathematics Education and the Doctor of Education in Science Education, which focuses on preparing K-12 professionals who want to advance to leadership positions in the public-school setting. The Academic and Student Affairs Committee recommends approval.

Vice Chair Ellis opened the floor for a motion to approve the Substantial Modification of Graduate Degrees for the EdD in Mathematics Education and Science Education. It was MOVED by Regent Sherman and SECONDED by Regent Malcom. The MOTION CARRIED unanimously.

Regent Gilliam highlighted the information items to include: (i) Academic Affairs – degrees conferred, top five enrollment programs for fall 2025, endowed professors – five named and three in the pipeline, and program accreditations – master of project management, construction management (B.S.) and transportation systems (B.S.); (ii) Enrollment Management – overall, new full-time freshmen, black male, and percent of state HBCU enrollment and tuition costs; (iii) Student Affairs – student wellbeing, student engagement, and housing; (iv) SGA – class initiatives, review of constitution, and revised election guidelines; and (v) Athletics – fall 2025 academic highlights and the addition of MEAC men’s and women’s golf.

Finance and Facilities Committee Regent Malcom stated that the Committee has four action items, one will be taken up in Closed Session.

She indicated that the University has experienced amazing growth with a disproportionate share of out-ofstate students, resulting in incredible pressures to provide student housing. As previously reported, the target number of beds on campus or in university-managed facilities is 5,200. In order to meet the target number, the university administration is dealing with a mix of new construction, renovation and lease arrangements. ➢

Second Amended and Restated Ground Lease for O’Connell – Mr. David LaChina, EVP for Finance and Administration, stated that the second amended and restated ground lease and agreement is part of a cross-collateralization structure with the Maryland Economic Development Corporation (MEDCO) to facilitate the demolition, design and development of the O’Connell Hall student housing project. It brings together all five projects – Morgan View, Thurgood Marshall, Legacy Tower, HarperTubman and O’Connell. Regent Malcom noted that the Finance and Facilities Committee recommends approval.

Vice Chair Ellis opened the floor for a motion to approve the Amended Ground Lease for O’Connell. It was MOVED by Regent Turnipseed and SECONDED by Regent Ferreras-Copeland. Regent Stokes ABSTAINED. The MOTION CARRIED. ➢

Maryland Economic Development Corporation Third Supplemental Letter of Intent (LOI) for Student Housing Development – Mr. LaChina stated that the Board approved the request to have MEDCO assist us with two student housing development projects, Harper-Tubman and O’Connell. Predevelopment costs in the amount of $3 million were previously approved by the Board in November 2023. In November 2024, the Board approved additional funding raising the LOI cap to $9 million, and a further increase in LOI funding raised the cap to $12 million in November 2025, all of which is being utilized for extensive project feasibility, analysis and planning for these two important student housing projects. The University is now seeking approval of an additional $13 million (new LOI cap of $25 million) to continue the development momentum for O’Connell Hall, given that project financing will be delayed until March/April 2026. Mr. LaChina added that these predevelopment costs, up to $25 million, are expected to be reimbursed by MEDCO to the University as part of any related project financing. The Finance and Facilities Committee recommends approval.

4

Board of Regents Meeting Minutes – February 3, 2026 | 3

Vice Chair Ellis opened the floor for a motion to approve the MEDCO Third Supplemental LOI. It was MOVED by Regent Turnipseed and SECONDED by Regent Ojo. Regent Stokes ABSTAINED. The MOTION CARRIED. ➢

Policy on Body Worn Cameras – Regent Malcom stated that body worn cameras has become a major item of discussion everywhere. It is best practice and the administration has developed a policy that governs the use and utilization as presented. The Finance and Facilities Committee recommends approval.

Regent Gilliam asked for clarification about the policy, related procedures and any concerns. Mr. LaChina commented that the program is needed and important for the safety of officers and the community. He added that the procedures in question model most institutions in the State. Dr. Wilson stated that the Board approves policies, then delegates responsibility to the President to develop the procedures, which do not require Board approval. Ms. Julie Goodwin, General Counsel, noted that procedures do not come before the Board in general; however, there are occasions when they must, which is usually because of some statutory requirement.

Vice Chair Ellis opened the floor for a motion to approve the Policy on Body Worn Cameras. It was MOVED

by Regent Carter and SECONDED by Regent Klubes. The MOTION CARRIED unanimously.

Regent Malcom stated that the Committee received updates from (i) Facilities, Design and Construction Management – renovation and construction projects in progress and refinement of campus master plan; (ii) Research and Economic Development – quality proposals resulting in high success and concerns about the federal funding environment; (iii) Institutional Advancement – philanthropic investments and media coverage; (iv) Finance and Administration – excellent fiscal health and strong bond ratings.

Audit and Institutional Assessment Committee Vice Chair Ellis stated that the Committee had no items for action and received updates from SB & Company (external auditors), Enterprise Risk Management and Internal Audit in Closed Session.

New Business There were no new business items brought forward for consideration.

Adjournment of the Public Session Vice Chair Ellis announced that the Board of Regents would convene in Closed Session to consider items specifically exempted from public consideration under General Provisions Article § 3305(b)(1)(7)(9)(10)(15) of the Open Meetings Act. In Closed Session, the Board will consider the Lord Baltimore Hotel Non-Binding Letter of Intent; discuss a Personnel Matter; and receive updates on Collective Bargaining, Academic Program Duplication, Fundraising, Medical School, Campus Safety, Audit and EEO. The Board may reconvene in Public Session at the conclusion of the Closed Session, if necessary.

After reading the citation into the record, Vice Chair Ellis opened the floor for a motion to adjourn the Public Session to move into Closed Session. It was MOVED by Regent Gilliam and SECONDED by Regent Henry to adjourn the Public Session. The MOTION CARRIED unanimously.

The Public Session adjourned at 1:20 p.m.

Lord Baltimore Hotel Non-Binding Letter of Intent (Closed Session) Vice Chair Ellis opened the floor for a motion to approve Lord Baltimore Hotel Non-Binding Letter of Intent. It was MOVED by Regent Turnipseed and SECONDED by Regent Sherman. Regent Stokes ABSTAINED. The MOTION CARRIED.

5

MORGAN STATE UNIVERSITY CITATION OF AUTHORITY FOR CLOSING A MEETING UNDER THE OPEN MEETINGS ACT BOARD OF REGENTS MEETING

Date: Tuesday, February 3, 2026

Time: 12:00 p.m.

Location: Richardson Library Conference Room

Motion to close meeting made by: Regent Gilliam Seconded by: Regent Henry Members voting in favor: All Regents in attendance Opposed: Abstaining: Absent: Regent Mfume THE STATUTORY AUTHORITY TO CLOSE THIS MEETING CAN BE FOUND AT (check all that apply): General Provisions Article, § 3-305 (b)(1)(7)(9)(10)(15):

X (1) (i) To discuss the appointment, employment, assignment, promotion, discipline, demotion, ___ compensation, removal, resignation, or performance evaluation of appointees, employees, or officials over whom this public body has jurisdiction; or (ii) any other personnel matter that affects one or more specific individuals; ____ (2) To protect the privacy or reputation of individuals concerning a matter not related to public business; ____ (3) To consider the acquisition of real property for a public purpose and matters directly related thereto; ____ (4) To consider a matter that concerns the proposal for a business or industrial organization to locate, expand, or remain in the State; ____ (5) To consider the investment of public funds; -1-

6

____ (6) To consider the marketing of public securities; ____ X (7) To consult with counsel to obtain legal advice on a legal matter; ____ (8) To consult with staff, consultants, or other individuals about pending or potential litigation;

X (9) To conduct collective bargaining negotiations or consider matters that relate to the ____ negotiations; ____ X (10) To discuss public security, if the public body determines that public discussion would constitute a risk to the public or to public security, including: (i) the deployment of fire and police services and staff; and (ii) the development and implementation of emergency plans; ____ (11) To prepare, administer, or grade a scholastic, licensing, or qualifying examination; ____ (12) To conduct or discuss an investigative proceeding on actual or possible criminal conduct; ____ (13) To comply with a specific constitutional, statutory, or judicially imposed requirement that prevents public disclosures about a particular proceeding or matter; ____ (14) Before a contract is awarded or bids are opened, to discuss a matter directly related to a negotiating strategy or the contents of a bid or proposal, if public discussion or disclosure would adversely impact the ability of the public body to participate in the competitive bidding or proposal process.

X (15) To discuss cybersecurity, if the public body determines that public discussion would ____ constitute a risk to: (i) security assessments or deployments relating to information resources technology; (ii) network security information, including information that is: 1. Related to passwords, personal identification numbers, access codes, encryption, or other components of the security system of a governmental entity; 2. Collected, assembled, or maintained by or for a governmental entity to prevent, detect, or investigate criminal activity; or 3. Related to an assessment, made by or for a governmental entity or maintained by a governmental entity, of the vulnerability of a network to criminal activity; or (iii) deployments or implementation of security personnel, critical infrastructure, or security devices.

General Provisions Article, § 3-103 (a): ____ (1) To carry out an administrative function; ____ (2) To carry out a judicial function; ____ (3) To carry out a quasi-judicial function.

2

7

FOR EACH CITATION CHECKED ABOVE, THE REASONS FOR CLOSING AND TOPICS TO BE DISCUSSED: 1.

2.

3.

4.

5.

6.

7.

8.

9.

To consider the Lord Baltimore Hotel Non-Binding Letter of Intent.

To receive an update on Collective Bargaining.

To receive an update on Campus Safety.

To receive an update on Fundraising.

To receive an update from the Office of Internal Audit.

To receive an update on the Medical School.

To receive the EEO Report.

To receive an update on Academic Program Duplication.

To discuss a Personnel Matter.

THE BOARD MAY RECONVENE IN PUBLIC SESSION AT THE CONCLUSION OF THE CLOSED SESSION IF NECESSARY TO TAKE ANY FINAL AND BINDING ACTION.

This statement is made by Larry R. Ellis Vice Chair of the Board of Regents SIGNATURE:

*********** FOR USE IN MINUTES OF NEXT REGULAR MEETING: *************** TOPICS DISCUSSED AND ACTION(S) TAKEN (IF ANY):

-3-

8

Academic and Student Affairs

Board of Regents Academic and Student Affairs Committee Meeting Monday, May 4, 2026 (Virtual) 1:00 - 4:00 P.M. AGENDA I.

Remarks by the Chair

Regent Linda J. Gilliam

II.

General Remarks o Policy on Policies

Dr. David Wilson, President

Action Items III.

Approval of Committee Minutes of February 2, 2026

Regent Linda J. Gilliam

IV.

4+1 Accelerated B.S./M.S. Engineering

Dr. Hongtao Yu, Provost & SVP Academic Affairs

Dr. Oscar Barton, Dean School of Engineering

V. VI.

Policy on Graduate Assistantships and Fellowships (repeals Policy Prohibting Employment)

Dr. Yu/Dr. Mark Garrison, Dean

Title Change: B.S. Cloud Computing to B.S. Artificial Intelligence

Dr. Yu/Dr. Paul Tchounwou, Dean

School of Graduate Studies

School of Computer, Math & Natural Sciences

Dr. Paul Wang, Chair of Computer Science Information Item VII.

Proposed AI Curriculum Integration

Dr. David Wilson/Dr. Hongtao Yu

Brief Updates VIII. IX.

Athletics 1. State of Morgan Athletics

Ms. Dena Freeman-Patton, VP and

Academic Affairs 1. Marching to R1: Research Doctorate Degrees

Dr. Hongtao Yu

Director of Athletics

1

9

X.

Enrollment Management (see Finance Section)

Dr. Kara Turner, Senior VP Enrollment Management & Student Success

XI.

Dr. Letitia Williams, Vice President

Student Affairs 1. Student Wellbeing and Support 2. Student Engagement and Development 3. Housing Update 4. SGA a. Farewell b. Introduction of New SGA Leadership

XII.

New Business

XIII.

Public Meeting Adjourned

Student Affairs

Ms. Tamani Grace/Mr. Shaylen Bougere, SGA President & Vice President

Regent Linda J. Gilliam

Closed Session Honorary Degree Candidate Recommendation

Dr. David Wilson

New Student Regent Recommendation

Dr. David Wilson/Dr. Letitia Williams

2

10

COMMITTEE MINUTES OF FEBRUARY 2, 2026

11

Board of Regents Academic and Student Affairs Committee Meeting (Virtual) Monday, February 2, 2026 Committee Meeting Minutes The meeting of the Board of Regents Academic and Student Affairs Committee was held virtually on Monday, February 2, 2026. Committee Chairwoman Linda Gilliam opened the meeting at 1:00 p.m.

Board Members Present:

Staff Present:

Regent Linda Gilliam (Committee Chairwoman), Regent Swati Agrawal, Regent Larry Ellis, Regent Julissa Ferreras-Copeland, Regent Champion Ojo, Regent William Sherman Dr. Wilson, Dean Adegbola, Dr. Alao, Dr. Ampaw, Dean Asojo, Dr. Astatke, Dean Barton, Mr. Bougere, Dean Burnett, Mr. Faulk, Ms. Freeman-Patton, Dean Garrison, Ms. Goodwin, Ms. Grace, Mrs. Grogan, Dr. Keys, Mr. Luckett, Dean McPhatter, Dean Prime, Dean Sydnor, Dean Tchounwou, Dr. Turner, Dr. Veal, Dean Westrick, Dr. Williams, Dr. Yu

General Remarks by President Wilson Chair Gilliam opened the Academic and Student Affairs Committee meeting, after which President Wilson gave brief remarks about the University’s preparations for the upcoming Middle States accreditation visit scheduled for March 1–4. He emphasized the importance of institutional accreditation for federal funding and noted that the University completed a two-and-a-half-year self-study addressing the Commission’s seven standards. An external evaluation team will review whether campus operations align with the self-study. When asked by Chair Gilliam to identify the seven Middle States standards, President Wilson indicated they are as follows: mission; ethics; student learning and instructional design; student experience support; assessment; planning and resource management; and governance.

Action Items ➢ Approval of Committee Minutes of November 3, 2025 Approval of the Minutes of November 3, 2025 – It was MOVED by Regent Agrawal and SECONDED by Regent Sherman to approve the minutes. The MOTION CARRIED. ➢ Substantial Modification of Graduate Degree Programs Provost Yu opened, with Dr. Glenda Prime, Dean of the School of Education and Urban Studies (SEUS) and Dr. Frimpomaa Ampaw (Chair, Department of Advanced Studies, Leadership and Policies (SEUS), following with presentations. Dean Prime and Dr. Ampaw shared that the University proposes substantial modifications to its Ed.D. programs in Mathematics Education and Science Education. The University proposes revising the Ed.D. programs in Mathematics and Science Education to clearly distinguish them from the research-focused Ph.D. programs. The updated Ed.D. programs are designed for working middle- and high-school teachers, emphasizing pedagogy and leadership while still requiring a dissertation. Key changes include reducing credits

1

12

from 54 to 36 to match COMAR1 requirements, decreasing core coursework, and shortening time-to-degree completion by one to two years. Dr. Ampaw confirmed that the revisions update programs that previously attempted to meet both professional and research needs before the Ph.D. programs existed. She clarified that current Ed.D. students are not disadvantaged, as outdated content-area transfer practices have been removed and students needing those courses are now directed to the Ph.D. programs. Since the Ph.D. program launched two years ago, most students have already aligned with the appropriate degree.

Approval of the Request for Substantial Modification of Graduate Degrees for the Ed.D. in Mathematics Education and the Ed.D. in Science Education. It was MOVED by Regent Agrawal and SECONDED by Regent Ferreras-Copeland to approve the request. The MOTION CARRIED. Brief Updates ➢ Academic Affairs Provost Yu presented on behalf of the Division of Academic Affairs and Office of the Provost.

Fall Graduates. Provost Yu reported that the University awarded 608 degrees in the Fall 2025 term and noted steady growth in degree production and enrollment since the pandemic. Freshman enrollment doubled by Fall 2021, and graduate enrollment continues to rise across master’s and doctoral programs. Morgan remains on track to meet the annual requirement of 70+ research doctorate degrees for R-1 classification, with completions likely matching last year’s 93 research doctorate degrees. Undergraduate enrollment remains strongest in nursing, psychology, biology, and computer science; social work and the MBA lead at the master’s level; and public health and education programs have the highest doctoral enrollment.

Two New Endowed Professors Appointed. Provost Yu reported that the University now has five (5) endowed professors, with three (3) additional appointments forthcoming in areas such as health equity, AI, and entrepreneurship. He also noted recent accreditation successes, including a six-year accreditation for the Master of Project Management and positive site visits for several other programs. President Wilson added that Magic Johnson’s previously announced $1 million pledge, half of which has already been fulfilled, supports the endowed professorship in Entrepreneurship, with the University matching funds through the state’s ENnovation program. He emphasized the importance of expanding endowed professorships beyond STEM, noting that Morgan now includes its first such appointment in the College of Liberal Arts. ➢ Enrollment Management and Student Success (EMASS) Dr. Kara Turner, Senior Vice President of Enrollment Management and Student Success, presented on behalf of EMASS. Degree Completion Data. Dr. Turner explained that IPEDS graduation rates reflect only first-time, full-time fall entrants and therefore do not represent the full student population. She will provide broader completion and persistence data, as requested by Regent Agrawal, who also asked for percentage-based data for both undergraduate and graduate students. Chair Gilliam noted that enrollment figures in popular majors do not necessarily show whether students complete those programs, and President Wilson emphasized the need to present such data with national context on major-change trends. Regent Agrawal confirmed that she would like this information shared at the next full Board meeting.

Enrollment Trends. Dr. Turner presented statewide comparative data showing that although freshman enrollment declined slightly by forty-four (44) students, a trend seen at about half of Maryland’s public institutions, Morgan’s overall headcount reached a record high. She highlighted that Morgan showed increases in nearly all MHEC enrollment categories and, over the five-year period from Fall 2020 to Fall 2025, posted the second-highest growth in full-time freshmen in Maryland, trailing only UMCP. Morgan also recorded the largest numerical and percentage gains in undergraduate, graduate, and total enrollment. The University’s share 1 COMAR stands for the Code of Maryland Regulations, which is the official compilation of all administrative regulations

issued by Maryland state agencies.

2

13

of statewide HBCU enrollment continued to grow, reaching 50% of first-time freshmen, 49% of undergraduates, 48% of graduate students, and forty-nine percent 49% of overall HBCU enrollment.

Clarifications were provided regarding housing costs, enrollment targets, and the slight freshman decline, which was attributed partly to a new policy requiring students to be financially cleared before moving into residence halls. Additional context included a 10% rise in transfer students and an increase in Black male undergraduate enrollment from 2,653 to 2,885 students Tuition. Chair Gilliam asked how Morgan’s tuition compares to other institutions. Dr. Turner referenced a recent analysis, and President Wilson noted that Morgan remains the second-lowest cost public university in Maryland, with in-state tuition and fees under $10,000 and modest increases since 2020. He also confirmed that Morgan is the fourth-largest public university in the state, trailing UMBC by roughly two thousand (2,000) students. ➢ Student Affairs Dr. Letitia Williams, Interim Vice President for Student Affairs, presented on behalf of the Division of Student Affairs.

Student Wellbeing. Dr. Williams reported that disability accommodation requests continue to increase, mirroring national post-COVID trends, and the University launched a new Accessibility Committee to improve coordination of physical and digital accessibility. Basic-needs efforts also expanded: the Feed the Funnel event produced over one-hundred ten thousand (110,000) meals and contributed supplies for hurricane relief in Jamaica, and the Food Resource Center will soon reopen in a larger space in the McKeldin Center. The Student Support and Outreach Services, the University’s case management function, served 344 students this Fall 2025, which represents a 145% increase, compared to the same period in the prior year. The University updated its hazing policy, which students have been made aware of, to meet new federal requirements; no hazing violations were found, and the required transparency report is posted on the University’s website.

Student Engagement and Learning. Dr. Williams reported that the University launched the BearPrint co-curricular learning framework to define key learning outcomes outside the classroom and to align student-facing programs with leadership and career-readiness goals. More than three hundred (300) BearPrint-aligned programs were offered across the Division. The Morgan Opportunities for Leadership Development (MOLD) program, a seven-week cohort experience, received over 300 applications for one hundred (100) seats, with seventy-four (74) students completing the program. Another cohort will be offered in the Spring 2026.

Housing. Housing remains a major contributor to student retention. The University maintained a strong 98% occupancy rate across its housing inventory in Fall 2025 and is preparing for the Fall 2026 housing cycle, with the portal opening this month. Renovations to Harper-Tubman are slightly delayed; Students assigned there will begin the semester in temporary accommodations and move into the renovated building once it opens in mid- to late-Fall.

