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2020 - Annual Meeting of the Board of Trustees - Agenda

THE UNIVERSITY OF TENNESSEEBOARD OF TRUSTEES

2020 ANNUAL MEETING OF THE BOARD OF TRUSTEES

June 26, 2020 Virtual/Conference Call9:30 a.m. (EDT) Knoxville, Tennessee

AGENDA

I. Call to Order and Invocation

II. Roll Call

III. Opening Remarks by the Chair

IV. Requests to Address the Board [if any not heard in a committee]

V. President’s Address

VI. COVID-19 and Guiding Principles for Fall 2020 Reopening —Action/Roll Call Vote ..........Tab 1

VII. Adoption of UAPA Rule (Student Immunization Requirements)—Action/Roll Call Vote..Tab 2

VIII. Committee Reports: .........................................................................................................................Tab 3

A. Report of the Education, Research and Service Committee

1. Proposed Revisions to Committee Charter—Action/Roll-Call Vote ........................Tab 3.1

B. Report of the Finance and Administration Committee

1. FY 2020-21 Operating Budget (including Salary Plan, Student Tuition and Fees,

and Room and Board Rates)—Action/Roll-Call Vote .................................................Tab 3.2

C. Report of the Audit and Compliance Committee ..............................................................Tab 3.3

D. Report of the Special Committee on UT Athletics Programs ...........................................Tab 3.4

IX. Board Governance Matters: ............................................................................................................Tab 4

A. Election of the Chair of the Board—Action/Roll Call Vote ..............................................Tab 4.1

B. Appointment of Standing Committees and Chairs—Action/Roll Call Vote ................Tab 4.2

C. Proposed Revision to Bylaws—Action/Roll Call Vote .....................................................Tab 4.3

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2020 - Annual Meeting of the Board of Trustees - Agenda


Note concerning items X. E and F: The Bylaws of the Board provide that any item unanimously approved by a committee that is meeting in conjunction with a meeting of the Board will be placed on the consent agenda of the Board meeting. Therefore, any item that is not unanimously approved in committee will be moved to the regular agenda of the Board. Further, any Trustee may request that an item on the consent agenda of the Board be moved to the regular agenda even if unanimously approved in committee.

X. Consent Agenda—Action/Roll-Call Vote ....................................................................................Tab 5

A. Minutes of Prior Meetings ......................................................................................................Tab 5.1

B. Resolution Appointing a Managerial Group for U.S. Government Contracts ...............Tab 5.2

C. Reappointment of a UT Member of the University Health System

Board of Directors ....................................................................................................................Tab 5.3

D. Approval of Board Meeting Dates (2020-2021)....................................................................Tab 5.4

E. Items from the Education, Research, and Service Committee ..........................................Tab 5.5

1. Grant of Tenure upon Initial Appointment 2. Grant of Tenure upon Early Consideration 3. New Academic Programs4. Program Modifications5. Authorization for Conferral of Degrees, 2020-21 Academic Year

F. Items from the Finance and Administration Committee ...................................................Tab 5.6

1. Capital Outlay Funding Requests, FY 2021-22 through FY 2025-262. Capital Maintenance Funding Requests, FY 2021-22 through FY 2025-263. Revenue/Institutionally-Funded Capital Projects, FY 2020-21 and FY 2021-224. Use of UHS Proceeds5. Distribution of Corpus from Haslam College of Business Quasi-Endowment6. Ratification of Quasi-Endowments Created during FY 2019-207. Granting of Easements8. FY 2020-2021 President Emeritus Agreement with Joseph E. Johnson9. Procedures Governing Compensation Increases during FY 2020-21

XI. Other Business

[Note: Under the Bylaws of the Board, items not appearing on the agenda may be considered only upon an affirmative vote representing a majority of the total voting membership of the Board. Other business necessary to come before the Board at this meeting should be brought to the Chair’s attention before the meeting.]

XII. Closing Remarks

XIII. Adjournment

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2020 - Annual Meeting of the Board of Trustees - VI. COVID-19 and Guiding Principles for Fall 2020 Reopening

AGENDA ITEM SUMMARY

Meeting Date: June 26, 2020

Item: COVID-19 and Guiding Principles for Fall 2020

Type: Action

On Thursday, June 25, 2020, the Board of Trustees received a briefing update regarding COVID-19, including the University Administration’s planning efforts for the Fall 2020 Academic Semester.

Attached is a proposed Resolution for consideration by the Board of Trustees setting forth certain guiding principles for the Fall 2020 Reopening.

[Resolution appears on the next page.]