Student Government Association (SGA) Ms. Tamani Grace, SGA President, and Mr. Shaylen Bougere, SGA Vice President, reported on recent student-led initiatives. The freshman class organized a donation drive for Baltimore City Public Schools and held a career-readiness workshop. The junior class launched an Adopt-a-Freshman mentoring program and hosted study halls to support academic success. The sophomore and senior classes created a scholarship recognizing two students for academic excellence, creativity, and community impact. At the executive level, the SGA introduced a new organizational scholarship program awarding two student organizations $500 each for strong fundraising and sustainable operations.

SGA leadership also implemented a weekly community-service requirement for student-organization presidents and vice presidents and began a review of the SGA constitution to strengthen governance and clarify procedures. In partnership with Student Life and Development, they updated election rules to enhance

3

14

transparency, adding mandatory candidate training on ethics, professionalism, and responsible campaigning, along with limits on campaign team size and expectations for candidate accountability.

The SGA expressed appreciation for ongoing support from University leadership and the Board. ➢ Athletics Dena Freeman-Patton, Vice President and Director of Athletics, provided updates on behalf of Athletics, beginning with semester highlights on academics.

Fall Semester Academic Highlights. Ms. Freeman-Patton reported that student-athletes earned a departmental GPA of 3.06 for 2025, meeting the MHEC benchmark of having at least 60% of athletes with a 3.0 GPA or higher; this Fall 2025, 61% reached that threshold, with bowling leading all teams with a 3.76 GPA. Ten teams achieved a 3.0 or higher. She commended the academic support staff and coaching teams for their strong engagement. Ms. Freeman-Patton also reported on conference alignment and sport sponsorship.

Men & Women’s Golf. The MEAC previously lost golf programs due to institutional departures, resulting in too few teams to sustain a championship. As a result, some schools, including Morgan’s baseball and golf teams, temporarily competed as affiliate members in the NEC. The MEAC has since voted to rebuild its golf offerings, aiming for each of its eight institutions to sponsor golf by 2026. Morgan plans to add both men’s and women’s golf in 2027, supported by strong alumni and donor interest, and intends to offer scholarships under updated House settlement guidelines.

Winter Sports Updates. Men’s basketball embraced a five-game winning streak. Additional highlights include two of our nationally ranked wrestlers, the start of the softball season, and a recent tennis victory over Navy.

Ms. Freeman-Patton confirmed that athletics remains fully active and competitive across programs. Regent Ojo suggested adding bowling as a future sport for consideration, and an interest in fencing was also noted.

New Business No new business.

Meeting Adjourned It was MOVED by Regent Sherman and SECONDED by Regent Ojo to adjourn the Academic and Student Affairs Committee meeting. The meeting adjourned at 2:35 p.m.

Respectfully submitted, Lesley A. Thompson Executive Assistant to the Vice President for State and Federal Relations & Chief of Staff Recorder

4

15

MORGAN STATE UNIVERSITY CITATION OF AUTHORITY FOR CLOSING A MEETING UNDER THE OPEN MEETINGS ACT BOARD OF REGENTS ACADEMIC & STUDENT AFFAIRS COMMITTEE

Date: Monday, February 2, 2026

Time: 1:00 p.m.

Location: Virtual

Motion to close meeting made by: Regent Sherman Seconded by: Regent Ojo Members voting in favor: All Regents in attendance

Opposed:

Abstaining:

Absent: THE STATUTORY AUTHORITY TO CLOSE THIS MEETING CAN BE FOUND AT (check all that apply): General Provisions Article, § 3-305 (b)(7): ___ (1) (i) To discuss the appointment, employment, assignment, promotion, discipline, demotion, compensation, removal, resignation, or performance evaluation of appointees, employees, or officials over whom this public body has jurisdiction; or (ii) any other personnel matter that affects one or more specific individuals; ____ (2) To protect the privacy or reputation of individuals concerning a matter not related to public business; ____ (3) To consider the acquisition of real property for a public purpose and matters directly related thereto; ____ (4) To consider a matter that concerns the proposal for a business or industrial organization to locate, expand, or remain in the State; ____ (5) To consider the investment of public funds;

1

16

____ (6) To consider the marketing of public securities;

X (7) To consult with counsel to obtain legal advice on a legal matter; ____ ____ (8) To consult with staff, consultants, or other individuals about pending or potential litigation; ____ (9) To conduct collective bargaining negotiations or consider matters that relate to the negotiations; ____ (10) To discuss public security, if the public body determines that public discussion would constitute a risk to the public or to public security, including: (i) the deployment of fire and police services and staff; and (ii) the development and implementation of emergency plans; ____ (11) To prepare, administer, or grade a scholastic, licensing, or qualifying examination; ____ (12) To conduct or discuss an investigative proceeding on actual or possible criminal conduct; ____ (13) To comply with a specific constitutional, statutory, or judicially imposed requirement that prevents public disclosures about a particular proceeding or matter; ____ (14) Before a contract is awarded or bids are opened, to discuss a matter directly related to a negotiating strategy or the contents of a bid or proposal, if public discussion or disclosure would adversely impact the ability of the public body to participate in the competitive bidding or proposal process. ____ (15) To discuss cybersecurity, if the public body determines that public discussion would constitute a risk to: (i) security assessments or deployments relating to information resources technology; (ii) network security information, including information that is: 1. Related to passwords, personal identification numbers, access codes, encryption, or other components of the security system of a governmental entity; 2. Collected, assembled, or maintained by or for a governmental entity to prevent, detect, or investigate criminal activity; or 3. Related to an assessment, made by or for a governmental entity or maintained by a governmental entity, of the vulnerability of a network to criminal activity; or (iii) deployments or implementation of security personnel, critical infrastructure, or security devices.

General Provisions Article, § 3-103 (a): ____ (1) To carry out an administrative function; ____ (2) To carry out a judicial function; ____ (3) To carry out a quasi-judicial function.

2

17

FOR EACH CITATION CHECKED ABOVE, THE REASONS FOR CLOSING AND TOPICS TO BE DISCUSSED: 1. To receive an update on Academic Program Duplication.

2. To receive an update on the House Settlement Implementation.

3. To receive an update on the Medical School.

THE BOARD MAY RECONVENE IN PUBLIC SESSION AT THE CONCLUSION OF THE CLOSED SESSION IF NECESSARY TO TAKE ANY FINAL AND BINDING ACTION.

This statement is made by Linda J. Gilliam Chair of the Academic and Student Affairs Committee SIGNATURE:

*********** FOR USE IN MINUTES OF NEXT REGULAR MEETING: ***************

TOPICS DISCUSSED AND ACTION(S) TAKEN (IF ANY):

3

18

4+1 ACCELERATED B.S./M.S. ENGINEERING

19

BOARD OF REGENTS MORGAN STATE UNIVERSITY SUMMARY OF ITEM FOR ACTION TOPIC: Proposed 4 + 1 Accelerated Bachelor of Science/Masters of Engineering (4 +1 Acc BS/M.Eng) COMMITTEE: Academic and Student Affairs DATE OF MEETING: May 4, 2026 BRIEF EXPLANATION: Rapid advances in technology have fundamentally reshaped human development, shifting societal structures from manual labor towards a knowledge-driven, digital economy. As engineering challenges move from isolated, technical problems to complex, interconnected global issues, obtaining a master’s degree—once viewed as needed for professional ascendency—is increasingly becoming necessary to address these challenges. The proposed 4 + 1 Accelerated Bachelor of Science/Masters of Engineering (4+1 Acc B.S./M.Eng.) program is designed to accelerate the production of engineering professionals who hold the Master of Engineering degree and who are immediately capable of making a significant impact on the workforce into which they enter. Students pursuing the B.S. in either Civil, Electrical, Industrial or Transportation Systems Engineering will complete the M.Eng. with a track in Civil, Electrical, Industrial or Transportation Systems Engineering here at Morgan State University. Newly created programs in Mechatronics and Sustainable Urban Environmental Engineering will also become part of this M.Eng. pathway after their initial ABET accreditation.

In addition to the enhanced readiness of the graduates entering the workforce, the benefits of completing the M.Eng. via this accelerated pathway includes early career competitiveness and higher starting salaries in general, and more specifically, a 9.1% reduction in time to degree completion and a 10.1% reduction in cost over obtaining these degrees separately here at Morgan’s Mitchell School of Engineering.

Moreover, offering a well-defined, integrated program from the bachelor’s to the master’s degree can be marketed to improve the pipeline of first-time, first-year students, as well as that of community college students, who enter our engineering programs. Finally, it offers the frameworks to build other accelerated pathways between the Mitchell School of Engineering and other schools and colleges in Academic Affairs.

FISCAL IMPACT: No fiscal impact. Since the proposed program capitalizes on existing facilities and faculty, no additional resources are required to execute it.

20

PRESIDENT’S RECOMMENDATION: The President recommends approval.

COMMITTEE ACTION:​

DATE:

BOARD ACTION:​

DATE:

21

Propose 4 + 1 Accelerated Bachelor of Science/Masters of Engineering (4+1 Acc BS/M.Eng)

Board Of Regents Academic and Student Affairs Committee Meeting Oscar Barton, Jr, Ph.D., PE Dean May 4, 2026 22

Civil Track Environm ental Track

Electrica l Track M.ENG Industria l Track

Mechatron ics Track Transport ation Track

Course Only Option 9 credit hour

23

Program Rationale

10.1% Cost Reduction 9.1% Time Reduction Meets Demand

Program

Duration

Cost

B.S. degree

4 yrs (120 crds)

$33,864

M. ENG degree

3 sems (30 crds)

$17,295

Total (separate)

11 sems (150 crds)

Total = $51,159

Accelerated B.S./M.Eng

5 yrs (10 sems) 141 crds

UG = $33,864 GR = $12,107 Total =$45,971

24

Questions?

25

POLICY ON GRADUATE ASSISTANTSHIPS AND FELLOWSHIPS

26

BOARD OF REGENTS MORGAN STATE UNIVERSITY SUMMARY OF ITEM FOR ACTION TOPIC: Policy on Graduate Assistantships and Fellowships COMMITTEE: Academic and Student Affairs DATE OF MEETING: May 4, 2026 BRIEF EXPLANATION: The current Policy Prohibiting Employment, was approved November 21, 2000 by the Board of Regents, prohibits any additional employment by recipients of Graduate Assistantships and Fellowships. It covers all employment without specification or exception. The proposed replacement policy defines the graduate assistantship and fellowships, establishes the standards for time commitments and allows for additional employment within constraints appropriate to maintaining student status and compliance with University’s Office of Human Resources regulations concerning employment. The new policy also provides for the development of procedures concerning the eligibility, appointment, continuation, compensation, termination, as well as definitions of graduate assistantships and fellowships.

Fiscal Impact: No fiscal impact.

PRESIDENT'S RECOMMENDATION: The President recommends approval.

COMMITTEE ACTION:

DATE:

BOARD ACTION:

DATE:

27

POLICY ON GRADUATE ASSISTANTSHIPS AND FELLOWSHIPS Mark Garrison, Dean School of Graduate Studies Academic Affairs Committee Board of Trustees Meeting May 4, 2026

28

POLICY ON GRADUATE ASSISTANTSHIPS AND FELLOWSHIPS 1.

Repeal: Policy Prohibiting Employment, Approved November 21 2000 by the Board of Regents.

This policy prohibits a recipient of a full-time Teaching or Research Assistantship or a tuition scholarship and a fellowship from additional employment.

This means any internal or external employment, and as such it is unenforceable.

2.

Replace with the proposed policy that defines graduate assistantships as engagement in work or service related to the student’s educational program, following the IRS definition as work that “. . . is performed incident to and for the purpose of pursuing a course of study” (Section 7 of 26 CFR 31.3121(b)(10)).

29

POLICY ON GRADUATE ASSISTANTSHIPS AND FELLOWSHIPS 3.

This proposed policy codifies the time limit of an assistantship at a maximum of 20 hours per week (.5 FTE). At 50% of full-time work, it establishes that the recipient remains a student and not an employee. This half-time equivalency is the nationally recognized norm and is consistent with the expectations of IRS, NSF and NIH, SEVIS, and collective bargaining units.

4.

This proposed policy permits monitored additional work within the scope of our authority. a. The primary limit is that of work, when combined with the assistantship, would qualify the student as an employee. b. Additional work that interferes with the assistantship or coursework schedules is not allowed. c. IRS rules govern the student FICA waiver, and the total hours worked cannot be 30 such that they disqualify the waiver.

POLICY ON GRADUATE ASSISTANTSHIPS AND FELLOWSHIPS If needed, the explanation of the 20 hour rule: 1. 1861 to 1876: Adoption of the German-styled Research University in North America, where the graduate student was accepted as an apprentice to the professor. This apprentice is given responsibilities for research, lecturing, and clerical support.

2. 1938: Fair Labor Standards Act establishes the 40 hour work week.

3. 1940: Social Security Act amended to provide FICA waiver to students doing work incidental to study.

4. WWII and GI bill impact the growth in federally supported research (NSF, DoD, NIH. etc.); funding researchers at .25, .5, .75, and 1.0 FTE; students receive either .25 or .5 FTE. 5. 1969: Unionization of graduate assistants who push for better conditions by limiting employment to .5 FTE (20 hours). (Wisconsin, UC Berkeley, Rutgers) 6. 1992: SEVIIS Immigration rules limit international students to 20 hours per week during academic terms. To treat all students equally, universities have universally adopted the 20 hour rule, with many institutions allowing domestic students additional, non-assistanship work upon approval.

31

Board of Regents Approved May __, 2026

MORGAN STATE UNIVERSITY POLICY ON GRADUATE ASSISTANTSHIPS AND FELLOWSHIPS Purpose: The purpose of this Morgan State University (the “University”) Policy Governing Graduate Assistantships and Fellowships (“Policy”) is to establish baseline standards and consistency for the administration of graduate assistantships and fellowships at the University, with a commitment to continuous improvement in the status of graduate assistants.

Definitions: Graduate Assistantship: Is an award of financial assistance granted to a student in the form of compensation for the completion of specific duties related to or derived from the student’s curriculum and academic program and/or professional interests. The duties must reflect some form of educational advancement with regard to the student’s academic growth and professional development. Graduate assistants have a role as a professional in the University, and the duties of a graduate assistant are consistent with the organization’s teaching, research and service missions. Generally, a Graduate Assistant provides teaching, research, and/or administrative services.

Graduate Administrative Assistantship (GAA): A Graduate Administrative Assistantship (GAA) is an assignment to assist with University administrative processes and is awarded only to master’s and doctoral students. The assignment is to a particular office or administrative unit and can include duties ranging from office tasks to professional support. GAAs have been assigned to the President’s Office, the Comptroller, Student Affairs, The Office of the Provost, etc. The assignment provides an opportunity to employ new skills and gain experience in university operations.

Graduate Research Assistantship (RA): A Graduate Research Assistantship (RA) is an assignment to assist with research and is awarded only to master’s and doctoral students. The assignment may be to a particular faculty or research faculty, or it may be to a research project, grant, or contract. Funding typically originates with a sponsored program or other external agency, though some programs may designate an assistantship as a research assistantship in order to support the research objectives of a program or department. The time requirements are based on half-time of a regular employee workload, or a maximum of twenty (20) hours per week.

Graduate Teaching Assistantship (TA): A Graduate Teaching Assistantship (TA) is an assignment to assist with instruction. The specific level of instructional support depends upon the assignment itself and may range from supporting instructors with essential tasks such as grading, preparing instructional and laboratory materials, monitoring examinations, leading discussion sections, occasional lecturing, and monitoring laboratories to the level of having complete responsibility for a course section and being the instructor of record. The time requirement is equivalent to half the time (50%) of a regular instructional faculty. The award period typically coincides with the Fall and Spring terms, generally mid-August to mid-May 1 of 3

32

Board of Regents Approved May __, 2026

[typically, twenty (20) University pay periods]. For training and preparation purposes, the award may begin earlier.

Graduate Fellowship: A graduate fellowship is an award of financial support to a student, providing a stipend and/or tuition support. A fellowship is awarded on a merit basis to assist the student in the pursuit of a degree; conditions and requirements for service, such as teaching, training, or research, depend upon the specific nature of the fellowship. Funds may be provided from institutional sources, federal agencies, state agencies, foreign governments, private philanthropies, industries, or non-governmental organizations. In cases where a fellowship is awarded to the individual directly by an external entity and funding is not processed through the University, the student is billed for tuition and fees in the same manner as other students, and the student or the entity pays those expenses directly to the University.

Policy Statement: Morgan State University seeks to recruit, develop, and retain the most qualified graduate students. The University intends for these students to embrace the University’s mission, as well as its core values, and seek advanced educational experiences that will foster growth and leadership in all fields. A significant experience of graduate education occurs during participation in the activities of instruction, research, creative work, administrative support, and ongoing service. A Graduate Assistantship provides the opportunity for this participation beyond the curricular requirements of the student’s chosen program. Similarly, Graduate Fellowships provide financial support for similar objectives, but generally do not have specified work requirements. The University seeks to provide as many of these opportunities as is feasible to as many graduate students as possible as the University’s means and resources permit. The following criteria establish the limits of Graduate Assistantships and Fellowships: 1. A Graduate Assistantship (GA) may be further defined as a Graduate Teaching Assistantship (TA), a Graduate Research Assistantship (RA), or an Graduate Administrative Assistantship (GAA), reflecting the specific duties of the assistantship and its role as part of the educational experience.

2. To ensure that the graduate students maintain student status, the time commitment to complete the duties of the graduate assistantship appointment shall not exceed the equivalent of a half-time employee (.5 full-time equivalent) workload, or twenty (20) hours per week.

3. Additional work, internal or external to the University, beyond twenty (20) hours must not result in the student being classified as a regular employee as established by the University’s Office of Human Resources nor can it interfere with the scheduled duties or activities of the Graduate Assistantship or Fellowship. It also should not interfere with the graduate course work.

2 of 3

33

Board of Regents Approved May __, 2026

Policy Implementation: The Morgan State University Board of Regents hereby delegates to the President the authority to identify the University personnel who will develop procedures for the implementation of this Policy.

Effect: This Policy repeals and replaces the University’s Policy Prohibiting Employment, approved by the Board of Regents on November 21, 2000, and shall be effective May ______, 2026.

3 of 3

34

Approved Board of Regents November 21, 2000

POLICY PROHIBITING EMPLOYMENT

Full-time graduate students who receive Teaching Assistantships or Research Assistantships regardless of the source of funding are prohibited from additional employment. Similarly, full-time graduate students who receive tuition awards and a fellowship are also prohibited from employment. Graduate students found in violation of the policy are subject to sanctions including, but not necessarily limited to: revocation of financial assistantships and/or fellowships; reduction in the amount of available financial assistance; repayment of stipend and/or dismissal from the School of Graduate Studies.

35

TITLE CHANGE: B.S. CLOUD COMPUTING TO B.S. ARTIFICIAL INTELLIGENCE

36

BOARD OF REGENTS MORGAN STATE UNIVERSITY SUMMARY OF ITEM FOR ACTION TOPIC: Title & CIP Change - B.S. in Cloud Computing to B.S. in Artificial Intelligence COMMITTEE: Academic and Student Affairs DATE OF MEETING: May 4, 2026 BRIEF EXPLANATION: The School of Computer, Mathematical, and Natural Sciences is requesting a name change and CIP code change for the existing Bachelor of Bachelor of Science in Cloud Computing degree program to a Bachelor of Science in Artificial Intelligence and Cloud Computing.

To align with this name change, we are requesting that the CIP code be changed from 11.0103 to 11.0102. In our original proposal (approved by MHEC in November 2019), we offered several Artificial Intelligence (AI) courses. We now find that cloud computing has transitioned from an emerging specialization into a universal computing foundation. Virtualization, elastic compute, distributed storage, and managed services, the core of cloud computing, are now standard tools used across virtually all areas of software engineering, data science, cybersecurity, and artificial intelligence. Industry leaders increasingly characterize cloud platforms as the default operating environment for modern computing rather than standalone specialization. The proposed name change does not represent a departure from the program’s academic rigor or technical content.

Rather, it more accurately reflects the program’s current learning outcomes, curricular emphasis, and alignment with contemporary computer science practice. As cloud computing has become a ubiquitous and assumed layer of the computing stack, artificial intelligence now represents the primary domain of innovation, specialization, and differentiation at the undergraduate level.

Therefore, we believe it to be a more appropriate program title.

A CIP code change will be necessary as well, changing from the current CIP code 11.0103 (Information Technology) to 11.0102 (Artificial Intelligence) based on the descriptions from the National Center for Education Statistics.

Original Code: 11.0103 Title: Information Technology Definition: A program that focuses on the design of technological information systems, including computing systems, as solutions to business and research data and communications support needs. Includes instruction in the principles of computer hardware and software components, algorithms, databases, telecommunications, user tactics, application testing, and human interface design.

Proposed Code: 11.0102 Title: Artificial Intelligence Definition: A program that focuses on the symbolic inference, representation, and simulation by computers and software of human learning and reasoning processes and capabilities, and the computer modeling of human motor control and motion. Includes instruction in computing theory, cybernetics, human factors, natural language processing, and applicable aspects of engineering, technology, and specific end-use applications.