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The University of TennesseeBoard of Trustees

Resolution ____-2020COVID-19 and Guiding Principles for Fall 2020

WHEREAS, on March 11, 2020, Interim President Boyd, in consultation with the Chancellors of the UT Campuses, announced that all in-person classes would be temporarily suspended as a proactive measure in response to the global COVID-19 outbreak;

WHEREAS, Governor Lee declared a state of emergency on March 12, 2020, and President Trump declared national emergency on March 13, 2020;

WHEREAS, on March 16, 2020, Interim President Boyd announced that all in-person delivery of classes would be moved online for the remainder of the Spring 2020 academic semester;

WHEREAS, at a Special Meeting held on March 27, 2020, President Boyd provided an update to the Board of Trustees regarding actions taken in response to COVID-19;

WHEREAS, on April 1, 2020, President Boyd, in consultation with the Chancellors of the UT Campuses, announced that summer session classes at all campuses would be delivered remotely;

WHEREAS, at a Special Meeting held on April 24, 2020, the Board of Trustees received another briefing on the University’s ongoing COVID-19 response;

WHEREAS, on May 8, 2020, the Audit and Compliance Committee received COVID-19 updates regarding (i) the work being done for submission of a claim to the Federal Emergency Management Agency (“FEMA”) for public assistance funding available to state and local jurisdictions (including higher education institutions) for certain emergency protective measures, and (ii) emerging priorities and planned adjustments to work plans for the Office of Audit and Compliance;

WHEREAS, the President’s Re-Opening Task Force issued a report, dated May 18, 2020, entitled “Best Practices for Re-Opening University of Tennessee Campuses” (the “Report”), a copy of which is attached hereto as Exhibit A;

WHEREAS, the Board of Trustees, in connection with its Annual Meeting, held a special focus session on Thursday, June 25, to consider (i) recommendations contained in the Report, (ii) proposed “UT System-wide Directives to Mitigate the Impact of COVID-19” (the “Directives”), and (iii) implementation plans under development

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for the reopening the University for the Fall 2020 academic semester informed by the Report, Directives, and public health guidance;

WHEREAS, ensuring the successful delivery of the University’s mission of education, discovery, outreach and public service is critical for our students and for serving the State of Tennessee, the nation and the world; and

WHEREAS, the pandemic necessitates continued flexibility with regard to the modality of instruction, academic calendars, and a variety of other matters that are unique to and necessary to help mitigate the spread of COVID-19;

NOW, THEREFORE, BE IT RESOLVED AS FOLLOWS:

1. Planning Efforts. The Board of Trustees commends the multiple system, campus, institute, and foundation task forces and subcommittees for their thoughtful deliberations andsolicitation of stakeholder input in bringing forth recommendations on how to safely and effectively continue the University’s work of educating students, conducting research, and serving our communities this fall.

2. Resumption of In-Person Instruction – Fall 2020. The Board of Trustees hereby authorizes the University Administration to proceed with taking such actions as may be necessary to resume in-person instruction for the Fall 2020 academic semester based on the best practices and recommendations set forth in the Report and as informed by other prevailing public health guidance.

3. Vulnerable Members of the University Community. The University shall continue to make reasonable accommodations to students, faculty, and staff who are considered to be at higher risk for severe illness or who live with or care for individuals in vulnerable populations, as identified by the U.S. Centers for Disease Control and Prevention (“CDC”).

4. Academic Calendars – Fall 2020. The Board of Trustees hereby ratifies the actions taken by each of the UT Campuses to adjust their respective Academic Calendar and course schedules for Fall 2020.

5. Flexibility and Adaptability. The UT Campuses and Institutes should strive to provide different modalities of instruction (in-person, hybrid, and remote), to the extent possible and appropriate based on the specific nature of curriculum and learning outcomes, to advance social distancing practices as recommended by the CDC.

6. Guiding Principles – COVID-19 Directives. The Board of Trustees hereby endorses the UT System-wide Directives to Mitigate the Impact of COVID-19. Further, the Board of Trustees hereby delegates to the President, as Chief Executive Officer, express authority to take such actions as he may deem necessary and appropriate to implement the Directives, other

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prevailing public health guidance, and as contemplated herein to advance the health, safety and welfare of students, faculty and staff.

7. Communication. University Administration shall continue to provide regular updates to the University community throughout the Fall 2020 academic semester, through its websites and other means of communication, regarding COVID-19 and actions that the University is taking in response thereto.

8. Suspension of In-Person Instruction. Notwithstanding the foregoing plans for the Fall 2020 academic semester, the President, upon advice of the Chancellors of each of the UT Campuses and in consultation with the Board Chair, is hereby authorized to suspend in-person instruction at one or more UT Campus locations as may be warranted in response to changing public health conditions.

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Best Practices for Re-opening University of Tennessee Campuses

From the University of Tennessee President’s Re-Opening Task Force, May 18th, 2020

INTRODUCTION

University campuses across the United States, including those in the UT System, are discussing

how best to continue delivering outstanding educational experiences in the context of the

ongoing COVID pandemic. The UT System has a presence in each of Tennessee’s 95 counties,

with major campuses in Knoxville, Chattanooga, Martin, and Memphis. The COVID-19 pandemic

continues to evolve rapidly and is presenting different challenges to different parts of the

State.1 The guidance contained here is intended to illuminate best practices for the varied

challenges that COVID-19 presents for a potential re-opening of UT campuses. It is based on

current knowledge of the pandemic, knowledge that is incomplete and may change over time.

These guidelines are purposefully broad to be applicable to all parts of the UT System. It is

recognized that these guidelines and associated practices will almost certainly evolve as the UT

System learns from our own experiences and the evolution of the pandemic, and incorporates

best practices from other Universities across the country, that will be addressing the same

issues.

Any plans for re-opening should recognize that some level of precautions will continue to be

necessary for at least 18-24 months, by which time it is hoped that a vaccine or highly effective

therapy will have been identified, manufactured, and distributed widely enough to allow a

return to normal activities of daily living including normal campus life and classes. However, it is

unknown whether there will be a second wave of disease in the fall or winter that cannot be

managed without a return to restrictive measures. Accordingly, guidelines must cover the

entire academic year and must also prepare for the possibility that another series of lockdowns

might occur.

While many aspects of didactic learning can be successfully transitioned to online instruction,

the social aspects of education, i.e., learning from others in informal or formal groups, are more

difficult virtually. The task force agrees with national experts that we will not return to campus

life just as it was before, but also that the on-campus experience offers significant value. In a

University setting, several factors combine to make it unlikely that transmission of COVID-19

can be eliminated with typical campus activities. Policies intended to restrict gatherings and

avoid close contact are unlikely to be highly effective in a campus setting, particularly when

considering a time frame of months or potentially even years. We will be experiencing a new

normal where we must manage through the risks. We will do many things differently, with the

primary goal of keeping our students and faculty safe while delivering an outstanding

educational experience.

Exhibit A

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Summary of key concepts.

1) Eliminating transmission of the virus on UT campuses is not a realistic option; our efforts

should be focused on managing the spread of infection and mitigating the impact of

COVID-19 on the quality of the educational experience and on the health of our

students, faculty, staff, and communities.

2) Education on COVID-19 should be provided to all students, parents, faculty, and staff,

highlighting the risks of personal infection and the potential consequences of spread to

others.

3) On-campus transit options and campus facilities including dormitories, classrooms,

dining halls, and other common use areas should be re-imagined in a manner that

provides them opportunity to practice good personal hygiene and social distancing.

4) Strict measures must be put in place to prevent transmission of the novel coronavirus to

faculty, staff, students and members of the community with a particular focus on high-

risk individuals. Campus policies and procedures should provide flexibility to all

members of the community to make appropriate decisions about their safety.

5) Robust plans should be developed to manage COVID-19 infections on campus.

6) Courses should be re-structured to provide safer learning environments that include

social distancing and flexible online learning options, where feasible.

7) Special situations such as travel of students off campus, visitation on campus of

travelers from outside the community, and organization of events on-campus represent

significant risks for spread of COVID-19.

SLOWING TRANSMISSION OF THE NOVEL CORONAVIRUS

Education. Education about the risks of COVID-19 and the policies put in place to increase the

safety of our students, parents, faculty, staff, and communities are the cornerstones of any plan

to decrease transmission.

a) Educational packets should be developed for all students, parents, faculty, and staff and

posted online for easy public access. Risks to individuals and the risk of spreading the

virus to others should be described.

b) An agreement should be developed for both students and parents (when applicable)

stating that they have carefully read the educational materials and understand the

contents. The agreement should include an understanding of the risks to the students

and the risks to parents and others in the household should a student return home and

inadvertently transmit the virus.

c) A general overview of COVID-19 including infection prevention and control measures

(hand hygiene, respiratory etiquette, physical distancing, cleaning and disinfection),

signs and symptoms, testing, transmission, and credible resources should be provided to

all faculty, staff and students at multiple times throughout the academic year. The

Exhibit A

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delivery of this content should be through a variety of platforms including online

modules, social media, and signage. Completion of online modules is required of all

faculty, staff, and students. Instruction on the ethical issues inherent in convening on

campus during a pandemic should be part of fall orientation for all students.

d) A social contract should be developed for students that provides an opportunity for

them to agree that they will practice behaviors and abide by policies designed to

decrease the risk of transmission to others.