37

NO FISCAL IMPACT This title change and its associated CIP change are not expected to have any fiscal impact that differs from that of the original title.

PRESIDENT'S RECOMMENDATION: The President recommends approval.

COMMITTEE ACTION:

DATE:

BOARD ACTION:

DATE:

38

Transform B.S. in Cloud Computing Program to

B.S. in Artificial Intelligence • Cloud computing has transitioned from an emerging specialization into a universal computing foundation over the past decade.

• The boost of AI relies on large data centers to train AI models that use cloud as a service platform.

• Morgan Computer Science has already transformed the cloud computing program to an AI focused program in recent years with a total of 18 AI courses currently being offered.

• Each AI/ML course incorporates a real-world AI project developed by computer science students and faculty. Now all AI classes are Project-Based Learning (PBL) courses.

• Students work on AI/ML projects in these courses, especially the capstone courses. They tend to stay in the program and get high-paid jobs and internships at big-tech companies.

Teqwon Norman Google

Aramide Ogundiran Uber

Sakina Shrestha NY Invest

Kyla Abraham JP Morgan

Scholarship $40k + jobs Oracle

39

AI Courses being offered (18) Undergraduate Courses in AI • COSC 251 - Introduction to Data Science • COSC 345 - Intro to High Performance Computing

Graduate Courses in AI • COSC 502: Data Science and Artificial Intelligence • COSC 572: Advanced Machine Learning • COSC 611: Big Data Analytics • COSC 612: Deep Learning in Cloud • COSC 672: Reinforcement Learning

• COSC 711: Quantum Algorithm (QML) • COSC 721: High Performance Computing • COSC 722: Machine Learning Applications • COSC 726: Explainability and Fairness in Machine Learning

• COSC 470 - Artificial Intelligence • CLCO 471 - Data Analytics in the Cloud • COSC 472 - Introduction to Machine Learning • COSC 474 - AI in Cybersecurity • CLCO 312 - Data Science for Social Good • CLCO 341 - Machine Learning in the Cloud • CLCO 401 - Cloud and AI Applications Enrollment increase has connection with new AI courses

40

Artificial Intelligence Projects Developed • csNavigator: An AI agentic students advising system (https://cs.inavigator.ai) • AI bias detection and mitigation • Robi Counselor: AI models for psychological counselling (CBT and others) • Baltimore air quality social injustice ML analysis • Machine Learning for cybersecurity threat analysis • Higgin: Using ML to fight social injustice • Quantum Machine Learning

It is expected that the new B.S in AI program will have very positive impacts on enrollments, retention, and graduate rates.

41

PROPOSED AI CURRICULUM INTEGRATION

42

AI Academic Initiatives Introductory AI (6-10 modules) for all students: Computer & Information Literacy Courses AI Degrees BS AI and Cloud Computing BS AI in Engineering

AI Courses (40 AI courses) & AI+ Degrees Architecture (2 courses) CICS (1 course) Computer Science (18 courses) Education (1 course) Engineering (4-8 courses) English (3 courses) History (1 course) Journalism (4 courses) Business (3 courses) Screen Writing and Animation (4 courses)

AI Policy AI Basics for Faculty 43

ATHLETICS

44

MORGAN STATE UNIVERSITY STATE OF ATHLETICS Board of Regents Presentation May 2026 Growing The Future ● Leading The World

Dena Freeman-Patton, Vice President/Director of Athletics

45

Morgan State Athletics Sports Fall Sports ●

Men’s Cross Country

Winter Sports ●

Spring Sports

Bowling

●

Women’s Cross Country

●

Wrestling

●

Football

●

Men’s Basketball

●

Volleyball

●

Women’s Basketball

●

Men’s Indoor Track & Field

●

Women’s Indoor Track & Field

●

Acrobatics & Tumbling

●

Softball

●

Men’s Tennis

●

Women’s Tennis

●

Men’s Outdoor Track & Field

●

Women’s Outdoor Track & Field

46

The Return of The Wrestling Program

47

The Return of The Wrestling Program

Morgan State sends 2 wrestlers to NCAA Tournament for first time in 27 years - https://www.wbaltv.com/article/morgan-state- 48 2-wrestlers-ncaa-tournament-first-time-27-years/70773220

Historic Acrobatics & Tumbling Program

49

Addition of Men’s and Women’s Golf (2027/2028)

50

Women’s Basketball NIT Appearance 2023

51 #THEMORGAN WAY

Softball MEAC Regular Season and Tournament Champions 2024

52 #THEMORGAN WAY

Women’s Tennis MEAC Regular Season Champions 2026

53 #THEMORGAN WAY

NFL Players

54 #THEMORGAN WAY

Fall 2025 Academic Highlights

55 11

1st Annual Student-Athlete LIIDERship Academy

56

13

57

Business/Community Relations

#THEMORGANWAY

58

ACADEMIC AFFAIRS

59

Academic Affairs Update

Hongtao Yu Provost & Senior Vice President for Academic Affairs 60

Marching to R1 Research Doctorate Degree/R&D Expenditure

Three year average required: 70/year

Three year average required: $50/year

FY26 number (97) is estimate.

FY26 is estimate.

61

STUDENT AFFAIRS

62

M ORGA N STA TE UNIVERSITY

Board of Regents – Academic and Student Affairs Committee

Division of Student Affairs Quarterly Update Letitia Williams, Ph.D. Vice President for Student Affairs May 2026

63

Student Wellbeing & Support Counseling · Case Management · Health Center Student Support & Outreach Services — Case Management 814 total cases this academic year — an 80% increase over the prior year Growth reflects intentional, expanded outreach to faculty, academic departments, and students directly Top presenting concerns: academic, mental health, and financial

Counseling Center 540 students seen · 1,673 appointments through April 2026 Sustained demand indicates the Counseling Center continues to be a central student support service

University Health Center 58% growth in visits over two years: 989 (2023) → 1,258 (2024) → 1,560 (2025) · 464 visits to date in 2026 Growth reflects expanded outreach and increased use of health services.

These services are providing critical support that helps students navigate challenges and remain on track academically.

64 Morgan State University | Division of Student Affairs | Board of Regents – Academic and Student Affairs Committee | May 2026

Student Wellbeing & Support Food Resource Center — Grand Reopening Food insecurity is a significant factor in students stopping out nationally. The FRC reopening is a direct investment in student persistence — when students’ basic needs are met, they are better able to focus, engage, and persist.

The Food Resource Center has reopened in an expanded new home — serving Morgan students with greater capacity, reduced stigma, and a deeper commitment to basic needs support.

The FRC goes beyond food — providing emergency support, community care, and a safe space where every Morgan student is welcomed without condition.

65 Morgan State University | Division of Student Affairs | Board of Regents – Academic and Student Affairs Committee | May 2026

Student Engagement & Leadership Creating Conditions for Student Success

2,742

~1 in 3

28%

3.10

Student Leaders in registered clubs/orgs

Morgan Students Are Engaged Leaders

Growth in Leadership Since 2023

Average GPA Among Student Leaders

71% of student leaders maintain a GPA of 3.0 or higher

This work reflects an intentional approach to how we connect with students, expanding opportunities for involvement and fostering belonging and leadership. Together these efforts create conditions that support student success.

66 Morgan State University | Division of Student Affairs | Board of Regents – Academic and Student Affairs Committee | May 2026

Student Engagement in Practice Student Voice · Leadership · Community Morgan M.I.L.E. — Male Initiative on Leadership and Excellence 149 students enrolled in 2025–2026 — nearly double the 3-year average Provides a structured space for male students to develop as leaders, explore identity, and deepen involvement on campus.

University Memorial Chapel — Faith, Identity & Community Strong growth in student spiritual engagement and community participation: Sunday Chapel: 25 → 200+ weekly · Jummah: 10 → 40 weekly Students are not just attending — they are leading and shaping a culture of belonging A recent external grant is supporting expanded programming focused on purpose and leadership development.

67 Morgan State University | Division of Student Affairs | Board of Regents – Academic and Student Affairs Committee | May 2026

Housing Update University-Managed Housing — Fall 2026 & Beyond Housing capacity is central to enrollment growth, student retention, and our commitment to a transformative on-campus experience for Morgan students.

Strong and Sustained Demand Demand for university-managed housing remains strong. We project housing to be at capacity for Fall 2026.

Harper-Tubman Hall — Fall 2026 Scheduled to open Fall 2026, increasing capacity from 222 to 236 beds and enhancing the residential experience

O'Connell Hall — Projected 2028 Projected for completion in 2028, expanding capacity from 205 to over 600 beds and significantly increasing the University’s housing capacity

We will continue to build the capacity and experience our students need.

68 Morgan State University | Division of Student Affairs | Board of Regents – Academic and Student Affairs Committee | May 2026

STUDENT GOVERNMENT ASSOCIATION

69

STUDENT GOVERNMENT ASSOCATION THE OTR ADMINISTRATION OPPORTUNITIES FOR TRIUMPH AND REDEMPTION

Tamani Grace SGA President

Shaylen Bougere SGA Vice President

2025 70

OTR Administration Spring 2026 Recap SGA Election Protocol

Class Council Highlights

Significantly reduced campaign-related conflicts and violations, creating a more professional and respectful election environment.

Junior Class: Adopt-A-Freshman mentorship

Enhanced trust in the election process among the student body through consistency and transparency.

Executive Board: Organizational scholarships

Senior & Sophomore Classes: Scholarship initiative

Freshman Class: Donation drive Fostered a culture of accountability and organizationwide collaboration, resulting in a smoother and more efficient campaign season overall.

Achieved a 19% increase in voter engagement since 2023, with participation rising from 12.5% (2023) to 31.5% (2026), reflecting the effectiveness of improved election protocols and increased student trust in the process.

71

Student Government Association Important Dates SGA Inauguration Ceremony April 30, 2026 USC Ballroom 5:00 pm The incoming administration is prepared to transition effectively, with their official inauguration ceremony scheduled for April 30, marking the continuation of progress and leadership within the student body.

A transitional meeting with the incoming administration will be held to ensure they are fully informed of upcoming changes, key initiatives, and essential information necessary for a seamless and effective leadership transition.

This intentional transition process ensures that the foundation we have built will leave a lasting impact on the effectiveness and legacy of student leadership.

72

THANK YOU

73

Finance & Facilities

BOARD OF REGENTS Finance and Facilities Committee Meeting Monday, May 4, 2026 (Virtual) 9 A.M. – 12 P.M. A.

Remarks by the Chair

Dr. Shirley M. Malcom

B.

Remarks by the President • Policy on Policies

Dr. David K. Wilson

ITEMS FOR INFORMATION •

Division of Facilities, Design and Construction Management Update

Ms. Kim McCalla, Vice President Facilities, Design and Construction Mgmnt.

•

Division of Research and Economic Development Update

Dr. Willie May, Vice President Research and Economic Development

•

Division of Institutional Advancement Update

Ms. Endia DeCordova, Vice President Institutional Advancement

•

Division of Enrollment Management and Student Success Update

Dr. Kara Turner, Senior VP Enrollment Management & Student Success

•

Division of Information Technology Update

Dr. Timothy Summers, VP Information Technology & CIO

ITEMS FOR ACTION •

Approval of Committee Minutes of February 2, 2026

Chair Shirley Malcom

•

FY 2026 Operating Budget Request

Mr. David LaChina, Executive VP Finance and Administration

•

Reduced Graduate Tuition Rates for Partnership Agreements with the School of Education and Urban Studies

Mr. David LaChina

•

One Calvert Plaza Master Lease for Student Housing

Mr. David LaChina

•

Altus Off-Campus Housing Lease for Additional Beds

Mr. David LaChina

ITEMS FOR INFORMATION •

Student Housing Update

Mr. David LaChina 1

74

•

Division of Finance and Administration Update o FY 2028 Tuition and Fees Proposal

Mr. David LaChina

CLOSED SESSION •

FY 2027 Operating Budget Request

Mr. David LaChina

•

FY 2028 Capital Budget Request

Ms. McCalla/Mrs. Cynthia Wilder Executive Director, Facility Planning

•

Campus Safety Update

Mr. Lance Hatcher, Chief Police and Public Safety

2

75

ITEMS FOR INFORMATION

76

CAPITAL PROJECTS UPDATE

Jan. 2026 – Mar. 2026

Planning, Facilities Management and Design & Construction Management

GENERAL The Legislature authorized $147.5 million in the FY 2027 Capital Budget, which is consistent with the Governor’s request. Projects with continued funding included: New Science Phase II, Campus-Wide Electric Upgrades, and Carter-Grant-Wilson renovation.

The preliminary FY 2028 Capital Budget Request will be discussed/considered in closed session, as required by the Department of Budget Management (DBM), until it is approved by the Governor.

The Master Plan has moved into Phase III (synthesis process) – prioritizing projects, campus priorities, and determining what temporary or other work is required to enable the main projects. Early work on the Athletics Master Plan and test fits of programs for location at Lake Clifton has begun.

The division completed its portion of the Middle States interviews in March and awaits the official report, expected this summer. The division is also working to embrace and incorporate AI technologies throughout its processes, beginning with system optimization operations, space uses, and security as a start. Examples include cameras that send alerts when they are not functioning properly or are obstructed; the ability to monitor energy usage in buildings (and, in the near future, to tie space utilization to the same building energy monitoring). The energy and room use will inform whether adjustments to schedules are required to maximize building use and avoid having buildings open for a single class or meeting.

MBE Goals for Major Capital Projects: We continually monitor the contractors’ MBE payments. Many projects exceed the University’s MBE goal of 30%. Reduced goals are assigned to some smaller, highly specialized contracts and deferred maintenance projects. The average MBE percentage on active main projects through March 31, 2026 is 38.52%. Out of $300,772,527 paid out in contracts, MBE payments equate to $115,869,235.

Note: The above MBE calculations do not include the MBE calculations for the MEDCO housing projects. Those numbers are tracked separately.

CAMPUS MASTER PLAN (2025 – 2035):

PLANNING

CAPITAL BUDGET The Legislature approved the FY27 Capital Budget Request for $147,577,000, consistent with the Governor’s allowance for Morgan. Currently, the team is working on the FY28 Capital Budget Request for submission to DBM at the end of June 2026.

1

77

PROGRAMMING Holmes Hall Exterior Renovation and Truth Hall’s Roof Replacement: Part I Program for Holmes Hall and Truth Hall’s roof as an addendum were submitted to DBM. The work includes restoring the cupola, including the weather vane, clock and chimes; replacing the slate roof (for both Holmes and Truth); replacing/refurbishing windows and doors; repairing the stone walls; repointing stone; below-grade waterproofing; correcting the ADA ramp and stairs; adding security swipe locks at key doors; and restoring the Frederick Douglas statue. Interior renovations are being considered as additions to the program so the buildings will undergo complete renovation.

Computing Science and Engineering: Refining the potential building occupants/use continues as we work through the Master Plan process.

Dixon: Dixon is slated to house the Medical School until the new facility opens.

Miscellaneous Projects: The scope of work for various research buildings has been revised to align with the capital budget authorization, and the revised scopes have been submitted to DBM. These projects include the PEARL lab expansion and concrete lab.

CAMPUS MASTER PLAN 2024 – 2034 Phase I: Discovery Scope Confirmation, Data Collection, Goal Setting Phase II: Development Long-Term Vision, Near-Term Projects/Guidelines, Phasing Analysis Phase III: Synthesize Short/Long Term Development Goals/Priorities/Enabling Projects, Phasing Phase IV: Finalize Document Review and Approval Phase III (developing short and long-term development goals, priorities, enabling projects, and a phasing plan) is anticipated to conclude late summer/fall 2026.

With the assistance of the Vice Presidents and input from the President, Provost, CFO, and students, the individual priorities have been narrowed down and prioritized. The team is currently identifying and evaluating projects, which may be temporary, permanent, or short- or long-term initiatives needed to advance the main projects. The information continues to be refined. During this time, building fit tests are being conducted on proposed sites, project sequencing, and enabling projects are underway. Options are being assessed, and approximate capital budgets are being established. As this phase progresses, reengagement with the participants will occur before the selections are finalized. Always at the forefront is ensuring alignment with the University's strategic plan, mission, goals, and values.

Also being developed are the campus decarbonization plan, network upgrades, accessibility programs/projects, Athletics’ Master Plan, and a preliminary use plan for Lake Clifton.

Master Plan Team:

Perkins and Will

30.03% MBE

FACILITIES MANAGEMENT (FORMERLY PHYSICAL PLANT) Technology: Multiple technologies were and continue to be expanded to assist management, operations, and documentation.

•

AssetWorks: o AssetWorks Continuing Education (Ready/AiM)

2

78

• •

• •

o Work Order Optimization o Phase III is to launch the preventative maintenance program module.

Virtual Facility: Virtual facility generates real-time work orders. It will send notifications when a system is offline.

Core America: The service (work cards for environmental services (housekeeping) helps monitor housekeeping closets (materials and supplies), provides training, and green cleaning campus certification. Workload cards (daily/routine work sheets) are now loaded and are ready for rollout to each person.

Interplay: Continuing to enroll employees in virtual reality technical skills training.

Safety Training: Regularly provided through the Office of Safety, Health, and Environment.

DESIGN AND CONSTRUCTION MANAGEMENT (DCM) CAPITAL PROJECTS SCIENCE PHASE II (NEW BUILDING) The project will provide new classrooms, class labs, research, and office space for the Biology and Chemistry Departments and the Dean’s Office of the School of Computer, Mathematical and Natural Sciences. The design was completed in February 2026.

The culvert relocation is complete. The deep foundations (caissons) are in progress and are expected to be completed by the end of May, with over 40% of the 104 caissons completed. Caissons range from 72” to 30”, and 15 to 45 feet deep.

The Construction Manager is currently bidding out major long-lead mechanical/electrical/plumbing (MEP) equipment, interior work, finish site work, and equipment. This is the last GMP, and the plan is to submit it for the June 17, 2026 Board of Public Works (BPW) meeting. The project will be fully bid out before the end of the fiscal year.

The University continues to work with the Maryland Energy Administration (MEA) to release the $9 million allocated during the last legislative session from the strategic energy investment fund.

BPW Approvals: • GMP-A (Relocation of Water Culvert): Complete • GMP-B (Site Utilities): Approved • GMP-C (Deep Foundations): Approved • GMP-D (Concrete Structure): Approved • GMP-E (Underground Plumbing – JUST PLUMBING:): Approved • GMP F: (Building Enclosures/Envelope): Approval Anticipated April 22 Cumulative Awarded to Date:

MBE: MBE: MBE: MBE: MBE: MBE: MBE:

17.50% 55.97% 9.69% 34.07% 09.92% 30.97% 30.82%

GMP’s A-F awarded to date total $43.35 million (equating to 16% of the total projected construction value of $270 million), with 30.82% minority business enterprise (MBE) participation totaling $23.06 million.

GMP G approval in June will conclude the majority of the bidding. The last major package will include the interior finishing trades, site work, and the remaining HVAC, plumbing, and electrical work.

3

79

SCIENCE PHASE II (New Building) Appropriation Obligations 27,302,000 23,044,821 83,196,000 68,959,721

Design / CM Pre Construction Reverted Funds Capital Equipment Total

Design, Phase II: CM, Phase II:

$110,498,000

Moody Nolan Barton Malow/Warren Builds

$92,004,542

MBE Goal: MBE Goal:

Balance 4,257,179 14,236,279 0 0 $18,493,458

47.75% 45.00%

CARTER-GRANT-WILSON (CGW) The design team continues to develop the building’s exterior. The interior layout is being adjusted to include the College of Interdisciplinary and Continuing Studies. Funding was pushed back a year, which will cause several months of downtime.

Carter Grant Wilson (Renovation) Design Construction Reverted Funds Capital Equipment Total

Appropriation Obligations 3,228,000 3,899,634 1,432,000 2,195,000 $6,855,000

$3,899,634

Balance -671,634 1,432,000 2,195,000 $2,955,366

LAKE CLIFTON HIGH SCHOOL The artwork has been moved to storage, and the Bertoia has temporarily been relocated adjacent to the Alumni House. Hazardous materials were found in unexpected places along the edges of floor slabs. The auditorium and the A and B wings have been demolished to their slab-on-grade. Demolition continues and may be down to grade by this meeting. A time capsule was found behind the cornerstone. Dr. Ida Jones, Associate Director and Archivist, has documented the contents. The remaining construction package will be submitted to BPW for approval in May. Part 1 and 2 Programs for the Valve House are being prepared for submission to DBM for approval. In the meantime, the request for proposals for the stabilization/preservation design documents are being prepared for AE selection.