Managing the campus environment. To the degree possible, transit options and facilities

should be re-imagined to provide opportunities for social distancing and good personal

hygiene.

a) On campus transit options should follow CDC guidelines for safe operation.2 Campuses

should consider development of alternate means of transportation that reduce

passenger density.

b) Re-imagine facilities intended for student use including dormitories, classrooms,

cafeterias, libraries, and other places students gather based on recommendations from

CDC for businesses3 and shared housing.4 A campus-specific checklist could be

developed to assist in assessing and altering facilities.

c) To the degree possible, flow of students through the campus should be regulated to de-

densify walkways and create one-way paths by staggering class schedules, adding

signage, and creating physical barriers to separate students during transit.

d) An isolation dormitory or other alternate living space should be designated or created to

house infected students in isolation (c.f. “Testing for COVID-19” section below for more

details).

Personal hygiene and behaviors. UT should provide options for students, faculty, and staff to

adhere to best practices for personal hygiene and safety.

a) Sinks with running water, soap, and disposable towels (not air dryers) should be widely

available.

b) Hand sanitizer should be widely available in all areas where people may go in the course

of normal campus activities. Portable containers of hand sanitizer should be made

readily available free of charge.

c) Options should be available whenever possible to allow students to segregate physically

or move to a virtual environment for campus activities including classes.

d) Face coverings should be made available and at multiple easily accessible locations.

e) In general, the autonomy of those who wish to adopt behaviors that provide maximal

personal safety should be respected and facilitated.

Re-imagining classes. Campuses may evaluate classes and coursework and consider re-

imagining them, providing safer options for students to learn and instructors to teach. Examples

of re-imagined instruction could include:

Exhibit A

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a) A hybrid mode of learning that provides for online learning options when feasible.

b) Large classes offered entirely by online instruction or re-imagined with alternating

schedules for in person instruction that allow fewer students to be present in any

particular class. The American College Health Association5 defines large classes as those

with 30 or more participants, but individual campuses may develop different definitions

based on the characteristics of their classrooms and the opportunities to modify them

for appropriate social distancing.

c) Smaller classes moved into larger venues to allow better spacing.

d) Staggered schedules and standard class times that are spaced further apart to reduce

the density of students during ingress, egress, and transit between classes, including

consideration of weekend instruction if feasible.

e) When considering face-to-face group activities within courses, placing students into

cohorts to the extent possible so that members of the groups remain static over time

and mixing or cross-over between groups is uncommon.

f) Individual campuses develop a checklist or guidance that provides instructions on

providing a safe learning environment which can be used by course directors when

planning individual classes.

g) In addition to the above measures, consider altering requirements for vulnerable

students to take specific classes (e.g., requirements for majors), where safe instruction

cannot be managed, through deferral or elimination of the requirements.

h) Consider the risk status of faculty and teaching assistants, together with interests in

specific instructional models, when making decisions on how instruction will be

delivered; courses with choices of instructors may be assigned to faculty based on these

restrictions or aligned with these specific interests as feasible.

i) Track in-person attendance carefully to facilitate contract tracing in the event of

infection, but allow students to retain full autonomy over whether they choose to be

physically present or participate in another approved manner.

j) Encourage innovation in learning methods, recognizing that this is a fluid situation that

may require in-progress adjustments and re-thinking of best practices for the long-term.

Handling transitions between on-campus and off-campus. Transitions of students off campus

and visitation of others on campus represent opportunities for transmission of the novel

coronavirus.

a) Students should be encouraged to remain on campus for as much of the year as

possible.

b) For those campuses with residential housing, dates for moving into resident halls should

be staggered to reduce density during this period.

c) Policies should be developed to manage student travel off campus including returning

home. These policies may include notification of campus authorities for health tracking

reasons, screening for infection, testing for infection, quarantine upon return, or other

Exhibit A

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measures. International travel and travel to areas with a significant burden of COVID-19

in the community may be restricted or result in more stringent measures.

d) Consideration should be given to compressing semesters by eliminating breaks. Altering

start and end dates for other portions of the future academic calendar may need further

consideration based on the continued evolution of the pandemic.

e) Policies should be developed to manage travel to domestic and international hotspots.

f) Policies should be developed to create a safe environment and monitor visitation by

parents, visiting professors, campus tours, and other visitors. These policies should be

flexible enough to account for different levels of community or on-campus transmission

of COVID-19 and thus different levels of risk.

Managing events. Traditional events that include large numbers of persons in confined spaces

(e.g., concerts, spectator sports, pep rallies, graduation ceremonies) represent a significant risk

for spread of COVID-19.

a) Events that are expected to draw large gatherings should be assessed in the context of

the evolving pandemic and consideration should be given to moving them online or

canceling them. The definition of a large gathering might differ on individual campuses

based on the characteristics of available venues to provide a safe environment; CDC

provides guidance in this context that should be updated throughout the year.6

b) Events that are expected to draw large gatherings, but that can potentially be safely

conducted in large venues, should develop a safety plan which includes mitigating the

spread of COVID-19. This safety plan should be reviewed by an un-biased panel of

experts for prior approval.

c) In communities with local transmission, if more strict public health policies are in effect

(i.e., no groups of 10 or more), the more stringent policy should be followed.

d) An athletics and sports medicine action plan should be developed to give specific

guidance on athletics and protection of athletes following guidance from the American

College Health Association.5

Managing the campus when COVID-19 (+) students are identified. Campus administrators

should consider taking steps to mitigate the spread of COVID-19 when (+) students are

identified.

a) Report all positive COVID-19 tests to local public health officials and coordinate

responses with those officials.

b) In consultation with local health authorities, consider short-term (2-5 days) closures of

buildings, spaces, or other facilities where COVID-19 (+) individuals have been present to

allow time for contact tracing and cleaning and disinfection.

c) Consider closure or other measures for the entire campus for larger outbreaks,

particularly if community transmission outside of the campus is widespread. Potential

triggers for wider closures:

i. Rapid or exponential rise in cases on campus.

Exhibit A

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ii. Campus is developing capacity issues for managing COVID-19 (+) individuals (e.g.,

housing shortages, strained ability to clean and disinfect buildings or spaces).

iii. Serious outcomes from COVID-19 are experienced on campus.

iv. Community or state health advisors or governmental officials are increasing the

stringency of control measures in the face of rising cases.

MITIGATING THE IMPACT OF COVID-19 ON INDIVIDUALS

Student Health. Student health services will be the first line of defense for managing COVID-19

infections on campus.

a) Resources for student health services should be increased. Students concerned about

COVID-19 should be able to easily access student health services on a same-day

appointment basis. Barriers to access should be identified and removed.

b) Mental health services capacity should be increased. There is concern that anxiety,

depression, and suicide rates will be higher among students this year due to COVID-19

and the associated isolation and social distancing measures that are being put into

place.

c) Student health services should develop treatment protocols for COVID-19 with the input

of local public health and healthcare officials, including plans for transfer to a higher

level of care as needed.

d) Student health services should manage infected students in an isolation dormitory or

similar alternate living facility. Management in this context should include placement

and monitoring for worsening of symptoms requiring escalation of care. Campus

administration should also make provision for delivery of meals.

e) Syndromic surveillance of influenza-like-illness and COVID-19 symptoms should be

established and carefully monitored. This may fall within the purview of student health

services with the assistance of public health resources or may be developed separately

by UT epidemiologists and faculty engaged in public health instruction or research,

depending on campus-specific resources.

f) Vaccination against influenza, when not medically contra-indicated, should be

considered as a condition of being on campus this year so that influenza outbreaks do

not mask COVID-19 spread. Student health services should be prepared for mass

vaccination of faculty, staff, students, and contractors who come on campus.

g) Plans should be made to facilitate large-scale distribution of future COVID-19 vaccines

when available.

Faculty and staff training and workplace considerations. The safest work environment

possible must be provided for faculty and staff in the course of their duties.

Exhibit A

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a) All faculty and staff should complete training on COVID-19 and policies regarding return

to work and return to school.

b) Workplaces should be modified, and policies should be created in line with guidance

produced by CDC for Institutions of Higher Learning.6

c) Masks or face coverings should be worn at all times when the possibility for contact with

others exists.

d) Screening for signs of infection or contact with persons potentially ill with COVID-19

should be required daily, prior to entering the workplace.

e) Remote work should be encouraged for all faculty and staff when feasible.

f) At-risk individuals should explore alternatives to being on campus such as teaching or

working remotely. If unable to work remotely or utilize online methods due to the

nature of the instruction, such individuals should consider not teaching this year or

creative scheduling or assignments.

Testing for COVID-19. A comprehensive strategy to provide testing within one working day for

all students, faculty, and staff with symptoms of COVID-19 should be in place on all campuses.

a) Criteria for testing and re-testing should be in accordance with guidelines from the

Infectious Disease Society of America.7

i) All symptomatic individuals should be tested.

ii) Symptomatic individuals for whom there is a strong suspicion of COVID-19

should be re-tested if the initial test is negative.

iii) Asymptomatic individuals who have had close contact exposure to a COVID-19

(+) individual should be tested. This may result in testing of multiple students

during cluster investigations if they share classes or living quarters.

iv) Campuses should consider surveillance measures as appropriate and available.

b) At present all testing should be by standard nucleic acid amplification tests (e.g., RT-

PCR). As other options, including rapid testing and antigen testing become available, this

guidance may change.

c) All campuses should have a strategy to access testing laboratories with a 24 hour or less

turnaround time. This may be through on campus test development or via agreements

with commercial laboratories to prioritize testing of symptomatic students.

d) Innovative strategies to facilitate access to testing may be considered, including

distribution of self-test kits with multiple locations for kit drop-off.

e) Campuses should develop policies that require reporting of tests and of positive results

of tests as a condition of being on campus for all faculty, staff, and students.

f) Campuses should be prepared to perform rapid contact tracing, isolation, and

monitoring of individuals with close contact exposure to COVID-19 (+) persons. This

should be coordinated with the local health department as only they have statutory

authority to mandate quarantine or isolation. Contacts who become symptomatic

should be tested.