Design/Build Contractor Barton Malow / JLN / KDA:

MBE:

40.10%

Lake Clifton High School / Future Valve House Appropriation Obligations Design 1,378,000 1,378,000 Construction 15,184,000 8,419,743 Operating Funds 1,055,000 1,055,000 Reverted Funds Capital Equipment Total $17,617,000 $10,852,743

4

Balance 0 6,764,257 0 0 0 $6,764,257

80

ELECTRIC UPGRADE Morgan is working with BGE to supply new electrical power to the campus. The project will include a new central substation, a new and expanded Cold Spring Lane substation, and an upgrade to the Montebello substation. In addition, the project will consider fuel cell technology to help reduce our electric consumption from the BGE grid. This upgrade will support growth, provide a path to energy efficiency, and reduce our carbon footprint through electrification, in accordance with Maryland’s Climate Solutions Now Act. The additional electric power will allow the campus to pursue electrification projects to reduce energy consumption in accordance with the Climate Act. •

•

The Campus-Wide Electrical Upgrade Project is in Design Development for both the campus infrastructure and the electric duct bank. The early equipment package will be bid out in early April/late May, and is scheduled for BPW approval in July/August. The documents for the developer’s agreement will be submitted to the City in May. The estimated completion is December 2029. Close coordination with BGE is required to ensure that both projects meet their respective requirements, as much of the work is in close proximity.

The 10-year Facilities Master Plan and Decarbonization Plan, currently underway, are being coordinated to include future power requirements.

Electric Upgrade Design Construction Operating Funds Reverted Funds Capital Equipment Total

Appropriation Obligations 7,426,000 938,894 7,574,000 500,000

$15,500,000

$938,894

Balance 6,487,106 7,574,000 500,000 0 0 $14,561,106

MEDICAL SCHOOL Planning and DCM are working closely with the Foundation, Research, Academic Affairs, and others to plan and program the new Medical School. The plan is to locate the new building on the north end of South Campus on Lot U, with it being operational in 2033. The new program will be temporarily housed from 2030 to 2033 in an existing building (Dixon is currently being targeted) until the new building opens.

DEFERRED MAINTENANCE: FY 2020-2023/2025/2026 – FUNDING: $71,900,000 Deferred maintenance funding is typically for projects where maintenance has been deferred, and the asset is past its useful life. It involves various types of projects across campus. There are no significant new changes to the deferred maintenance project list, as we are working to close out a few projects and start several new ones. Many of our deferred maintenance projects exceed the state's per-project limit, requiring them to be considered full-fledged capital projects.

UNIVERSITY MEMORIAL CHAPEL There are three deferred maintenance projects associated with the Chapel: window restoration (complete), water infiltration (substantially complete), and roof replacement/stonework. The window restoration and the roof/stone projects include partial funding from the Federal Department of the Interior's National Parks Service (NPS) HBCU grant ($500,000 each).

5

81

Roof Replacement/Repair: The work includes replacing the Chapel’s roofs and repairing stone walls. It will comply with the requirements of NPS. The project was recently approved by BPW and is getting ready to start. Construction is anticipated to be completed by the end of 2026.

This is the final exterior renovation project for the Chapel. Upon completion of the roof replacement, all major exterior components have been repaired or restored. Work included window restoration, elimination of foundation water infiltration, and, now, roof replacement. The interior renovations will need to be part of the Master Plan and capital processes.

Design: Construction:

Gant Brunnett Associates Ruff Roofers

MBE: MBE:

24.74% 28.00%

MURPHY FINE ARTS Roof Replacement: The request for proposals has been sent out to bid.

Exterior Doors and Electronic Locks: The request for proposals has been sent out to bid.

CENTRAL HEATING (BOILER) PLANT UPGRADES Due to repairs to the 2nd boiler and other emergencies, the request for a construction manager with a design RFP for the remaining two boilers was delayed. Replacing the condensate tank will impact the exterior wall of the space. In addition, with the 2nd boiler active, consideration is being given to renovating the remaining two boilers to better align with the Governor’s current energy and decarbonization mandate.

Y-STAIRS The Y stairs from Baldwin Hall to Cold Spring Lane are to be rebuilt. Work will also include refurbishing/replacing the handrails and replacing missing and securing loose stones. The creation of the RFP is in progress.

6

82

Deferred Maintenance Capital FY 2020 - FY 2023, 2025, 2026 Appropriations Obligations

$

71,900,000

Balance $ 71,900,000

$ 71,900,000 Steam Trap (Completed)

$ 1,406,398 $ (1,406,398) Completed

West Campus Design (Substantial Design) Fire Alarm - Siemens

$ 569,309 $ (569,309) Completed $ 1,589,889 $ (1,589,889) Completed

AHU 14 (Completed)

$

851,787 $

Chapel Window Grant Design (Completed)

$

3,595 $

Schaefer Auditorium Renov (Completed)

$

593,396 $

Central Heating Plant Renov - Siemens Submeters - Siemens

$ 2,407,395 $ (2,407,395) Completed $ 2,931,875 $ (2,931,875) Completed

Steam Manholes (Completed)

$

Steam Replace Academic Quad (Substantial Complete)

$ 14,338,169 $ (14,338,169) Completed

Chapel Roof Design

$

69,728 $

Steam Replace Academic Quad (Substantial Complete) Water Infiltration Truth / Chapel - Design

$

276,965 $

Water Infiltration Truth / Chapel - Construction BGE Pole Replacement West Campus

$ 2,469,607 $ (2,469,607) Completed $ 11,761 $ (11,761) Completed

Stadium Way Slope Stabilization (Construction)

$ 15,150,381 $ (15,150,381) Completed

Security Fence Chapel Roof Construction

$ 1,622,607 $ (1,622,607) In Progress BPW Award 4-22-26

Murphy Roof Murphy Doors and Security

BPW Award May 2026 Out to Bid June 2026

Y Stairs

Out to Bid Sept 2026

675,512 $

(851,787) Completed (3,595) Balance in Grant (593,396) Completed

(675,512) Completed

(69,728) Balance in Grant $ (5,766,603) $ 5,766,603 Completed Chapel Window Construction (Completed) $ 1,260,254 $ (1,260,254) Completed Campus Wide Security (Cameras - Substantialy Complete) $ 4,373,624 $ (4,373,624)

West Campus Infrastructure (Substantial Complete)

Total

$71,900,000

$56,368,855

Operating Funds (276,965) Completed

$ $ 15,531,145

(Operating Funding Source) - Anticipate DBM Approval to remibuse with Deferred Main. Dollars Boiler Plant Repairs $ 5,000,000 $ (5,000,000) Writing RFP Fire Alarm Construction, Phase II $ 8,200,000 $ (8,200,000) Murphy Fine Arts Roof, Exterior Doors,Elect Locks $ 5,000,000 Writing RFP Y Stairs - Replacement $ 850,000 Writing RFP Anticipated Expenditure Balance

$ 2,331,145

*Paid for By HBCU Funds Steam Replace Academic Quad, Phase II + Chilled Water

Deferred Maintenance MBE:

$ 5,880,014

16.57%

7

83

Morgan Security Fence:

SECURITY PROJECTS

Security Wall: • Argonne Drive: The wall will span from the Blount/Rawlings parking area to the Baltimore City Police Fence.

• Cold Spring Lane: Along Lot H (across from Tyler Hall).

The project was awarded to Warren Builds. Construction is expected to start after spring commencement.

Warren Builds is currently locating the wall, laying out the fence panels, determining the number of sidewalk panels to replace, and providing any designs for review.

MBE:

45% (In addition to this MBE subgoal, Warren Builds is also an MBE)

MISCELLANEOUS PROJECTS: RESIDENTIAL PROJECTS RESIDENTIAL / STUDENT HOUSING Strategic Housing Plan Renovations/Replacement: The University’s strategic housing plan will replace/renovate all of our existing housing stock over the next 10+ years. The renovation schedules for Rawlings and Blount are yet to be determined.

Planned Schedule O’Connell (in progress) Harper-Tubman (in progress)

Off Line 2025 2025

On Line 2028 2026

Current Beds 205 222

Revised Beds 663 236

O’Connell/Harper-Tubman: MEDCO is managing Harper-Tubman and O’Connell Hall. Both are P3 projects.

MEDCO is working to achieve a total of 30% MBE participation for both projects.

Planned LEED Certifications:

Harper Tubman: Silver

O’Connell: Gold

Harper-Tubman: The building is undergoing comprehensive renovation. The rebuilding process continues with the following work: roof replacement. Being installed are showers, MEP systems, insulation, drywall studs, drywall, etc. The completion date remains November 2026. Alternate plans are in process to accommodate the students for those months.

The majority of the permanent windows have been installed. Interior walls are receiving drywall, as is the courtyard, and the new connector building is being constructed. The Harper side is further along than the Tubman side due to unforeseen conditions.

AE: Design Collective GC: Plano Coudon (MBE partner is Mahogany Inc.):

MBE: MBE:

19.71% 30%

O’Connell Hall: Building caissons (deep foundations) started in April. Much of the project has been bid out and awarded. The steel decking for the pedestrian bridge also started in April. The end piece connecting the bridge to the building will be constructed with the building.

AE: CM:

HCM Gilbane (MBE partner is Warren Builds)

MBE: MBE:

8

26% 30%

84

MISCELLANEOUS PROJECTS HOLMES HALL EXTERIOR RENOVATION The Part I Program for Holmes and Truth’s exterior renovations was sent to DBM for approval.

ENGINEERING CLEAN ROOM Dr. Michael Spencer, Electrical Engineering Chair, was awarded a Congressional Plus Up Grant to create a new clean room in the Mitchell Engineering facility. The clean room will be equipped with the necessary tools and equipment to support research initiatives focused on semiconductor design, manufacturing, packaging, and testing.

The design is complete. Barton Malow won the construction management contract. They have started preconstruction management services of estimating, constructability, and schedule reviews. The anticipated completion of the project is late 2027, with an MBE target for construction at 12%.

SIGNAGE – GRAVES SCHOOL OF BUSINESS & MANAGEMENT AND PUBLIC SAFETY The signage will reflect the school's official name: Earl G. Graves School of Business and Management.

Signage for the exterior entrance to the Public Safety Building is also included. Gelberg Signs won the award.

The design is to start soon.

AI FOR BUILDING AUTOMATION AND SECURITY In addition to deploying OpenBlue and AiRGUS for building automation, we are investigating a space utilization program that we will tie to the OpenBlue Program. This will allow for more coordination between space use and utility requirements.

The security surveillance system includes AI technology to monitor all camera views for outages and abnormalities within the set views. Alerts are sent to the systems managers for action and correction.

1101 WASHINGTON AVENUE We are assisting the research department and Johns Hopkins in reviewing the design and layout of the new research space at Washington Avenue for AI Manufacturing Materials.

VIDEO WALL REPLACEMENTS DCM is working closely with IT to replace the video walls in CBEIS and Jenkins. The ones in the Graves School of Business were recently replaced.

ENERGY / SUSTAINABILITY Energy Initiatives: In addition to requiring new and renovated construction to meet current energy codes and LEED requirements, the University continues to pursue innovative technologies that will position the institution as a leader in energy conservation and reduced carbonization. The Decarbonization Plan is currently being developed as a roadmap to meeting the State's building energy performance standards.

These energy initiative considerations include: • • • •

Hydrogen fuel cells to generate reliable power Building automation and notifications for power failures at buildings, substations, and generators Electrification of MEP equipment, including heat pumps and variable refrigerant flow equipment OpenBlue AI analytics for optimization of MEP systems

9

85

• • • • •

Photovoltaic systems Notifications for electrical systems to critical systems managers Electrical systems monitoring platforms, and Space monitoring to tie to the OpenBlue AI analytics Other - TBD

LEED BUILDINGS (DESIGNATION YEARS) Gold: Center for the Built Environment and Infrastructure Studies (2016), Graves School of Business (2016), Tyler Hall (2021), and Thurgood Marshall and Legacy Complex (Phase III), Including the Dining Hall (2023, 2025), and Health and Human Services (2025).

Silver: Martin D. Jenkins Building (2018) and Public Safety Building (2023). Harper-Tubman is tracking silver.

10

86

PROJECT PHOTOS SCIENCE PHASE II, NEW BUILDING

Campus Entry, 3rd Level SCIENCE PHASE II

Gateway Entry from Cold Spring @ Stadium Way

l

Caissons (the foundations) are being installed.

The grade beams will tie to the hooks at the tops of the caissons and from caisson to caisson. This will be the foundation of the building.

There are 104 caissons, ranging in 32” – 72” in diameter and 15’45’deep.

40% are complete.

11

87

LAKE CLIFTON INTERIOR DEMOLITION/ART REMOVAL Partially demolished auditorium

Corner Stone and Time Capsule found behind the Corner Stone

Bertoia Sculpture Relocated from Lake Clifton. Eventually, it will be returned to the Lake Clifton Site.

Currently, it is located as you approach the Alumni House.

12

88

UNIVERSITY CHAPEL

Areaway stabilization complete, landscaping to follow.

13

89

HARPER-TUBMAN / O’CONNELL HARPER-TUBMAN:

14

90

O’CONNELL:

15

91

Two of the three bridge sections were installed from North Road behind Dixon toward the O’Connell Site

Sections one and two

16

92

Report to the Morgan State University Board of Regents – May 11, 2026 Reporting Period: July 1, 2025 – March 31, 2026 Dr. Willie E. May Vice President for Research & Economic Development

93

Division for Research and Economic Development’s Q-3 Report to the Morgan State University Board of Regents I.

INTRODUCTION & COMMENTS FROM THE VICE PRESIDENT FOR RESEARCH AND ECONOMIC DEVELOPMENT

What D-RED Does:  Enhances Morgan’s Research Capacity and provides infrastructural

support to increase external funding from public and private sponsors;

 Ensures Compliance with all Applicable Laws and Regulations;

including those related to the Responsible Conduct of Research;

 Assists in Coordinating Research in Program Areas that Span Multiple

Schools;

 Facilitates the Commercialization of Faculty- and Student-generated

Intellectual Property; and

 Spearheads Morgan’s efforts in being seen as a Well-Recognized, Well-

Respected, and Well-Rounded Research Institution while in pursuit of our R1 Status.

In FY 2018, Morgan set the goal of receiving a sustainable $50 million per year in sponsored research income by 2025—and at least $40M in research expenditures.

• For FY 2025 (July 1, 2024–June 30, 2025), Morgan State University received a record $104.4M in new research funding commitments with Research Expenditures exceeding $68M. • Through the 3rd Quarter of FY2026 (July 1, 2025- March 31, 2026), Morgan has received ~$45M in new research funding commitments; down considerably from recent years, but mirroring national trends.

• There are a couple of larger grants is the pipeline for which we expect to receive funding by end of the Federal FY (September 30, 2026) • The fact that the Economic impact of Morgan’s research efforts are rising is evident!

1|Page

94

R&D Expenditures: The charts below show Morgan’s 3-year average projection for the 2027 R1 classification.

We are projected to significantly exceed the Carnegie 2027 R1 requirement of an average of $50 million/year for FY24-FY26.

2|Page

95

II. NEW BUSINESS DEVELOPMENT The Office of Research Administration (ORA) oversees the life cycle of grants and contracts, from proposal submission to close-out, providing the following core services: • Reviewing, processing, and submitting proposals to sponsors; • Receiving and reviewing awards; • Providing grant-management training for principal investigators and supporting staff; • Assisting with the preparation, issuing, and monitoring subaward agreements; • Serving as a liaison with sponsors for non-fiscal award management matters; and • Assisting with programmatic close-out of awards.

This report summarizes activities for Quarter 3 of Fiscal Year 2026 (January 1st – March 31st).

During this period, the ORA continued its core activities, including the Submission of 56 Grant Proposals for ~$40M in New Funding and Receipt of $7.4M in new funding commitments.

The Table below provides a summary of Morgan’s FY24 and FY25 near actual and FY26 estimated “Research Expenditures.”

$104.4 M $84.3 M

$88.4 M

$44.7 M

Q-1 (July 1st – September 30th); Q-2 (October 1st – December 31st); Q-3 (January 1st – March 30th);

3|Page

96

The Office of Research Compliance continues to ensure that the research being conducted at Morgan State University is ethical and compliant with “proper conduct of research guidelines.”

During FY26, over 161 new human subjects research protocols have been approved.

TECHNOLOGY TRANSFER & ECONOMIC DEVELOPMENT The Office of Technology Transfer (OTT) assists faculty, staff, administrators, and students with innovations and intellectual property matters; supports economic development through institutional research, technology transfer and new business development; and supports strategic University initiatives—including Morgan’s strategic goal of reaching Carnegie R1 Classification.

Technology Transfer & Economic Development: Five Quarterly Highlights 1. Documented 9 Morgan innovations from faculty/staff. Substantial increases in R&D Expenditures are now generating significant increases in Morgan innovations—a projected 36% increase in FY26.

2. Prepared and filed a total of 14 U.S. Patent Applications; filed 5 U.S. Utility Patent Applications; and was awarded 2 U.S. Utility Patents by the U.S. Patent and Trademark Office, with two more allowed.

3. Total U.S. Patent Awards are at 51, with 4 allowed and to be awarded in the 4th quarter, and 51 additional U.S. Utility Patents Pending.

4. Two start-up companies were formed (based on Morgan IP). Three have been formed so far in FY2026. Several are pending and we are predicting to reach a new start-up every quarter—an all-time high.

5. Provided oversight of Conflict-of-Interest Policy; the COI Committee; Reports to State Ethics Commission; and Annual Exemption Reviews.

Innovations: Morgan has now recorded over 300 Intellectual Property Disclosures (Innovations).

From FY 2021 to FY 2025, Morgan averaged a new innovation every 12 days. The current FY 2026 rate of innovation is at a new record of one new innovation every 8 days—or less. The recent and substantial increases in R&D Expenditures will, as precursors, continue to generate significant numbers of new Morgan innovations. Innovations are being submitted from all major schools and divisions across the university. See the table, pie charts, and bar chart below.

In the past 6 months, Morgan has been awarded 8 U.S. Patents by the USPTO. Morgan’s Current Patent Pipeline includes 48 U.S. Utility Patents Pending in the USPTO. With new U.S. Utility Patent Applications being submitted at a rate of more than one per month. At Morgan’s 85% rate of U.S. Patent Applications being awarded a U.S. Patent, we expect our patent portfolio to continue to climb for the foreseeable future.

4|Page

97

Intellectual Property U.S. Utility Patents: Morgan has been ranked as the #1 HBCU in U.S. Utility Patent Awards three years in a row. To date, Morgan has been awarded 51 U.S. Utility Patents by the United States Patent and Trademark Office (USPTO). We are on pace to reach 57 US Utility Patents by the end of FY2026. For context, Morgan’s first US Patent was awarded in 2016, as shown on the chart below.

5|Page

98

Current Patent Pipeline: There’s an additional 51 U.S. Utility “Patents Pending” The 8th Annual Innovation of the Year Awards Innovation of the Year Awards: Morgan held its 8th Annual Innovation of the Year Awards Ceremony and Celebration on March 10th in the University Student Center Ballroom.

Approximately 100 attendees, including members of the local business community and our economic development partners, enjoyed a networking hour, filled with food and live music, before the awards were announced. A total of 38 awards were presented to Morgan faculty, staff and student innovators. For only the second time in OTT’s eight-year history, two special awards were presented to Morgan Innovation Leaders. These awards were for “setting the standard” among their peers and for advancing innovation and experiential learning opportunities for their students—helping to shape the next generation of innovators. See the photos below.

6|Page

99

Additional details regarding the 2025 Awardees will be provided in the 4th Quarter Report

NIST Professional Research Experience Program Through the NIST Professional Research Experience Program (PREP), Morgan has provided hands-on, real world research opportunities and financial aid for undergraduate and graduate students, post-doctoral fellows, and senior research fellows. Over the past two quarters, Morgan D-RED has received 108 new opportunities, and we are currently recruiting for 104 active openings. Over the course of the past three years, Morgan has successfully recruited and placed 43 students, postdocs and senior researchers for NIST of whom 22 are currently active. The indirect cost (IDC) that Morgan has received for these efforts exceeds $1.2M.

7|Page

100

Details regarding D-RED’s GESTAR, the PEARL, our Rocketry program, and Morgan’s Research Centers Program will be shared during the June Report.

8|Page

101

Board of Regents Finance and Facilities Committee Presented by:

Endia M. DeCordova, MBA Vice President for Institutional Advancement Executive Director, Morgan State University Foundation

Monday, May 4, 2026

102

Morgan State University Foundation, Inc. FY26 Q3 Financial Update as of 3.31.26

FY26

FY25

Contributions

$77,218,452.74

$11,553,293.00

Loss on Investment Gain/(Loss)

$6,809,964.00

$2,369,150.00

Total Revenue*

$84,028,416.74

$13,922,443.00

Total Investments: (Includes CDs in Black Owned Banks)

Total Assets:

$219,432,943.89 $ 238,709,501.30

*Total Revenue reflects all sources of income received during the reporting period. This includes contributions to the Annual Fund, proceeds from events and sponsorships, philanthropic donations, the endowment administrative fee, dividend and interest income (including bond interest), gift annuity income, unrealized investment gains, and internal revenue transfers.