Exhibit A

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g) Faculty, staff, and students should self-isolate if experiencing symptoms of COVID-19

until test results and, when relevant, re-testing results are available. Faculty and staff

should remain off campus when isolated.

h) Students found to be positive should be quarantined in an isolation dormitory or other

living arrangement until they can safely return to class following CDC guidelines for

return to work for healthcare workers.8 Currently these are:

i) If symptomatic, at least 3 days have passed since recovery and improvement of

respiratory symptoms (e.g., cough) has occurred and at least 10 days have

passed since onset of symptoms

ii) If asymptomatic, at least 10 days have passed after testing is completed.

iii) Do not use “test-based strategies,” as defined by CDC, in the campus setting

because positive results by PCR can be seen in some individuals for prolonged

periods of time after recovery.

i) Students should be discouraged from returning home if found to be positive (as an

alternative to being housed in an isolation space on campus) as this might facilitate

spread to back into households or other communities.

Testing for immunity. At present, antibody tests for immunity are not sufficiently accurate nor

widely available enough to be considered a part of campus-based strategies. However, this is

expected to change in the coming months, and antibody testing strategies may have significant

utility.

a) Campuses may consider widespread testing for immunity to COVID-19 as part of a

comprehensive strategy to control COVID-19. Several gaps in knowledge exist that make

this difficult at present:

i) The accuracy of currently available tests is unknown, and currently available

tests only provide a “positive or negative” answer, not an antibody titer.

ii) The relationship between antibody titer and neutralization capacity is not known

for SARS-CoV-2.

iii) The relationship between antibody titer or neutralization capacity and

protection from COVID-19 is not known.

iv) The relationship between antibody titer and positive results on commonly

available antibody tests is not known.

b) Once the answers to items in a) above are clearer, campuses could consider

implementing antibody testing in a variety of potential scenarios:

i) Testing of all students, either at a fixed point in time (e.g., prior to return home

for the winter break) or periodically (e.g., quarterly) to monitor sero-conversion

(development of an antibody response).

ii) Testing of all faculty and staff in contact with students to determine who might

be considered immune and at lower risk for developing COVID-19.

iii) Testing of COVID-19-exposed students to allow exemption from isolation if

considered immune.

Exhibit A

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iv) Testing of student athletes as a form of pre-participation screening for certain

higher risk activities.

c) The benefits of antibody testing must be weighed against the costs. It is unlikely that

levels of antibody positivity predictive of herd immunity (estimated at > 80% of the

population immune) can be achieved in the absence of an efficacious vaccine, but

significant but lower levels of antibody positivity or knowledge of the immune status of

individuals may allow more nuanced policies to be developed that enhance campus life

while maintaining safety.

Health promotion. In the face of this pandemic and the altered living accommodations and

intense pressures it is placing on society, a focus on positive health promotion is needed more

than ever.

a) Campuses should develop innovative measures to promote health despite the

restrictions imposed by policies to protect faculty, staff, and students from COVID-19.

This may include conversion of spaces to facilitate exercise or meditation, increased

time or allowances for exercise, and education about healthy eating and improved

provision of healthy eating choices.

b) A significant effort should be made around preservation and monitoring of mental

health, as well as identification and treatment of mental health issues.

Further Information and References

1) Tennessee Department of Health. COVID-19 Epidemiology and Surveillance Data.

https://www.tn.gov/content/tn/health/cedep/ncov/data.html

2) Centers for Disease Control. Guidance for Bus Transit Operators.

https://www.cdc.gov/coronavirus/2019-ncov/community/organizations/bus-transit-

operator.html

3) Centers for Disease Control. Guidance for Businesses.

https://www.cdc.gov/coronavirus/2019-ncov/community/guidance-business-response.html

4) Centers for Disease Control. Guidance for Shared Housing.

https://www.cdc.gov/coronavirus/2019-ncov/community/shared-congregate-house/guidance-

shared-congregate-housing.html

5) American College Health Association. Updates on COVID-19.

https://www.acha.org/ACHA/Resources/Topics/COVID-19_Update.aspx

6) Centers for Disease Control. Guidance for Institutions of Higher Learning.