103

MSUF Endowment Report Update - 5 year growth As of 3/31/2026

Foundation Endowment (current Value as of 3.31.26)

$200,945,524.00

5 Year Growth

Foundation Endowment (3.31.20)

$31,396,759.22 104

FY26 Q3 Fundraising Activity

$74,039,688 As of 3/31/26

$18.5M

*$63,000,000 with MacKenzie Scott Transformational Gift

FY26 Fundraising Goal

*Total Raised in FY25 $18,191,782

105

Donor

Purpose

Gift Amount

Math / Engineering

$2,000,000

Sharon Jones Warren

Education

$150,000

The Boeing Company

Business / Engineering

$110,000

Delaware State University

Innovation Venture

$100,000

The Henry Luce Foundation

Religion and Media

$100,000

Thurgood Marshall College Fund

Engineering

$100,000

International Foundation for Telemetering

IT Security

$75,000

STEM

$65,000

Vianna Briscoe ‘69

Q3 - FY26 Top Donors (through 3/31/2026)

National Association for Community College Entrepreneurship

106

Q3 FY26 Fundraising Metrics

(through 3/31/26)

Q3 FY26

Q3 FY25

YoY Change

Total Raised (with MS gift)

$74,039,688

$11,293,727

$62,745,961

Total Raised (without MS gift)

$11,039,688

$11,293,727

($254,039)

# of Donors

3,003

3,239

(236)

Alumni Giving

5.52%

6.69%

(1.17%)

Major Gifts ($25K+)

29

19

10

Major Gifts Total

$3,589,605

$937,102

$2,652,503

107

Donor and Alumni Engagement

108

Q3 Donor Engagement

QR Code to Website and Stories

109

Q3 Donor and Alumni Engagement

April 22 - April 23 ● ● ● ●

$211,496 raised on Day 1 of 2 Goal - Raise $300,000 435 Donors (as of Day 1 - April 22 alone!)

THREE Match Challenges

110

Q3 Alumni Engagement Orioles HBCU & Divine Nine Night Friday, April 24 Alumni Happy Hour Friday, April 24 100 Alumni registered to gather and celebrate I Love Morgan Week!

Morgan State sold the most tickets to Orioles HBCU & Divine Nine Night and Dr. Wilson threw the 1st pitch!

111

Q3 Regional Engagement MEAC Norfolk VA March 17 - March 20 ●

Presented MEAC’s Morgan Distinguished Alumni Travis Mitchell `92 & Trae Mitchell `23

●

Alumni Engagement Event ‘Where The Bears Gather’

112

Looking Ahead: Q4 FY26

113

Alumni Day Class Reunion Celebrating Class of 2006, 1976, and 1951

Friday, May 15, 2026 Recognizing the First Graduating Class of Morgan State University!

114

36th Annual Golf Tournament & Morgan on the Vineyard

115

Public Relations and Communications

116

PR, Media Relations and Story Placement Content Breakdown by Type • 19 official news releases and 11 newsroom features were produced during the quarter • Strategic Narrative Pillars included Research Growth & R1 Trajectory, Student Success & Experiential Learning, Philanthropy & Institutional Investment, Leadership & National Recognition, and Community, Economic & Societal Impact

Content Output FY26 Q2 vs.

Q3 ●

OPRSC demonstrated significant increase in total content output in Q3

●

Overall content production increased by 58% quarter-over-quarter, driven primarily by a higher volume of institutional developments that warranted public elevation.

117

Top Media Stories

Morgan Students Participate in National Asset Investment Program 70-plus news reports across the nation covered Morgan students’ participation in Project ACCLAIM, a student-managed asset investment program with stories in the Baltimore Business Journal, Philadelphia Tribune, HBCU News, AFROTech, Black Enterprise, accounting for more than 23 million media impressions.

Graves School of Business Dean Accounting Hall of Fame Induction Dr. Royce D. Burnett was honored with the Wilton T. Anderson Accounting Hall of Fame for a Distinguished Career in Public Accounting and Leadership in Higher Education, which was covered by Black Enterprise, MSN Money and across iHeart Radio’s Black Information Network, representing more than 100 million impressions.

Morgan Secures $8.9 Million NIST Funding for Microelectronics and Molecular Biology The nearlyLabs $9M in NIST-awarded funding to reinforce Morgan’s R1 trajectory and outfit new research labs for microelectronics and biomedical generated 7 media placements netting more than 10 million media impressions.

Morgan Student Named AHLA Scholar of the Year

Stories featuring Morgan's Hospitality Management program appeared in several trade magazines and online sites, including Hotel Resource, Hotel Management Magazine, and Lodging Online, elevating its profile among key industry audiences.

Setting the National Standard for Undergraduate Physics Education Morgan’s Physics and Engineering Physics Departments Receive American Physical Society Award. Media placement included extensive coverage on iHeart Radio’s Black Information Network of more than 50 mentions, generating nearly 1 million media impressions.

118

Media Relations KPIs Media Mentions and Impressions PERFORMANCE METRIC

Q1 FY26 Q2 FY26

Q3 FY26

Total Media Mentions

5,835

7,807

4,914

Gross Impressions

8.5B

10.5B

3.2B

$3.5M

$4.2M

$1.8M

Advertising Equivalency or Publicity Value Takeaway: •

•

Q1 – Extensive coverage of opening of fall semester/projected recorded enrollment, former Morgan advanced degree student ICE detainment, campus targeted bomb threat contributed to increased media mentions Q2 – Considerable lift in all KPIs is associated with MacKenzie Scott $63M gift, historic enrollment and MSU Marching Band Rose Parade coverage

Media Mobile Unique Visitors (UVPM) Media Desktop Unique Visitors (UVPM) Media Audience Reach

186M+

2.1B+ 828M+ 119

FY26 Q3 Publications

MFUF 2026 Annual Events Sponsorship Packet

Morgan State University Foundation FY25 Annual Report

2026 Bear Facts

120

Campaign Readiness Update

121

Q3 Campaign Milestones JAN

JAN

FEB

MAR

Meeting with Dr. Wilson

Meeting with the Foundation Board

Meeting with the Board of Regents

Internal Campaign Launch

Aligned campaign vision and priorities with university leadership.

Shared campaign strategy and secured early support from the MSU Foundation Board.

Provided campaign overview and engaged university governance leadership in closed session.

Launched campaign internally with the DIA team leading fundraising, engagement, and stewardship.

122

Campaign Next Steps: Q4 Morgan State has made significant fundraising progress during its “silent” phase of the campaign.

FY27 Q1 & Q2:

FY26 - Q4: ●

Meet with university leadership and partners to develop and create a comprehensive case for support to reflect the priorities of the strategic plan Transformation Morgan 2030. ○ This document will be critical in focusing the direction our fundraising efforts.

Conduct interviews with a select group of top key donors and stakeholders to receive their feedback and input on the campaign case for support and prospectus, to ensure alignment with their interests and support.

Ongoing: Proactively recruit for current open positions to build and strengthen the advancement team for the momentum phase of the campaign.

123 22

Stay Connected to Morgan Social Media Facebook: https://www.facebook.com/morganstateu X (formerly Twitter): https://twitter.com/morganstateu Instagram: https://www.instagram.com/morganstateu YouTube: https://www.youtube.com/morganstateu LinkedIn: https://www.linkedin.com/school/morgan-state-university

News & Events Online Newsroom: https://www.morgan.edu/news Alumni news coverage: https://www.morgan.edu/news/category-alumni MSU Publications: https://www.morgan.edu/news/publications Media Coverage of Morgan: https://www.morgan.edu/news/morgan-in-the-news Morgan Events: https://events.morgan.edu/ MSU Mobile App: https://www.morgan.edu/mobileapp

Morgan State University Linktree https://linktr.ee/MorganStateU

124

125

EMASS Update Board of Regents Meeting May 20 26

126

127

128

129

Veteran Engagement Services: Growth and Accolades Continue

130

131

Testing the Chatbot for Fall ‘26 Admissions Cycle Welcome to Morgan. Ask “Benny” a question …

132

133

134 9

135

136

Thank You! Contact Us: emass@morgan.edu 137

ITEMS FOR ACTION

138

MINUTES OF FEBRUARY 2, 2026

139

Finance and Facilities Committee Monday, February 2, 2026 9:00 a.m.

Virtual

Committee Meeting Minutes The quarterly meeting of the Board of Regents Finance and Facilities Committee met on Monday, February 2, 2026, via Zoom. Chair Shirley Malcom called the meeting to order at 9:00 a.m.

BOARD MEMBERS Present: Chair Shirley Malcom, Regent Harold Carter, Regent John Henry, Regent Brian Pieninck, Regent Shelonda Stokes, Regent Carl Turnipseed STAFF MEMBERS Present: Dr. David K. Wilson, Mr. James Curbeam, Ms. Endia DeCordova, Mr. Thomas Faulk, Mrs. Deborah Flavin, Ms. Julie Goodwin, Mrs. Kassandra Grogan, Chief Lance Hatcher, Mr. Vinnie John, Mr. David LaChina, Mr. Jonathan Luckett, Dr. Willie May, Ms. Kim McCalla, Dr. Timothy Summers, Dr. Kara Turner, Dr. Don-Terry Veal, Dr. Letitia William, Dr. Hongtao Yu Remarks by the Chair Chair Malcom opened the meeting by welcoming attendees, acknowledging the presence of a quorum, and noting that members might depart during the session. Due to concerns about maintaining a quorum for voting, she announced a strategic modification to the agenda, prioritizing Items for Action at the outset to ensure full Board participation in key decisions.

Chair Malcom framed the overarching narrative guiding the meeting: Morgan State University’s continued institutional growth, particularly in enrollment, academic reach, and national visibility. She emphasized that this growth is directly linked to increased demand for student housing and institutional infrastructure. The Chair underscored that many of the action items before the Board, particularly those related to housing, MEDCO partnerships, and leasing, must be understood within this broader institutional trajectory.

She further noted that Morgan’s expanding out-of-state and international student population contributes positively to both the University’s intellectual diversity and financial stability, while simultaneously intensifying housing pressures. Chair Malcom stressed the importance of viewing enrollment growth, housing development, financial planning, and academic expansion as interconnected strategic priorities requiring coordinated governance oversight.

Remarks by the President President Wilson provided contextual remarks following the action agenda, beginning with an update on campus operations. He noted a recent campus safety incident involving an external individual, which had been addressed appropriately and did not involve the University community.

The President then shifted to a financial overview, reporting that Morgan remains in strong financial health, despite reductions in state appropriations and uncertainty in federal funding. He credited disciplined fiscal management and transparent budget practices across the University’s leadership.

1

140

A key highlight was the State of Maryland’s response to volatility in federal funding. President Wilson reported that Governor Wes Moore allocated $40 million in one-time funding for Maryland research institutions, with Morgan expected to receive approximately $8.5 million. While the funds are currently earmarked for climate and energy-related initiatives, University leadership is actively engaging state officials to clarify allowable uses.

President Wilson also reported that Morgan’s A+ bond rating was affirmed, albeit with a negative outlook consistent with broader downgrades across the higher education sector. He emphasized that this outcome reflects institutional resilience amid national pressures affecting higher education finance.

In closing, President Wilson commended the Finance and Administration team, led by Executive Vice President David LaChina, and University leadership for maintaining fiscal discipline and operational transparency.

ITEMS FOR INFORMATION Division of Enrollment Management and Student Success Update Dr. Turner, SVP for Enrollment Management and Student Success, presented a comprehensive review of Morgan’s Fall 2025 enrollment performance in comparison with other four-year public institutions in Maryland, drawing on data released by the Maryland Higher Education Commission in late 2025. Dr. Turner reported that, relative to Fall 2024, the University experienced a slight decrease of 44 first-time freshmen. She emphasized that this decline was both modest and intentional, noting that it reflects the University’s ongoing efforts to align incoming class size with available residential capacity and to avoid overextending housing resources.

Despite the marginal decrease in first-time freshmen, Dr. Turner reported that Morgan recorded the largest numerical increase in overall headcount enrollment among Maryland’s public four-year institutions, adding 820 students between Fall 2024 and Fall 2025. She attributed this growth to the continued retention of the University’s larger entering cohorts from prior years, sustained expansion in graduate enrollment, and increased participation in programs within the School of Community and Continuing Studies. In reviewing enrollment trends across multiple student populations, she noted that Morgan experienced gains in nearly every category tracked by the State, with the only exception being the slight decrease in first-time freshmen.

During the discussion, Chair Shirley Malcom requested that the record reflect that the reduction in freshman enrollment was not accidental, but rather the result of deliberate institutional decision-making in response to housing limitations. Dr. Turner confirmed that the University has implemented targeted adjustments to its recruitment and admissions processes, including shortening decision timelines and refining yield management strategies, to ensure that enrollment remains within a range that can be adequately supported. Regent Stokes acknowledged the rationale for managing class size. Still, they observed that the University had previously aimed to maintain a slight upward trajectory in freshman enrollment rather than experience any decline. Dr. Turner responded that maintaining stability, with modest increases where feasible, remains the overarching objective.

She further explained that the University has adopted stricter policies requiring students to be financially cleared and to complete orientation before moving into residence halls or registering for classes. These measures, she noted, have contributed to the slight reduction in freshman enrollment but represent a necessary step toward strengthening institutional financial discipline and promoting student success. As application demand has grown, Morgan has been able to enforce these standards more consistently, thereby ensuring that students who enroll are fully prepared to persist.

Dr. Turner also reported that application activity for the upcoming admissions cycle is exceptionally strong, describing current demand as “through the roof.” While she cautioned that it remains too early to predict final enrollment yields with precision, she indicated that all leading indicators point to continued robust interest in the University. President Wilson emphasized that the freshman decline was minimal, totaling just 44 students, and suggested that a slight variance in yield projections may have contributed to the outcome. He noted that the enrollment management team will incorporate these insights into future planning to ensure that the University resumes its intended pattern of controlled, incremental growth without exceeding housing capacity.

2

141

Dr. Turner concluded her presentation with a five-year comparative analysis of enrollment trends from Fall 2020 through Fall 2025. She reported that Morgan ranked second in the State in numerical growth of first-time freshmen over that period and performed strongly in percentage growth as well. More notably, the University ranked first among Maryland’s public four-year institutions in undergraduate enrollment growth, graduate enrollment growth, and total headcount growth, both in absolute numbers and percentage terms. She also highlighted Morgan’s increasing share of total enrollment among historically Black colleges and universities in Maryland, noting that the University’s proportion of undergraduate enrollment grew from approximately 40 percent in Fall 2020 to roughly 50 percent by Fall 2025, with similar gains observed in graduate enrollment and total headcount.

Following the presentation, Regent Turnipseed characterized the data as reflecting a milestone moment for Morgan State University. Chair Malcom concurred, emphasizing that while the enrollment gains are worthy of recognition, they also underscore the heightened responsibilities associated with sustained institutional growth.

She noted that the data provided important context for the Committee’s consideration of housing development and related financing matters, reinforcing the interdependence of enrollment management, residential capacity, capital planning, and academic and student support infrastructure.

ITEMS FOR ACTION Approval of Committee Minutes Chair Malcom called for a motion to approve the minutes of November 3, 2025. The motion to approve was made by Regent Turnipseed. The motion carried. The vote was unanimous.

Amended Ground Lease for O’Connell Hall Mr. LaChina, EVP for Finance and Administration, presented the Second Amended and Restated Ground Lease Agreement for the O’Connell Hall project. He provided brief historical context, noting that the University has incrementally amended its master ground lease with the Maryland Economic Development Corporation (MEDCO) since 2020 to incorporate major housing developments, including Thurgood Marshall, Legacy Hall, and Harper-Tubman. The current action consolidates the prior agreements into a single comprehensive document and includes the O’Connell project, which is expected to be the final student housing development undertaken with MEDCO. Mr. LaChina explained that the O’Connell project will be supported by bond financing not to exceed $160 million, with issuance anticipated in March or April 2026. The ground lease maintains the standard 40-year term plus a five-year tail, resulting in a modest term extension due to recent project sequencing. He reiterated key financial provisions, including the University’s responsibility for security and certain services, and the treatment of utilities as subordinated expenses, reimbursable only when project revenues exceed required debt service thresholds.

Based on current projections, the ground lease is expected to generate approximately $2 million annually in surplus distributions to the University, while also referencing the deferral of FY 2025 ground rent due to the University of roughly $4.7 million to support overall project economics. Mr. LaChina noted that, to strengthen the upcoming bond offering and achieve a targeted debt service coverage ratio of approximately 1.25, the University may need to implement an additional one-time 5 percent housing rate increase for Fall 2027, supplementing a similar previously approved increase for Fall 2026.

He emphasized that these measures are intended to position the project for a successful, investment-grade bond issuance while maintaining the long-term financial stability of the housing portfolio. Mr. LaChina concluded by requesting Board approval of the O’Connell ground lease agreement, as presented.

Chair Malcom called for a motion to approve the Amended Ground Lease for O’Connell Hall. The motion to approve was made by Regent Turnipseed and seconded by Regent Carter. Regent Stokes abstained. The motion

3

142

carried.

MEDCO Third Supplemental Letter of Intent (LOI) for Student Housing Development Mr. LaChina presented the MEDCO Third Supplemental LOI related to the O’Connell Hall development. He explained that the LOI, which had been brought forward in prior meetings, is being revisited to increase the funding cap in order to accommodate additional pre-development and project-related costs.

Mr. LaChina noted that while earlier LOIs broadly covered both the Harper-Tubman and O’Connell projects, all eligible Harper-Tubman expenses, approximately $2 - $2.5 million, have now been fully reimbursed. As a result, the remaining LOI activity is focused exclusively on the O’Connell site, which includes three primary components: the residence hall and dining facility, a safety bridge, and a parking structure. He explained that certain elements, such as the bridge and parking garage, will be financed and reimbursed through the University’s HBCU Capital Financing loan, while costs associated with the residential component will be reimbursed through the project’s bond financing.

Due to the timing of expenditures, the structure of reimbursements, and the need to cover all eligible costs prior to bond issuance, Mr. LaChina indicated that additional “headroom” under the LOI is required.

Accordingly, the University is requesting a final increase to the LOI cap to $25 million. He emphasized that the University has already adopted a reimbursement resolution affirming its intent to recover these costs through both bond proceeds and the HBCU loan, and that approximately $3 million in O’Connell eligible expenses have been incurred and are being documented for reimbursement. Mr. LaChina concluded by noting that this request represents the third and final adjustment to the LOI and is intended to fully support the project through project bond financing.

Chair Malcom called for a motion to approve the MEDCO Third Supplemental Letter of Intent for Student Housing Development. The motion to approve was made by Regent Carter and seconded by Regent Turnipseed. Regent Stokes abstained. The motion carried.

Lord Baltimore Hotel Non-Binding Letter of Intent Mr. LaChina introduced the Lord Baltimore Hotel Non-Binding Letter of Intent (LOI) to support the University’s housing strategy. He noted that the property is familiar to the University, having been utilized previously during the COVID-19 period. The proposed LOI contemplates securing approximately 200 rooms over a five-year term, with the capacity to accommodate up to 400 students.

Mr. LaChina indicated that certain aspects of the arrangement require further discussion in closed session due to their complexity and sensitivity. Accordingly, the Committee agreed to take up the matter during closed session.

Policy on Body Worn Cameras Mr. LaChina presented the Policy on Body Worn Cameras for the University’s Police Department. He explained that the policy is intended to establish a formal program to enhance police accountability, support de-escalation in law enforcement interactions, and ensure proper documentation of incidents involving students and the campus community. He emphasized that the initiative aligns with best practices at peer institutions and is designed to promote the safety of both officers and the broader University community.

Mr. LaChina noted that the policy provides high-level guidance and delegates authority to the President, who may further delegate authority to the Chief of Police to develop and implement detailed operational procedures. While not currently mandated by law, he stated that adopting such a program reflects a proactive and prudent approach to campus safety.

Chair Malcom called for a motion to approve the Policy on Body Worn Cameras. The motion to approve was made by Regent Turnipseed and seconded by Regent Pieninck. The motion carried. The vote was unanimous.

4

143

ITEMS FOR INFORMATION Division of Facilities, Design, and Construction Management Update Ms. McCalla, VP for Facilities, Design, and Construction Management, provided a detailed update on the University’s capital projects and long-term facilities planning, noting that construction and development efforts remain highly active across campus despite weather-related delays and infrastructure coordination challenges.

She reported that the new Science Building is preparing to enter a major phase of construction, with caisson drilling expected to begin shortly. Preparatory work has included relocating critical underground infrastructure, such as stormwater and gas lines, requiring coordination with city agencies and utility providers.

Ms. McCalla also provided an update on the Lake Clifton redevelopment project, noting that the University has received approval from the Maryland Board of Public Works to proceed with the next phase of demolition. She emphasized that the University is taking deliberate steps to preserve the site's historical and cultural elements, including salvaging significant artwork and materials before full demolition begins.

Updates on the O’Connell Hall project highlighted ongoing site work, including the installation of bridge footings that will connect the facility to the Academic Quad. She noted that the project is advancing steadily, although recent weather conditions have temporarily slowed construction activity. Similarly, the Harper-Tubman Residence Hall redevelopment has transitioned from partial demolition to reconstruction, with visible progress including structural framing, installation of building systems, and interior development.

Ms. McCalla also presented a comprehensive update on the Campus Master Plan, emphasizing that the planning process is grounded in extensive data analysis and stakeholder engagement. She outlined key areas of focus, including space utilization, academic and research needs, infrastructure capacity, and long-term growth projections. Preliminary findings indicate significant space deficits that will require strategic investments in new construction and renovation.

She presented a building condition assessment indicating that several campus facilities are in urgent need of renovation or replacement, while others remain in stable condition or are currently under construction. She also discussed early conceptual planning for future development zones, including the Academic Quad and South Campus, where potential expansions could support academic programs, research activity, and operational needs.

In response to the presentation, Regents acknowledged the scale and complexity of the University’s capital program. Chair Malcom observed that the volume of concurrent projects reflects both the institution’s growth and the challenges associated with maintaining infrastructure at scale.

Division of Institutional Advancement Update Ms. DeCordova, VP for Institutional Advancement, presented an update on fundraising, endowment growth, and advancement strategy, highlighting significant progress in strengthening the University’s financial foundation.

She reported that Morgan’s endowment surpassed $200 million, representing a substantial increase from approximately $91 million five years ago. This growth has been driven in large part by transformational philanthropy, including a recent $63 million unrestricted gift from Mackenzie Scott, which brings her total contributions to the University to over $100 million.

Ms. DeCordova explained that a majority of the recent gift had been allocated to the endowment, ensuring longterm financial sustainability. At the same time, a portion has been directed toward immediate strategic priorities, including student financial support, endowed faculty positions, and research initiatives.

She noted that the University’s fundraising portfolio remains heavily supported by corporate and foundation contributions, which account for most of the current giving. However, she emphasized ongoing efforts to increase individual and alumni participation, including targeted cultivation strategies and expanded engagement initiatives.

5

144

Ms. DeCordova also discussed the University’s upcoming comprehensive fundraising campaign, Transformation Morgan 2030, which will represent the institution’s third major campaign. She explained that this campaign will focus on long-term institutional priorities and will require sustained engagement with donors at all levels.

In closing, additional highlights included the expansion of scholarship management systems, increased donor engagement through national events, and enhanced marketing efforts to elevate the University’s visibility and brand recognition.

Division of Research and Economic Development (D-RED) Update Dr. May, VP for Research and Economic Development, provided a comprehensive overview of the University’s research enterprise, emphasizing both recent accomplishments and the challenges posed by the evolving federal funding landscape.

He reported that Morgan achieved record research funding in the previous fiscal year, exceeding $100 million, and continues to maintain a strong grant success rate of approximately 40 percent. Despite national uncertainty and shifting federal priorities, the University has experienced only minimal losses in research funding, estimated at approximately $3 million.

Dr. May highlighted the University’s continued success in securing congressional earmarks, including recent awards totaling $5.5 million to support research infrastructure and equipment for the new Science Building. He noted that these investments are critical to advancing Morgan’s research capabilities and positioning the institution competitively at the national level.

The central focus of Dr. May’s presentation was the University’s progress toward achieving R1 research classification. He reported that Morgan has met or exceeded key benchmarks, including research expenditures and doctoral degree production, and is on track to achieve R1 status in the next evaluation cycle. He emphasized that this milestone represents a significant achievement for the University and reflects years of strategic investment and faculty productivity.

Dr. May also highlighted the University’s leadership in technology transfer, noting that Morgan ranked first among historically Black colleges and universities in patents over the past several years. He emphasized that this achievement is particularly notable given the University’s comparatively modest research funding relative to peer institutions.

Dr. May discussed the economic impact of the University’s homecoming activities, which generate approximately $23 million annually for the state of Maryland, including significant contributions to the Baltimore metropolitan area.

President Wilson noted that while Maryland’s congressional delegation remains strongly supportive, broader national engagement will be necessary to sustain research investments across the HBCU sector. Dr. May concluded by reaffirming the University’s commitment to maintaining research momentum and advancing toward R1 status, while continuing to build partnerships and expanding its national research profile.

Division of Information Technology Update Dr. Summers, VP for Information Technology, introduced the University’s emerging work in artificial intelligence and digital infrastructure. He highlighted the development of Obsidian, a university-owned AI platform designed to enhance institutional knowledge management and decision-making. He emphasized the importance of data sovereignty, ethical AI development, and institutional control over technology systems.

Dr. Summers also highlighted Morgan’s growing strategic partnership with Google, explaining that the University has secured access to advanced computing resources, including 35 NVIDIA GPUs, at highly favorable terms. He stated that the market cost of such computing power would be approximately $8.5 million

6

145

annually, whereas Morgan’s arrangement provides access at a significantly reduced cost. He also noted that the partnership will expand campus access to Google’s most advanced Gemini AI capabilities and support the development of a Center for Excellence that will help prepare students to lead in this field. He described the University’s internal governance framework for AI projects, under which proposed initiatives are reviewed through intake, design, controls assessment, cybersecurity review, ethics review, evaluation, implementation, testing, and authorization.

Before concluding, Dr. Summers briefly updated the Committee on the Division’s cybersecurity work, noting that while AI represents a major innovation area, cyber risk management remains central to the Division’s priorities. He reported that the University is currently implementing a Trusted Endpoint Program to identify and remediate outdated or vulnerable devices on the network, rolling out multifactor authentication for faculty, staff, and students, improving network visibility, and preparing for additional penetration testing and system reviews.

He also noted that identity protection and detection and response work have already been completed, while modernization, patch management, and security hardening remain underway.

Public Session Adjournment A motion to move into closed session was made by Regent Turnipseed and seconded by Regent Pieninck. The motion carried unanimously. The public session adjourned at 11:28 a.m.

Respectfully submitted, Danielle Baze Executive Assistant to the EVP of Finance and Administration Recorder

Lord Baltimore Hotel Non-Binding Letter of Intent (Closed Session) Chair Malcom opened the floor for a motion to approve the Lord Baltimore Hotel Non-Binding Letter of Intent.

It was MOVED by Regent Turnipseed and SECONDED by Regent Pieninck. Regent Stokes ABSTAINED. The MOTION CARRIED.

7

146

MORGAN STATE UNIVERSITY CITATION OF AUTHORITY FOR CLOSING A MEETING UNDER THE OPEN MEETINGS ACT BOARD OF REGENTS FINANCE AND FACILITIES COMMITTEE

Date: Monday, February 2, 2026

Time: 9:00 a.m.

Location: Virtual

Motion to close meeting made by: Regent Turnipseed Seconded by: Regent Pieninck Members voting in favor: All Regents in attendance Opposed: Abstaining: Absent: THE STATUTORY AUTHORITY TO CLOSE THIS MEETING CAN BE FOUND AT (check all that apply): General Provisions Article, § 3-305 (b)(7)(9)(10): ___ (1) (i) To discuss the appointment, employment, assignment, promotion, discipline, demotion, compensation, removal, resignation, or performance evaluation of appointees, employees, or officials over whom this public body has jurisdiction; or (ii) any other personnel matter that affects one or more specific individuals; ____ (2) To protect the privacy or reputation of individuals concerning a matter not related to public business; ____ (3) To consider the acquisition of real property for a public purpose and matters directly related thereto; ____ (4) To consider a matter that concerns the proposal for a business or industrial organization to locate, expand, or remain in the State;

X__ (5) To consider the investment of public funds; X __ 1

147

____ (6) To consider the marketing of public securities;

X (7) To consult with counsel to obtain legal advice on a legal matter; ____ ____ (8) To consult with staff, consultants, or other individuals about pending or potential litigation; ____ X (9) To conduct collective bargaining negotiations or consider matters that relate to the negotiations; ____ X (10) To discuss public security, if the public body determines that public discussion would constitute a risk to the public or to public security, including: (i) the deployment of fire and police services and staff; and (ii) the development and implementation of emergency plans; ____ (11) To prepare, administer, or grade a scholastic, licensing, or qualifying examination; ____ (12) To conduct or discuss an investigative proceeding on actual or possible criminal conduct; ____ (13) To comply with a specific constitutional, statutory, or judicially imposed requirement that prevents public disclosures about a particular proceeding or matter; ____ (14) Before a contract is awarded or bids are opened, to discuss a matter directly related to a negotiating strategy or the contents of a bid or proposal, if public discussion or disclosure would adversely impact the ability of the public body to participate in the competitive bidding or proposal process. ____ (15) To discuss cybersecurity, if the public body determines that public discussion would constitute a risk to: (i) security assessments or deployments relating to information resources technology; (ii) network security information, including information that is: 1. Related to passwords, personal identification numbers, access codes, encryption, or other components of the security system of a governmental entity; 2. Collected, assembled, or maintained by or for a governmental entity to prevent, detect, or investigate criminal activity; or 3. Related to an assessment, made by or for a governmental entity or maintained by a governmental entity, of the vulnerability of a network to criminal activity; or (iii) deployments or implementation of security personnel, critical infrastructure, or security devices.

General Provisions Article, § 3-103 (a): ____ (1) To carry out an administrative function; ____ (2) To carry out a judicial function; ____ (3) To carry out a quasi-judicial function.

2

148

FOR EACH CITATION CHECKED ABOVE, THE REASONS FOR CLOSING AND TOPICS TO BE DISCUSSED: 1.

2.

3.

4.

To consider the Lord Baltimore Hotel Non-Binding Letter of Intent.

To receive an update on the Medical School.

To receive an update on Campus Safety.

To receive an update on Collective Bargaining.

THE BOARD MAY RECONVENE IN PUBLIC SESSION AT THE CONCLUSION OF THE CLOSED SESSION IF NECESSARY TO TAKE ANY FINAL AND BINDING ACTION. This statement is made by Shirley M. Malcom Chair of the Finance and Facilities Committee SIGNATURE:

*********** FOR USE IN MINUTES OF NEXT REGULAR MEETING: *************** TOPICS DISCUSSED AND ACTION(S) TAKEN (IF ANY):

3

149

FY 2026 OPERATING BUDGET REQUEST

150

BOARD OF REGENTS MORGAN STATE UNIVERSITY SUMMARY OF ITEM FOR ACTION

TOPIC:

FY 2026 Operating Budget Request

COMMITTEE:

Finance and Facilities

DATE OF MEETING:

May 4, 2026

BRIEF EXPLANATION:

For fiscal year 2026, the University submitted an operating budget request consisting of the following components: Category State: Tuition & Fees General Fund Other Total State Auxiliary Services Restricted Funds Total Operating Budget

FY 2026

$105.8M 197.6M 25.6M $329.0M 72.4M 119.0M $520.4M

The University’s FY 2026 Operating Budget request includes a net decrease of $7.7M in recurring general fund support from the State, reducing the general fund appropriation from $205.3M to $197.6M or by 3.8%. The decrease includes $12M in Governor’s and Statewide general reduction adjustments as well as additional funding for FY25 salary enhancements and other adjustments as detailed in the Legislative Decision for the FY 2026 Operating Budget as set out in the FY 2025 Year-end Financial Update presented at the August 2025 Board meetings (attached for reference). HBCU Settlement funding for FY 2026 of $27.6M is included in the general fund.

The Board of Regents hereby approves the FY 2026 Operating Budget Request and delegates to the President the authority, to amend the operating budget as may be required from time to time, based on changes in enrollment, state related adjustments or amendments, and other operating needs as may be appropriate, and to keep the Board informed of operating budget matters as part of the quarterly Financial Update.

FISCAL IMPACT:

As noted above.

151

PRESIDENT’S RECOMMENDATION:

The President recommends approval.

COMMITTEE ACTION: _________________________________________

DATE: _________________

BOARD ACTION: _________________________________________

DATE: _________________

152

REDUCED GRADUATE TUITION RATES

153

BOARD OF REGENTS MORGAN STATE UNIVERSITY SUMMARY OF ITEM FOR ACTION

TOPIC:

Reduced Graduate Tuition Rates (per credit hour) for Partnership Agreements with the School of Education and Urban Studies

COMMITTEE:

Finance and Facilities

DATE OF MEETING:

May 4, 2026

BRIEF EXPLANATION: The School of Education and Urban Studies (SEUS) has entered into partnership agreements governed by Memoranda of Understanding (MOUs), which offers cohort graduate degree programs for school system employees for preparing teachers and school leaders already in the employ of the school systems to receive certification by the Maryland State Department of Education. These degree programs are the Master of Arts in Teaching (MAT) and the M.S. in Administration and Supervision (MSAS). These MOUs offer reduced graduate tuition rates and describe the course structure and duration of the programs.

Institution

Program

Baltimore County Public School System

Master of Arts in Teaching

M.S. in Administration and Supervision

FISCAL IMPACT:

Harford County Public Schools

Master of Arts in Teaching

Howard County School System

Master of Arts in Teaching

MOU Date and Term Date: Feb. 2023; Term: 1.23.23 to 12.31.25 Date: Jul 2022; Term: 8.22.22 to 5.10.24 Date: Apr. 2024; Term: 8.1.24 to 6.30.26 Date: Jan 2025; Term: 10.25.25 to 12.31.26 Date: Nov 2025; Term: 10.2.25 to 7.31.28

Tuition Rate $410 per credit hour for tuition and fees

$410 per credit hour for tuition and fees $410 per credit hour for tuition and fees

The proposed reduced tuition to support preparing teachers and school leaders to receive certification is $166.50 less than the

154

combined standard approved graduate in-state per credit tuition rate of $576.50 ($495.00 for tuition and $81.50 for fees) approved by the Board for the Fall 2026-Spring 2027 academic year.

Term Fall 2026-Spring 2027

PRESIDENT’S RECOMMENDATION:

Combined in-state tuition and fee rate per hour approved by Board $576.50 ($495 for tuition and $81.50 for fees)

MOU combined rate per hour $410.00

The President recommends approval.

COMMITTEE ACTION: _________________________________________

DATE: _________________

BOARD ACTION: _________________________________________

DATE: _________________

155

CALVERT LEASE

156

BOARD OF REGENTS MORGAN STATE UNIVERSITY SUMMARY OF ITEM FOR ACTION

TOPIC:

One Calvert Plaza Master Lease for Student Housing

COMMITTEE:

Finance and Facilities

DATE OF MEETING:

May 4, 2026

BRIEF EXPLANATION:

The University’s student housing capacity planning details a need for additional student housing for FY27 (Fall 2026) to maintain a total capacity of 5,300 to 5,400 beds. Driving additional capacity need for FY26 is continued growth in enrollment and the lease cancellation of approximately 350 beds at one of the off-campus leased facilities.

The One Calvert Plaza building is being renovated and converted into a multi-family apartment complex, which the Office of Residence Life has determined is suitable for student housing. This project is part of the ongoing renovation of downtown Baltimore. This facility will enhance the University’s student housing portfolio and provide for facilities suitable for mature undergraduate students and much needed graduate-level student housing.

The University has negotiated the lease of this facility as reflected in the lease attached. Key fiscal terms are summarized in the table below.

Facility

beds

One Calvert Plaza

254

Initial Annual Cost $3.6 million

Monthly $298k

The initial lease term is for 3 years with four 3-year extensions at the option of the University. The term, including any extensions, calls for an annual rent escalator of 3.5% each year.

Upon the approval of the lease by the Board, it shall be presented to the Board of Public Works for approval.

The University makes a request to the Board of Regents for approval of the One Calvert Plaza Master Lease for Student Housing.

FISCAL IMPACT:

Fiscal impact is summarized in the table above.

157

PRESIDENT’S RECOMMENDATION:

The President recommends approval.

COMMITTEE ACTION: ____________________________________________

DATE: _____________________

BOARD ACTION: ____________________________________________

DATE: _____________________

158

ALTUS LEASE

159

BOARD OF REGENTS MORGAN STATE UNIVERSITY SUMMARY OF ITEM FOR ACTION TOPIC:

Altus Off-Campus Housing Lease for Additional Beds

COMMITTEE:

Finance and Facilities

DATE OF MEETING:

May 4, 2026

BRIEF EXPLANATION:

In an effort to maintain student housing capacity planning objectives in light of the cancellation of another off-campus housing facility; and in response to continued enrollment growth projections and demand for housing to support new and returning students, additional off-campus leases are needed for the 2026-2027 and following academic years. The University has previously leased with this facility to satisfactory performance noted among students and the Office of Residence Life. The relationship is being continued under this new additional 60 bed lease in compliance with the University Policy on Acquisition, Disposition, Encumbrance, and Leasing of Real Property. This lease agreement allows Morgan to streamline the leasing process for students and families; enables the Office of Residence Life and Housing to work collaboratively with the Lessor’s to cluster assign our first year and returning students; and provides supervision and programs in support of the developmental needs of our students.

The lease is attached and summarized in the table below: Facility Beds Term Current request: Altus Apartments 60 Initial 1yr (Aug 26 to July 27) Option Yr 1 (3% escalator) 60 Aug 27 to July 28

Previously approved (2/25): Altus Apartments

120

Option Yr 1 (3% escalator)

120

Previously approved (4/24): Altus Apartments

236

Option Yr 1 (3% escalator) Option Yr 2 (3% escalator)

236 236

Initial 2 yrs (Aug 25 to July 27) Aug 27 to July 28 Initial 2 yrs (Aug 24 to July 26) Aug 26 to July 27 Aug 27 to July 28

Cost $1.0M $1.0M $2.0M $3.42M $1.79M $5.20M $6.43M $3.31M $3.41M $13.15M

160

Parking (150 spaces total) Total Life of Contract

416

Annual cost ($225k) included in lease cost.

$20.55M

The University makes a request for approval of the lease.

FISCAL IMPACT:

Fiscal impact is summarized in the table above.

PRESIDENT’S RECOMMENDATION:

The President recommends approval.

COMMITTEE ACTION: ___________________________________________

DATE: _______________________

BOARD ACTION: ___________________________________________

DATE: _______________________

161

ITEMS FOR INFORMATION

162

MORGAN STATE UNIVERSITY BOARD OF REGENTS Finance and Facilities Committee May 4, 2026 FY 2026 FINANCIAL STATUS UPDATE Third quarter ending March 31, 2026

OVERVIEW The University continues to operate in a volatile and uncertain economic environment. With inflation and economic concerns continuing, there is ongoing pressure on the University’s budget and its ability to operate within existing resources, and on the day-to-day University operations.

The current economic challenges, uncertainty of the US economy, and the international conflicts could critically impact the University’s financial position now and into the future. Further, state budget concerns are now a reality and impacting resources available to the institution. While the future may still hold considerable challenges, FY 2026 started off well with the University’s final fall 2025 enrollment headcount reaching 11,559, an increase of 820 students or 7.6% as compared to FY 2025, and once again resulting in the largest enrollment in the University’s history. In fact, prior to the drop, the University hosted nearly 12,000 students on campus.

Continued strong enrollment of freshman and an increased out-of-state mix (approx. 45%) has created record demand for campus sponsored housing. While increased revenue is a welcome event, the increased demand continues to stress both the teaching and housing infrastructures resulting in an increased need for additional faculty and leased housing requirements to meet student demand, among other additional administrative costs. Budget reductions for the FY26 fiscal year have increased pressure on the university while enrollment growth continues, even if at a slower pace.

As shown in Attachment I, the University realized $444.4 million in operating revenues as of March 31, 2026. This represents 84.4 percent of the total university operating budget, which includes state support and self-supporting programs, including Restricted Funds and Auxiliary Enterprises, and is generally consistent with the prior year’s percent utilization.

Operating expenses for the same period were $389.0 million, representing 73.9 percent of the total university operating budget. While the University’s cost containment program, implemented during the pandemic, is less restrictive, the University continues to be focused on controlling costs. The increase in enrollment has increased the University’s need for additional infrastructure which is partially offsetting the increase in tuition revenue. Special attention to the effects of inflation, supply chain backlog and other economic pressures will continue to remain in place for the foreseeable future.

FY26 revised operating budget, resulting from better-than-expected fall enrollment results, approximately $6M in additional adjustments from budget amendments from the State relating to current fiscal year salary adjustments, and other activity and adjustments, is summarized below:

163

FY 2026 Budget - Revised 12/25

Revenues

Expenditures

Net

STATE - SUPPORTED PROGRAMS:

334,862,000

334,862,000

-

SELF - SUPPORTED PROGRAMS: Auxiliary Research

72,350,000 119,125,000

72,350,000 119,125,000

-

TOTAL UNIVERSITY OPERATING

526,337,000

526,337,000

-

STATE SUPPORT Per Attachment I, the University realized $287.3 million of revenues or 85.8 percent of the operating budget while the University expended $243.7 million or 72.8 percent of the operating budget. This level of revenue and expense utilization is generally consistent with the prior year while reflecting the continued measured growth of the institution. Ongoing cost containment initiatives continue to slow the overall rate of spending, despite the increased operating costs associated with higher enrollment.