https://www.cdc.gov/coronavirus/2019-ncov/community/guidance-ihe-response.html

Exhibit A

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https://www.tn.gov/content/tn/health/cedep/ncov/data.html

https://www.cdc.gov/coronavirus/2019-ncov/community/organizations/bus-transit-operator.html

https://www.cdc.gov/coronavirus/2019-ncov/community/organizations/bus-transit-operator.html

https://www.cdc.gov/coronavirus/2019-ncov/community/guidance-business-response.html

https://www.cdc.gov/coronavirus/2019-ncov/community/shared-congregate-house/guidance-shared-congregate-housing.html

https://www.cdc.gov/coronavirus/2019-ncov/community/shared-congregate-house/guidance-shared-congregate-housing.html

https://www.acha.org/ACHA/Resources/Topics/COVID-19_Update.aspx

https://www.cdc.gov/coronavirus/2019-ncov/community/guidance-ihe-response.html


7) Infectious Disease Society of America. Guidance for diagnostic testing.

https://www.idsociety.org/practice-guideline/covid-19-guideline-diagnostics/

8) Centers for Disease Control. Guidance for Return to Work.

https://www.cdc.gov/coronavirus/2019-ncov/hcp/return-to-work.html

Exhibit A

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https://www.idsociety.org/practice-guideline/covid-19-guideline-diagnostics/

https://www.cdc.gov/coronavirus/2019-ncov/hcp/return-to-work.html


UT SYSTEMWIDE DIRECTIVES TO MITIGATE IMPACT OF COVID-19

The University of Tennessee is committed to managing the spread of infection and

mitigating the impact of COVID-19 on the quality of the educational experience and on

the health of its students, faculty, staff, and communities. As part of UT’s efforts, the

following requirements shall be applicable systemwide at UT during the 2020-21

academic year1:

1. Social distancing/Masks and other face coverings. All employees, students, and

visitors on campuses or at other UT locations must observe appropriate social

distancing whenever possible, and must wear a mask or other face covering as

directed by the UT System or applicable campus or institute, if proper social

distancing cannot be maintained, or as otherwise required by entities with which

UT collaborates or affiliates.

2. COVID-19 testing protocol.

a. Before arriving on campus or the workplace: All campuses and institutes

must agree on a coordinated and consistent plan, based on availability of

supplies and personnel, for testing employees and students prior to the

start of the fall 2020 semester. This plan must be approved by President

Boyd by August 1, 2020. Tests required by the approved plan could be

obtained from a private health care provider, a local health department, or

testing centers that will be made available on UT campuses.

b. While on campus or at other UT facilities: In accordance with guidelines

from the Infectious Disease Society of America, testing will be required for

all symptomatic individuals and all asymptomatic individuals who have

had close contact exposure to others who have tested positive for COVID-

19. Also, employees and students may be required to participate in

additional testing during the academic year for surveillance purposes.

3. Contact tracing. In the event that an employee or student has a positive COVID-

19 test, the individual must report the positive test to the office designated by the

UT System or applicable campus or institute and provide reasonable assistance to

health professionals in conducting appropriate contact tracing.

1 These directives are based on recommendations and guidance from several public health sources, including the CDC, Tennessee Pledge, and UT President’s Re-Opening Task Force.

Exhibit B

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4. Immunizations. All employees and students must have a flu immunization when

it becomes available. Also, if a medically-approved COVID-19 immunization is

developed during the 2020-21 academic year, all employees and students must

have that vaccination. An exception may be granted if an employee or student has

a reasonable objection for religious or medical reasons, or if a student will only be

taking online classes and does not live in campus housing.

5. Education. All employees must complete an online return-to-work training

module provided by the UT system or their respective campus or institute. All

students must complete an online return-to-campus training provided by their

respective campus.

6. Self-wellness checks. All employees and students should complete a daily self-

observation, in accordance with procedures developed by the UT System or

applicable campus or institute, about their health prior to coming to campus or

other UT locations each day.

7. Travel. Only essential UT-related travel will be allowed. The UT System or

applicable campus or institute will define “essential” and establish policies and

approval processes for all domestic and international travel by its respective

employees. All employees must comply with applicable CDC guidance upon

returning from travel, including any recommended self-isolation periods.

8. Dining guidelines. All on-campus dining services must be operated in compliance

with applicable guidelines from the CDC and the Tennessee Pledge.

9. Housing/building cleaning. All UT buildings, including academic buildings and

housing, must be cleaned and disinfected regularly in accordance with applicable

guidelines from the CDC.

10. Visitors on campus. All visitors on campuses or at other UT locations must comply

with requirements regarding social distancing, masks, and other public health best

practices as required by the UT system, a campus or institute, or local government,

as applicable.