SELF-SUPPORTED PROGRAMS Per Attachment I, self-supported revenues were $157.1 million of revenues or 82.0 percent of the budget resulting from increased research and housing and board activity are consistent with the prior year and expectations. As outlined per Attachment I, the programs expended $145.2 million or 75.8 percent of the adjusted base operating budget.

SUMMARY Economic uncertainty remains, resulting in on-going pressure on the University's ability to operate within existing resources and to invest for the future. While the increase in enrollment has resulted in welcomed additional resources, the University has also incurred additional costs resulting from the increased demand and challenges for instruction as well as student and facilities infrastructures. Considerable financial uncertainty continues, both in the form of unexpected costs and potential future pressure on revenue. Inflation continues to be of concern, which places additional pressure on the University's cost base. While the Federal Reserve continues its strategies to tame inflation, the volatility in the financial markets, coupled with inflation and continued international conflict will impact future expenses for the University. Additionally, the ongoing supply chain bottlenecks continue to have a direct impact on our operating expenses in terms of higher costs for the goods and services we pay for as well as their timely availability. Labor shortages are also putting pressure on the University's salary structure as the cost to hire new employees increases, resulting in salary compression for existing employees.

All of this is being managed with a reduction in operating resources provided by the State.

Expenditure planning as well as new creative revenue models need to be the constant focus of the University to maintain financial stability given the time it may take to return to a stable, predictable environment and economy. Future revenue growth could be realized from the Morgan Completes You (MCY) initiative, which kicked-off in pilot form for spring 2022 with 11 students enrolled,

164

students enrolled, 62 in fall 2022, 125 in fall 2023, 164 for fall 2024, 221 for fall 2025 and approximately 300 for fall 2026. The need for more consistent and diverse revenue streams is paramount. The HBCU Fund 41 budget is supporting various University initiatives including identifying new revenue streams through an expansion of new academic and online programs. This budget has also supported the hiring of new tenure and tenure track faculty and scholarships along with providing funding for support resources for the future.

In spite of general uncertainties, the University's financial outlook should remain strong if we continue to manage costs, generate new revenue streams, and continue to price our educational services fairly and competitively.

HBCU FINANCING During the May 2025 Board meetings, the University obtained approval to borrow up to $35.0 million with the HBCU Capital Financing Program (the 2025 HBCU loan). The 2025 HBCU loan is expected to fund projects associated with the planned O’Connell student housing project and include a safety bridge ($6M), an approximately 10,000 sq. ft. dining hall ($12.5M) and multi-level parking structure ($13.8M). The loan was closed on July 9, 2025 and is available for disbursement to the University.

During the May 2022 Board meetings, the University obtained approval to submit a new application to the HBCU Capital Financing Program to borrow up to $65.0 million (the 2022 HBCU loan). As previously reported, the 2022 HBCU loan closed in December 2022 with proceeds from this new financing allocated between student housing renovations and other critical deferred maintenance projects at the University. This is in addition to the earlier 2020 HBCU financing for the Public Safety Building ($16.5M) and the Thurgood Marshall Dining project ($32M). For historical reference, the 2020 HBCU Loan also included $21.3M to refinance existing Auxiliary Bonds which was subsequently satisfied/forgiven as part of a federal program during the COVID period. Disbursements for the 2020 HBCU loan totaled $42.8 million for the remaining projects with $39.3M outstanding as of March 31, 2026.

Funds from the 2022 HBCU loan were utilized for renovation in Murphy Fine Arts (est. $4M), the renovation of legacy housing facilities (Baldwin and Cummings - est. $30M), completing Hurt Building renovations (est. $15M) and various deferred maintenance projects (est. $11M). Each one of these capital projects is fully complete. Approximately $65.0M was disbursed with $63.4M outstanding as of March 31, 2026 under the 2022 HBCU loan. Total HBCU loans outstanding on March 31, 2026 are approximately $103.2M. The University's overall capital program is funded by the State of Maryland, the MCEC/Siemens partnership, and the borrowed funds from the HBCU Capital Financing Program. A robust capital budget coupled with solid operating performance will continue to support the University’s strong credit rating.

FY 2026 OPERATING BUDGET The FY 2026 budget reflects $170.6 million for general funds, $5.3 million for HEIF and $27.6 million for HBCU settlement funds, for a total of $203.5 million and includes the net reductions from the state. The FY26 base general fund allocation includes FY25 COLA and increment annualizations as well as statutory changes and other changes implemented by the Office of Budget and Analysis.

165

FY 2027 PRELIMINARY OPERATING BUDGET The Governor’s recommendation, with recent approval of the General Assembly, totals $2.8 million on a net adjustments basis as detailed in a separate report, resulting in $172.8 million for general funds, $5.3 million for HEIF and $28.2 million for HBCU settlement funds, for a total of $206.3 million.

Additionally, in FY27 the University is expecting an additional $8.5M funding to support energy and climate research and to offset the impact from Fed funding reductions This funding is not in the Governors proposed allowance and will be allocated by way of a budget amendment.

TUITION AND FEES – FY28 (Fall 2027-Spring 2028) Proposal Tuition and mandatory fees had been unchanged from fall 2019 thru fall 2022 even though the cost of education had continued to rise. Normal 2% to 3% annual tuition increases for the fall 2020, fall 2021 and fall 2022, essentially three years of rate increases, were foregone in light of the financial hardships endured by students and their families as a result of the COVID pandemic and have helped to support the enrollment increase during the same period.

While being sensitive to the rising of cost of education, and the general financial challenges of the community we serve, an increase in tuition of 2% effective for the fall 2026 semester (FY27) was approved at the August 2025 Board of Regents meeting, similar to proposed 2% tuition increase for FY24, FY25 and FY26. In an effort to continue to streamline recruiting and billing processes and be clear and transparent about the cost of education, a proposal for FY28 tuition and fees is now being presented for discussion and potential approval in August 2026, based on level enrollment, the fiscal impact of a 2% increase is expected to result in an additional $2.2 million in gross tuition revenue for FY28. Consideration for this increase is requested given ongoing additional investments needed in both the academic and student support infrastructures. Further, this increase is consistent with our peer intuitions and the other public institutions’ actions on increased tuition. While access and affordability are hallmarks for Morgan, tuition increases have a direct impact on the University’s ability to continue to deliver high quality educational services as enrollment and student services needs continue to grow.

Mandatory fees have foregone traditional annual rate increases since fall 2019; with no increase in fees being proposed as the university prepares to establish a working group to evaluate and review the existing fee structure. Overall, the University’s mandatory fee structure requires a revision and a potential increase with consideration given to adding a technology fee in light of increased technology needs and support, particularly with respect to pandemic period upgrades to AV technology in classrooms across campus and new technologies coming online with the new buildings being constructed. The goal will be to align the mandatory fees with the student services supported by the fees. We have initiated this process with a review of our current fee structure and a study of other Maryland higher ed and Morgan peer institution fee structures. We will be formulating a proposed revised fee structure and calling together the working group to evaluate the existing fee structure and review the proposal for a revised fee structure. The working group will have appropriate administrative, academic and student participation and is expected to engage between June 2026 and December 2026 to develop a discussion proposal for the February 2027 Board meetings with the intention of presenting a revised fee structure proposal at the May 2027 Board Meetings for approval at the August 2027 Board meetings to be effective for FY29 (fall 2028-Spring 2029). Depending on the number and

166

number and breadth of fees, part of this process will be to potentially develop a University Fee Register to provide clarity and transparency on all fees charged across the institution to the Board and the broader Morgan community. At a minimum, a new Mandatory Fee structure is needed to support the growing cost of student support services and infrastructure.

Housing had similarly foregone traditional rate increases in an effort to ease the financial burden on students and their families during and in the period following COVID. However, FY22 and FY23 saw an increase in housing rates of 4% as well as additional rates proposed for specific off campus leases required to supplement the demand for housing. These increases are necessary to keep pace with the rising cost of market-based housing, inflation, and off-campus lease agreements which require annual increases. Similar to FY27, we are proposing that housing rates be increased for fall 2027-spring 2028 (FY28) by 5%. This level of increase is necessary to align housing prices with proposed operations of the new Harper-Tubman and O’Connell student housing projects. Based on level activity, the fiscal impact of a 5% increase is expected to result in an additional $2.7 million in housing revenue required to keep pace with costs of off-campus leased premises. Note that these increases do not support additional costs incurred for security and shuttle services for off-campus housing which have continued to rise.

Sodexo Magic, our food services vendor has noted inflation pressures and the rising cost of food service will require pricing adjustment going forward. FY27 rates reflected an increase of 8% to keep pace in inflation and wage related increases. The proposal for FY28, based on level activity, is a 5% increase in board rates which is expected to result in an additional $900k in board revenue required to offset the rising cost of food service to the university.

These rate increases are necessary to support the rising cost to deliver a high-quality educational system. As stated previously, every aspect of the University’s operations is experiencing inflationary pressures, along with the increased enrollment infrastructure demands.

167

MORGAN STATE UNIVERSITY WORKING BUDGET VS. REVENUE REALIZED FISCAL YEAR 2026

Actual for the Period Ending March 31, 2026 FUNDING SOURCE

WORKING BUDGET

State State State State

105,755,000 203,507,000 13,500,000 12,100,000

115,336,917 158,889,821 7,142,384 5,976,274

(9,581,917) 44,617,179 6,357,616 6,123,726

109.1% 78.1% 52.9% 49.4%

334,862,000

287,345,396

47,516,604

85.8%

72,350,000 111,125,000 3,000,000 5,000,000

73,704,155 78,994,397 1,438,903 2,939,684

(1,354,155) 32,130,603 1,561,097 2,060,316

101.9% 71.1% 48.0% 58.8%

TOTAL SELF - SUPPORTED PROGRAM

191,475,000

157,077,139

34,397,861

82.0%

TOTAL UNIVERSITY

526,337,000

444,422,534

81,914,466

84.4%

REVENUES

BALANCE

PERCENT REALIZED

STATE - SUPPORTED PROGRAMS: Tuition and Fees State Appropriations Grants and Contracts Other Sources TOTAL STATE - SUPPORTED PROGRAMS SELF - SUPPORTED PROGRAMS: Sales and Services - Auxiliary Enterprises Federal Grants and Contracts State Grants and Contracts Private Grants and Contracts

Auxiliary Restricted Funds Restricted Funds Restricted Funds

MORGAN STATE UNIVERSITY WORKING BUDGET VS. EXPENDITURE FISCAL YEAR 2026 Actual for the Period Ending March 31, 2026 WORKING BUDGET

EXPENDITURES

BALANCE

86,735,000 22,400,000 325,000 43,223,000 14,725,000 82,035,000 41,832,000 43,587,000

59,783,032 14,784,856 180,944 27,931,954 11,921,295 61,071,164 34,465,779 33,593,553

26,951,968 7,615,144 144,056 15,291,046 2,803,705 20,963,836 7,366,221 9,993,447

68.9% 66.0% 55.7% 64.6% 81.0% 74.4% 82.4% 77.1%

334,862,000

243,732,576

91,129,424

72.8%

72,350,000 87,000,000 32,125,000

61,860,552 48,866,383 34,506,601

10,489,448 38,133,617 (2,381,601)

85.5% 56.2% 107.4%

TOTAL SELF-SUPPORTED PROGRAM

191,475,000

145,233,536

46,241,464

75.8%

TOTAL UNIVERSITY

526,337,000

388,966,112

137,370,888

73.9%

STATE - SUPPORTED PROGRAMS: Instruction Research Public Service Academic Support Student Services Institutional Support Plant Operations and Maintenance Scholarships and Fellowships

FUNDING SOURCE State State State State State State State State

TOTAL STATE - SUPPORTED PROGRAM

PERCENT EXPENDED

SELF-SUPPORTED PROGRAMS: Auxiliary Enterprises Research Restricted Scholarships and Fellowships

Auxiliary Restricted Funds Restricted Funds

168

WORKING BUDGET VS. REVENUE REALIZED FISCAL YEAR 2026 Actual for the Period Ending March 31, 2026

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

Tuition and Fees

State Appropriations

Grants and Contracts

Auxiliary Enterprises

Other Sources

PERCENT OF BUDGET EXPENDED BY PROGRAM FISCAL YEAR 2026

Actual for the Period March 31, 2026 120% 100%

Percent of Year Expired

80% 60% 40% 20% 0%

Instruction

Research

Pubic Serv

Acad Sup

Stud Serv

STATE SUPPORT

Inst Sup

Plant Oper Maint

Scholar & Fellow

Research

Scholar &

Aux Ent

Fellow

SELF SUPPORT

169

MORGAN STATE UNIVERSITY BOARD OF REGENTS Finance and Facilities Committee May 4, 2026

LEGISLATIVE DECISION – FY 2027 OPERATING BUDGET As per the Governor’s recommendation and approval of the General Assembly, the University’s base general fund operating budget is projected to increase to $206.3M in FY 2027 from $203.5M in FY 2026 or by 1.4% net, to fund the following initiatives: Annualization of FY25 COLA/Increment Removing One Time Funding- AI Center Operating Impact- CGW Renovation HBCU Funding- Calculation Adjustment Lake Clifton Demolition Statewide Sub-Object Adjustments Total

0.20 (.05) ( 2.0) 0.60 1.30 2.70 ($2.8M)*

Please note that the University received an additional one-time appropriation in FY26 totaling $9M for the New Science Building Project. This additional appropriation is not in the above calculations.

Additionally, in FY27 the University is expecting an additional $8.5M funding to support energy and climate research and to offset the impact from Fed funding reductions This funding is not in the Governors proposed allowance and will be allocated by way of a budget amendment.

The Governor’s proposed Allowance does not include any discretionary funding. All proposed funding is mandated and restricted to the categories above.

The University will combine the discretionary funding with possible increases in tuition revenues and make it available to the campus community via the Budget Advisory Committee for funding prioritization and recommendation to the President for subsequent approval. *This increase includes a statewide adjustment of health insurance and retirement benefits. As such, this funding is not accessible to the University. Additionally, the HBCU funding is from the HBCU settlement beginning in FY23.

170

FY27 Fall 2026-Spr 2027 Tuition and Fees Proposal

171

MORGAN STATE UNIVERSITY Proposed Impact of Tuition, & Room and Board Rate Increases Fiscal Year 2028 Rate increase: Tuition FT-Undergraduate (annual) In-State Out of State

FY 2026 $5,815 $16,925

FY 2027 $5,935 $17,265

FY 2028 $6,055 $17,610

2% Difference $120 $345

FY 2026 $25,060,776 $61,473,238

Revenue Impact FY 2027 FY 2028 $25,561,991 $26,073,231 $62,702,702 $63,956,756

Difference $511,240 $1,254,054

$265 $670 $485 $950

$270 $685 $495 $970

$275 $700 $505 $990

$5 $15 $10 $20

$2,307,903 $2,526,422 $7,112,590 $6,719,110

$2,354,061 $2,576,950 $7,254,841 $6,853,492

$2,401,142 $2,628,489 $7,399,938 $6,990,562

$47,081 $51,539 $145,097 $137,070

FY26 Rate $265 $485

FY27 Rate $270 $495

$891,883 $109,836

$909,721 $112,032

$927,915 $114,273

$18,194 $2,241

$106,201,756

$108,325,792

$110,492,307

$2,166,516

FY26 Revenue

FY27 Revenue

FY28 Revenue

Difference

$53,072,448

$55,195,346

By Credit Hour

PT- Undergraduate- Resident PT- Undergraduate- Non-Resident Graduate- Resident Graduate- Non-Resident CICS (by Credit Hour)

Undergraduate Graduate

2% Difference FY28 Rate $5 $275 $505 $10

Tuition Revenue Mandatory Fees Full-time (annual) Part-Time (per Credit Hour)

FY26 Rate $2,531 $81.50

FY27 Rate $2,531 $81.50

FY26 Rate

FY27 Rate

FY26 Rate $20.00

FY27 Rate $20.00

Specific Purpose Fees Transfer Orientation Fee Transfer Orientation Guest Fee Online Transfer NSO Readmission Application Fee CISC Fees Technology Fee (per credit hour) Student Success & Technology Fee (per credit hour) Credit for Prior Learning (CPL) Fee: Undergraduate (per credit hour) Graduate (per credit hour) Application Fee Transcript Evaluation Fee Graduation Fee

Housing Revenue

0% Difference FY28 Rate $100.00 $15.00 $50.00 $25.00 0% FY28 Rate Difference $0.00 n/a $50.00 n/a

$100.00 $150.00 $75.00

$100.00 $150.00 $75.00

$80.00 $150.00 $100.00 $150.00 $75.00

FY26 Rate $13,355 $7,840 $7,535 $13,400 $14,360 $13,355 $11,055 $12,160 $14,460 $14,905 $13,355 $11,055 $12,160 $11,500 $9,500 $13,355 $12,160 $13,210 $13,480 $15,045 $11,150 $10,110 $9,890 $14,460 $12,830 $14,670 $15,735 $15,975 n/a n/a n/a

FY27 Rate $14,025 $8,235 $7,915 $14,070 $15,080 $14,025 $11,610 $12,770 $15,185 $15,650 $14,025 $11,610 $12,770 $12,075 $9,975 $14,025 $12,770 $13,870 $14,155 $15,800 $11,710 $10,615 $10,385 $15,185 $13,475 $15,405 $16,525 $16,775 $18,500 $17,750 $17,000

5% FY28 Rate Difference $14,725 $700 $8,650 $415 $8,310 $396 $14,775 $705 $15,835 $755 $14,725 $700 $12,190 $580 $13,410 $640 $15,945 $760 $16,435 $785 $14,725 $700 $12,190 $580 $13,410 $640 $12,680 $605 $10,475 $500 $14,725 $700 $13,410 $640 $14,565 $695 $14,865 $710 $16,590 $790 $12,295 $585 $11,145 $531 $10,905 $520 $15,945 $760 $14,150 $676 $16,175 $770 $17,350 $825 $17,615 $841 $19,425 n/a $18,640 n/a $17,850 n/a

Room Rates (annual) On-Campus Single On-Campus Double On-Campus Triple Marble Hall Gardens 1BR/1BA Double Marble Hall Gardens 2BR/1BA Single TM Hall Single 4BR/1BA Suite (MEDCO) TM Hall Double 2BR/1BA Suite (MEDCO) TM Hall Double 1BR/1BA Suite (MEDCO) Towson Town 2BR/2BA Double Towson Town 2BR/2BA Single Legacy Hall Single 4BR/1BA Suite (MEDCO) Legacy Hall Double 2BR/1BA Suite (MEDCO) Legacy Hall Double 1BR/1BA Suite (MEDCO) Legacy Hall Double (MEDCO) Legacy Hall Triple (MEDCO) Baldwin-Cummings - Single Baldwin-Cummings - Double HH Midtown Single (6p suite) HH Midtown Single (4-5p suite) HH Midtown Single (2-3p suite) HH Midtown Double (3p suite) HH Midtown Double (5p suite) HH Midtown Double (6p suite) Altus/York-Single Altus/York-Double Enolia (4p Apt.) Enolia (2p Apt.) Enolia (1p Apt.) One Calvert - 1BR1BT Single Apartment One Calvert - 1BR1BT Single One Calvert - 1BR1BT Double

0% Difference FY28 Rate $2,531 $0 $81.50 $0

$57,955,113 $2,759,767

172

Board Rates (annual) Platinum Plan Gold Plan Silver Plan 1000 Dining Dollar Plan 750 Dining Dollar Plan 500 Dining Dollar Plan 250 Dining Dollar Plan Commuter Block 100 Commuter Block 75 Commuter Block 50 Commuter Block 25 Staff $100 Staff $50 Staff $25

FY26 Rate $6,365 $5,635 $5,270 $950 $715 $475 $250 $900 $700 $470 $250

FY27 Rate $6,875 $6,085 $5,695 $950 $715 $475 $250 $900 $700 $470 $250

5% FY28 Rate Difference $7,220 $345 $6,390 $305 $285 $5,980 $950 $0 $715 $0 $475 $0 $250 $0 $900 $0 $700 $0 $470 $0 $250 $0 $100 n/a $50 n/a $25 n/a

Board Revenue Total proposal fiscal impact (to revenue)

Summary Total Tuition and Mandatory Fees FT-Undergraduate-Resident FT-Undergraduate-Non-Resident

FY26 Revenue

FY27 Revenue

FY28 Revenue

Difference

$16,376,291

$17,686,394

$18,570,714

$884,320 $5,810,603

FY 2026

FY 2027

FY 2028

Difference

$8,346 $17,007

$8,462 $17,345

$8,586 $17,692

$123 $347

Room and Board (On Campus)

$13,110

$13,845

$14,630

$785

Total Tuition, Mandatory Fees, & R&B (On Campus) FT-Undergraduate-Resident FT-Undergraduate-Non-Resident

$21,456 $30,117

$22,308 $31,190

$23,216 $32,322

$908 $1,132

173

MORGAN STATE UNIVERSITY Proposed Impact of Tuition, Mandatory Fees, & Room and Board Increases Fiscal Year 2028 FULL-TIME (Per Annum) Current Rate Tuition (FT-Undergraduate)

Proposed Increase amount by % 2% 3% Difference Rate Difference Rate

4% Difference

FY 2027

Rate

In-State

$5,935

$6,054

$119

$6,113

$178

$6,172

$237

Out of State

$17,265

$17,610

$345

$17,783

$518

$17,956

$691

Current Rate

By Credit Hour

Proposed Increase amount by % 2% 3% Difference Rate Difference Rate

4% Difference

FY 2027

Rate

PT- Undergraduate- Resident

$270

$275

$5

$278

$8

$281

$11

PT- Undergraduate- Non-Resident

$685

$699

$14

$706

$21

$712

$27

Graduate- Resident

$495

$505

$10

$510

$15

$515

$20

Graduate- Non-Resident

$970

$989

$19

$999

$29

$1,009

$39

Current Rate Mandatory Fees (Full Time, per yr) FY 2027

Rate

Proposed Increase amount by % 0% 3% Difference Rate Difference Rate

6% Difference

Student Activity*

$88

$88

$0

$91

$3

$93

$5

Athletic

$1,177

$1,177

$0

$1,212

$35

$1,248

$71

Student Union Operating

$478

$478

$0

$492

$14

$507

$29

Auxiliary Facilities

$518

$518

$0

$534

$16

$549

$31

Health Center

$44

$44

$0

$45

$1

$47

$3

Academic Facilities

$132

$132

$0

$136

$4

$140

$8

Transportation

$94

$94

$0

$97

$3

$100

$6

TOTAL

$2,531

$2,531

$0

$2,607

$76

$2,683

$152

Current Rate Mandatory Fees (Part Time-per credit)

Proposed Increase amount by % 0% 3% Difference Rate Difference Rate

6% Difference

FY 2027

Rate

Student Activity

$1.00

$1.00

$0.00

$1.03

$0.03

$ 1.06

$

0.06

Athletic

$36.50

$36.50

$0.00

$37.60

$1.10 $ 38.69

$

2.19

Student Union Operating

$17.00

$17.00

$0.00

$17.51

$0.51

$ 18.02

$

1.02

Auxiliary Facilities

$15.00

$15.00

$0.00

$15.45

$0.45

$ 15.90

$

0.90

Academic Facilities

$8.00

$8.00

$0.00

$8.24

$0.24

$ 8.48

$

0.48

Transportation

$4.00

$4.00

$0.00

$4.12

$0.12

$ 4.24

$

0.24

Total:

$81.50

$81.50

$0.00

$83.95

$2.45

$86.39

$4.89

174

*Student Activity Breakdown

Band Choir Intramurals Media SGA Total:

FY 2027

Rate

$6.00 $6.00 $20.00 $2.00 $54.00 $88.00

$6.00 $6.00 $20.00 $2.00 $54.00 $88.00

Room (per year)

On-Campus Single On-Campus Double On-Campus Triple Off-Campus Double Off-Campus Single Marble Hall Gardens 1BR/1BA Double Marble Hall Gardens 2BR/1BA Single TM Hall Single 4BR/1BA Suite (MEDCO) TM Hall Double 2BR/1BA Suite (MEDCO) TM Hall Double 1BR/1BA Suite (MEDCO) Towson Town 2BR/2BA Double Towson Town 2BR/2BA Single Legacy Hall Single 4BR/1BA Suite (MEDCO) Legacy Hall Double 2BR/1BA Suite (MEDCO) Legacy Hall Double 1BR/1BA Suite (MEDCO) Legacy Hall Double (MEDCO) Legacy Hall Triple (MEDCO) Baldwin-Cummings - Single Baldwin-Cummings - Double HH Midtown Single (6p suite) HH Midtown Single (4-5p suite) HH Midtown Single (2-3p suite) HH Midtown Double (3p suite) HH Midtown Double (5p suite) HH Midtown Double (6p suite) Altus/York-Single Altus/York-Double Enolia (4p Apt.) Enolia (2p Apt.) Enolia (1p Apt.) One Calvert - 1BR1BT Single Apartment One Calvert - 1BR1BT Single One Calvert - 1BR1BT Double

FY 2027

Rate

$14,025 $8,235 $7,915 $10,616 $15,078 $14,070 $15,080 $14,025 $11,610 $12,770 $15,185 $15,650 $14,025 $11,610 $12,770 $12,075 $9,975 $14,025 $12,770 $13,870 $14,155 $15,800 $11,710 $10,615 $10,385 $15,185 $13,475 $15,405 $16,525 $16,775 $18,500 $17,750 $17,000

$14,305 $8,400 $8,073 $10,828 $15,380 $14,351 $15,382 $14,305 $11,842 $13,025 $15,489 $15,963 $14,305 $11,842 $13,025 $12,317 $10,175 $14,305 $13,025 $14,147 $14,438 $16,116 $11,944 $10,827 $10,592 $15,489 $13,744 $15,713 $16,855 $17,110 $18,870 $18,105 $17,340

Board (per year)

Platinum Plan Gold Plan Silver Plan 1000 Dining Dollar Plan 750 Dining Dollar Plan 500 Dining Dollar Plan 250 Dining Dollar Plan Commuter Block 100 Commuter Block 75 Commuter Block 50 Commuter Block 25 Staff $100 Staff $50 Staff $25

FY 2027

Rate

$6,875 $6,085 $5,695 $950 $715 $475 $250 $900 $700 $470 $250 $100 $50 $25

$7,013 $6,206 $5,808 $950 $715 $475 $250 $900 $700 $470 $250 $100 $50 $25

Proposed Increase amount by % 0% 3% Difference Rate Difference Rate $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

$6.18 $6.18 $20.60 $2.06 $55.62 $90.64

$0.18 $0.18 $0.60 $0.06 $1.62 $2.64

$6.36 $6.36 $21.20 $2.12 $57.24 $93.28

Proposed Increase amount by % 2% 4% Difference Rate Difference Rate $280 $14,586 $165 $8,564 $158 $8,231 $212 $11,040 $302 $15,681 $281 $14,633 $302 $15,683 $280 $14,586 $232 $12,074 $255 $13,281 $304 $15,792 $313 $16,276 $280 $14,586 $232 $12,074 $255 $13,281 $242 $12,558 $200 $10,374 $280 $14,586 $255 $13,281 $277 $14,424 $283 $14,721 $316 $16,432 $234 $12,178 $212 $11,039 $208 $10,800 $304 $15,792 $269 $14,013 $308 $16,021 $330 $17,186 $335 $17,446 $370 $19,240 $355 $18,460 $340 $17,680

$561 $329 $317 $425 $603 $563 $603 $561 $464 $511 $607 $626 $561 $464 $511 $483 $399 $561 $511 $555 $566 $632 $468 $425 $415 $607 $539 $616 $661 $671 $740 $710 $680

$14,726 $8,647 $8,310 $11,146 $15,832 $14,774 $15,834 $14,726 $12,190 $13,409 $15,944 $16,433 $14,726 $12,190 $13,409 $12,679 $10,474 $14,726 $13,409 $14,563 $14,863 $16,590 $12,295 $11,145 $10,904 $15,944 $14,148 $16,175 $17,351 $17,613 $19,425 $18,638 $17,850

Proposed Increase amount by % 2% 5% Difference Rate Difference Rate $138 $122 $114 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

$7,219 $6,389 $5,979 $950 $715 $475 $250 $900 $700 $470 $250 $100 $50 $25

$344 $304 $285 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

$7,425 $6,572 $6,150 $950 $715 $475 $250 $900 $700 $470 $250 $100 $50 $25

6% Difference $0.36 $0.36 $1.20 $0.12 $3.24 $5.28

5% Difference $701 $412 $396 $531 $754 $704 $754 $701 $580 $639 $759 $783 $701 $580 $639 $604 $499 $701 $639 $693 $708 $790 $585 $531 $519 $759 $674 $770 $826 $839 $925 $888 $850

8% Difference $550 $487 $456 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

175

Morgan State University Comparison of Tuition and Fees Fiscal Year 2027 Description

UMCP

BOWIE

TOWSON UMES

FROST

COPPIN

U OF B

SALIS

UMBC

MORGAN ST. MARY

FT Undergraduate Tuition-In State Ranking (lowest to highest) Tuition-Out of State Ranking (lowest to highest)

$10,908 $6,235 10 4 $41,056 $17,170 11 2

$7,990 $5,923 $7,640 $5,130 7 2 5 1 $28,248 $17,468 $23,306 $12,194 8 4 7 1

$7,894 6 $22,454 6

$8,016 8 $19,520 5

$9,706 9 $28,762 9

$5,935 3 $17,265 3

$12,854 11 $29,909 10

Ranking (lowest to highest)

$1,800 1

$3,294 7

$4,700 11

$3,442 9

$3,138 5

$2,288 2

$2,518 3

$3,290 6

$3,973 10

$2,531 4

$3,294 7

In State Ranking (lowest to highest)

$12,708 9

$9,529 4

$12,690 8

$9,365 $10,778 3 6

$7,418 1

$10,412 5

$11,306 7

$13,679 10

$8,466 2

$16,148 11

Out of State Ranking (lowest to highest)

$42,856 $20,464 11 3

$32,948 $20,910 $26,444 $14,482 9 4 7 1

$24,972 6

$22,810 5

$32,735 8

$19,796 2

$33,203 10

Double Room Charge Board Meal Plan Ranking (lowest to highest)

$10,290 $7,156 $7,180 $5,966 $17,470 $13,122 10 4

$8,672 $6,349 $6,164 $6,928 $6,910 $5,042 $5,760 $5,572 $15,582 $11,391 $11,924 $12,500 7 1 2 3

$7,976 $6,214 $14,190 6

$9,248 $6,490 $15,738 8

$8,235 $5,695 $13,930 5

$9,183 $6,990 $16,173 9

In State Ranking (lowest to highest)

$30,178 $22,651 10 5

$28,272 $20,756 $22,702 $19,918 8 3 6 2

$10,412 1

$25,496 7

$29,417 9

$22,396 4

$32,321 11

Out of State Ranking (lowest to highest)

$60,326 $33,586 11 4

$48,530 $32,301 $38,368 $26,982 9 3 7 2

$24,972 1

$37,000 6

$48,473 8

$33,726 5

$49,376 10

Total Mandatory Fees

Total Tuition & Mand. Fees

Room and Board

Total Room and Board

N/A

Total Tuition, Fees, Room & Board

176

2021 MSU Total Enrollment Headcount In-state Out of state

2022

2023

2024

2025

2026

Total

5,020 2,614 7,634

4,968 3,501 8,469

5,094 4,007 9,101

5,356 4,452 9,808

5,780 5,003 10,783

11,559

Total

65.8% 34.2% 100.0%

58.7% 41.3% 100.0%

56.0% 44.0% 100.0%

54.6% 45.4% 100.0%

53.6% 46.4% 100.0%

0.0% 0.0% 0.0%

Total

589 624 1,213

976 1,350 2,326

990 1,213 2,203

1,073 1,209 2,282

1,146 1,232 2,378

n/a n/a 2,325

% In-state Out of state

Freshman Enrollment In-state Out of state

Housing to out of state enrollment percentage for each comp school Institution

UMES College Park Coppin UB* Frostburg Towson Salisbury Bowie** UMBC

FY '26 Enrollment Stats Housing FT UG Grad Total Capacity Freshman Housing In State (beds) Enrollment Enrollment Enrollment Cohort Cap % % 1,815 2,467 696 3,163 717 57.38% 74.54% 9,601 31,133 10,592 41,725 6,136 23.01% 76.30% 600 1,907 303 2,210 369 27.15% 83.10% n/a 1,477 1,755 3,232 22 n/a 86.26% 2,171 3,422 682 4,104 471 52.90% 73.80% 5,935 16,264 3,137 19,401 2,996 30.59% 90.40% 1,564 6,288 737 7,025 1,296 22.26% 82.76% 2,080 5,136 1,217 6,353 965 32.74% 83.32% 4,000 10,789 3,181 13,970 1,858 28.63% 77.28%

Out of State % 25.46% 23.70% 16.90% 13.74% 26.20% 9.60% 17.24% 16.68% 22.72%

*UB offers referrals for rentals in the vicinity of Ubalt Midtown. There is no established number of beds typically available from year to year **Bowie State "University housing is filled to capacity with 1900 students, plus an additional 180 spaces at off-campus locations with free shuttle service provided to campus"

177

Audit & Institutional Assessment

Board of Regents Audit and Institutional Assessment Committee Meeting Richardson Library - Blount Room 120C Monday, May 11, 2026 9:00 - 11:00 a.m.

Agenda OPEN SESSION • Chair’s Opening Remarks

Regent Larry Ellis

• President’s Remarks

Dr. David Wilson

o Policy on Policies

• Items for Action

o Approval of Committee Minutes of February 3, 2026

Regent Larry Ellis

o Approval of Annual Financial Statement Audit Results (year ending June 30, 2025)

Regent Ellis/Dr. Wilson

• Vote to go into Closed Session

Regent Larry Ellis

CLOSED SESSION • Office of Internal Audit Update

o Approval of FY 2027 Audit Plan

Ms. Twilla Taylor, Interim Director

• Office of Enterprise Risk Management Update

o o o o o

Mr. James Curbeam, Director Project Management Update Innovation Update Procurement of Workiva Software to Manage ERM and Policies Risk Management Certification for Students Mitigation Status Board-Level Risk

• Closing Remarks

Regent Larry Ellis

178

BOARD OF REGENTS Audit & Institutional Assessment Committee Meeting Tuesday, February 3, 2026 9:00 a.m.

Richardson Library 120C

Public Session Minutes BOARD MEMBERS Present:

Regent Larry Ellis, Committee Chair; Regent Swati Agrawal (9:25a); Regent Benjamin Klubes (9:25a); Regent Shirley Malcom; Regent Brian Pieninck; Regent Carl Turnipseed

STAFF MEMBERS Present:

Dr. David Wilson, Mr. Alex Adao, Mr. James Curbeam, Mr. Thomas Faulk, Mrs. Deborah Flavin, Ms. Julie Goodwin, Mrs. Kassandra Grogan, Mr. Shinil Hong, Mr. Vinnie John, Mr. David LaChina, Mr. Jonathan Luckett, Mr. Abraham Mauer, Mr. Patrick O’Brien, Dr. Erdal Ozkaya, Mr. Todd Studeny, Dr. Timothy Summers, Ms. Twilla Taylor, Dr. Don-Terry Veal

GUESTS:

Ms. Monique Booker, Mr. Stephen Mackall – SB & Company, LLC (SBC)

Committee Chair Ellis called the meeting to order at 9:08 a.m. He welcomed all in attendance and offered an overview of the agenda.

Minutes Chair Ellis opened the floor for a motion to adopt the minutes of November 10, 2025. It was MOVED by Regent Malcom and SECONDED by Regent Turnipseed. The MOTION CARRIED unanimously.

Chair Ellis stated that the Audit Committee would convene in Closed Session to consider items specifically exempted from public consideration under General Provisions Article § 3-305(b)(7)(15) of the Open Meetings Act. In Closed Session, the Audit Committee will receive updates on the Annual Financial Statement Audit Results, Enterprise Risk Management and Internal Audit. He stated that the Committee may reconvene in Public Session at the conclusion of the Closed Session, if necessary. After reading the closed session citation into the record, it was MOVED by Regent Turnipseed and SECONDED by Regent Malcom to enter into Closed Session.

The Committee moved into Closed Session at 9:14 a.m.

179

MORGAN STATE UNIVERSITY CITATION OF AUTHORITY FOR CLOSING A MEETING UNDER THE OPEN MEETINGS ACT BOARD OF REGENTS AUDIT AND INSTITUTIONAL ASSESSMENT COMMITTEE

Date: Tuesday, February 3, 2026

Time: 9:00 a.m.

Location: Richardson Library 120C

Motion to close meeting made by: Regent Turnipseed Seconded by: Regent Malcom Members voting in favor: All Regents in attendance Opposed: Abstaining: Absent: THE STATUTORY AUTHORITY TO CLOSE THIS MEETING CAN BE FOUND AT (check all that apply): General Provisions Article, § 3-305 (b)(7)(15): ___ (1) (i) To discuss the appointment, employment, assignment, promotion, discipline, demotion, compensation, removal, resignation, or performance evaluation of appointees, employees, or officials over whom this public body has jurisdiction; or (ii) any other personnel matter that affects one or more specific individuals; ____ (2) To protect the privacy or reputation of individuals concerning a matter not related to public business; ____ (3) To consider the acquisition of real property for a public purpose and matters directly related thereto; ____ (4) To consider a matter that concerns the proposal for a business or industrial organization to locate, expand, or remain in the State; ____ (5) To consider the investment of public funds; -1-

180

____ (6) To consider the marketing of public securities; ____ X (7) To consult with counsel to obtain legal advice on a legal matter; ____ X (8) To consult with staff, consultants, or other individuals about pending or potential litigation; ____ (9) To conduct collective bargaining negotiations or consider matters that relate to the negotiations; ____ (10) To discuss public security, if the public body determines that public discussion would constitute a risk to the public or to public security, including: (i) the deployment of fire and police services and staff; and (ii) the development and implementation of emergency plans; ____ (11) To prepare, administer, or grade a scholastic, licensing, or qualifying examination; ____ (12) To conduct or discuss an investigative proceeding on actual or possible criminal conduct; ____ (13) To comply with a specific constitutional, statutory, or judicially imposed requirement that prevents public disclosures about a particular proceeding or matter; ____ (14) Before a contract is awarded or bids are opened, to discuss a matter directly related to a negotiating strategy or the contents of a bid or proposal, if public discussion or disclosure would adversely impact the ability of the public body to participate in the competitive bidding or proposal process.

X (15) To discuss cybersecurity, if the public body determines that public discussion would ____ constitute a risk to: (i) security assessments or deployments relating to information resources technology; (ii) network security information, including information that is: 1. Related to passwords, personal identification numbers, access codes, encryption, or other components of the security system of a governmental entity; 2. Collected, assembled, or maintained by or for a governmental entity to prevent, detect, or investigate criminal activity; or 3. Related to an assessment, made by or for a governmental entity or maintained by a governmental entity, of the vulnerability of a network to criminal activity; or (iii) deployments or implementation of security personnel, critical infrastructure, or security devices.

General Provisions Article, § 3-103 (a): ____ (1) To carry out an administrative function; ____ (2) To carry out a judicial function; ____ (3) To carry out a quasi-judicial function.

2

181

FOR EACH CITATION CHECKED ABOVE, THE REASONS FOR CLOSING AND TOPICS TO BE DISCUSSED: 1. To receive the Financial Statement Audit Results.

2. To receive an update from the Office of Enterprise Risk Management.

3. To receive an update from the Office of Internal Audit.

THE BOARD MAY RECONVENE IN PUBLIC SESSION AT THE CONCLUSION OF THE CLOSED SESSION IF NECESSARY TO TAKE ANY FINAL AND BINDING ACTION.

This statement is made by Larry R. Ellis

Chair of the Audit and Institutional Assessment Committee

SIGNATURE:

*********** FOR USE IN MINUTES OF NEXT REGULAR MEETING: *************** TOPICS DISCUSSED AND ACTION(S) TAKEN (IF ANY):

-3-

182

BOARD OF REGENTS MORGAN STATE UNIVERSITY SUMMARY OF ITEM FOR ACTION

TOPIC:

Approval of Annual Financial Statement Audit Results for Year Ending June 30, 2025

COMMITTEE:

Audit and Institutional Assessment

DATE OF MEETING:

May 11, 2026

BRIEF EXPLANATION: Every year, the University undergoes a financial statements audit which is conducted by an independent external auditing firm. This exercise provides assurance that the University’s financial statements are free from material misstatement and fairly presents the institution’s financial position in accordance with generally accepted accounting principles/standards (i.e., GAAP). It also helps to maintain financial integrity, regulatory compliance, and trust with stakeholders and creditors.

The annual audit for year ending June 30, 2025 was performed by SB & Company (SBC). The audit results were presented to the Audit Committee in February in closed session. SBC issued an unmodified (clear) opinion of the University’s financial statements and found no materials weaknesses or instances of fraud.

FISCAL IMPACT:

N/A

PRESIDENT’S RECOMMENDATION:

The President recommends approval.

COMMITTEE ACTION: _________________________________________

DATE: _________________

BOARD ACTION: _________________________________________

DATE: _________________

183

Leadership | Innovation | Integrity | Diversity | Excellence | Respect

MORGAN.EDU