11. Events. All large events and social gatherings held on campuses or at other UT

locations must comply with applicable CDC, state, or local health guidance;

provided, however, that athletics events may be conducted in accordance with

relevant NCAA and athletic conference guidelines.

Exhibit B

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2020 - Annual Meeting of the Board of Trustees - VII. Adoption of UAPA Rule (Student Immunization Requirements)

Page 1

AGENDA ITEM SUMMARY


Item: Adoption of UAPA Rule (Student Immunization Requirements)

Type: Action

Presenter: Ryan Stinnett, General Counsel

Background Information

To mitigate the impact of COVID-19 on university campuses in fall 2020, several public health experts recommend that students have the seasonal flu and other immunizations. In order to require its students to have such immunizations, the University must adopt a rule pursuant to the Uniform Administrative Procedures Act (Tenn. Code Ann. § 4-5-101,et seq.). Under that Act, the University may adopt an emergency rule if the agency finds that “[a]n immediate danger to the public health, safety or welfare exists, and the nature of this danger is such that the use of any other form of rulemaking authorized by this chapter would not adequately protect the public.” The University has determined that its emergency rule satisfies that standard because, without the emergency rule, the University would not be able to require students to have the flu immunization and/or any other immunizations that may be recommended by the Centers for Disease Control and Prevention (CDC) or the Tennessee Department of Health, which are deemed to aid in preventing, controlling, or monitoring the spread of COVID-19, during the fall semester of 2020.

The emergency rule would give the University the flexibility to require any immunizations recommended by the CDC and/or the Tennessee Department of Health, including the seasonal flu vaccine and other currently undeveloped vaccines in the future. Exceptions may be granted for students that have medical contraindications, religious objections, or are only enrolled in online classes at the University.

The emergency rule, drafted in the required UAPA rule format and titled “Chapter 1720-01-17: COVID-19 and/or Flu Student Immunization Requirements,” appears in the meeting materials. Upon adoption by the Board, the emergency rule will be filed with the Tennessee Secretary of State under the rulemaking procedures of the UAPA. The emergency rule will be effective for up to 180 days. Prior to expiration of the emergencyrule, the University intends to promulgate a permanent rule regarding these and other required student immunizations.

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Page 2

Board Action

The Chair will ask a member of the Board to make a motion to approve the following Resolution.

Resolved:

1. The emergency student immunization rule for The University of Tennessee,titled “Chapter 1720-01-17: COVID-19 and/or Flu Student Immunization Requirements,” is hereby approved as presented in the meeting materials, which shall be attached to this Resolution after adoption and shall become effective after completion of the rulemaking procedures under the Uniform Administrative Procedures Act.

2. The proper officers of the University shall be and hereby are authorized to take any and all such actions as may be required or which they may deem necessary or appropriate in order to implement the emergency rule upon it becoming effective.

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Rulesof

The University of TennesseeChapter 1720-01-17

COVID-19 and/or Flu Student Immunization Requirements

New Chapter

Table of Contents is added to Chapter 1720-01-17 COVID-19 and/or Flu Student Immunization Requirements and shall read as follows:

1720-01-17.01 General1720-01-17.02 General Exemptions1720-01-17.03 COVID-19 and/or Flu Related Immunization1720-01-17.04 Proof of COVID-19 and/or Flu Immunization

1720-01-17.01 General is added to Chapter 1720-01-17 COVID-19 and/or Flu Student Immunization Requirements and shall read as follows:

1720-01-17-.01 General

(1) The purpose of this section is to establish a uniform policy for COVID-19 and/or Flu immunization requirements for students of the University of Tennessee (“the University”)due to the global COVID-19 pandemic. These rules are subject to any superseding federal or state law and are not to be construed as limiting the University in other areas.

(2) For the purpose of this section, the term “student” means a person admitted, enrolled, or registered for study at the University, either full-time or part-time, pursuing undergraduate, graduate, or professional studies, as well as non-degree seeking students in University programs.

(3) For the purpose of this section, the term “COVID-19 vaccine” means an immunization to prevent or reduce the chance of someone becoming ill from 2019 novel coronavirus, also known as SARS-CoV-2, which causes COVID-19.

(4) For the purpose of this section, the term “seasonal flu vaccine” means an immunization to prevent or reduce the chance of someone becoming ill from influenza A and B viruses that spread and cause illness in people during the time of year known as the “flu season.” Influenza A and B viruses cause annual U.S. influenza epidemics during fall, winter, and spring, and circulate among people worldwide.

Authority: T.C.A. § 49-7-124(g); T.C.A. § 49-9-209(e).

1720-01-17.02 General Exemptions is added to Chapter 1720-01-17 COVID-19 and/or Flu Student Immunization Requirements and shall read as follows:

1720-01-17-.02 General Exemptions

(1) The following students are exempted from all COVID-19 and/or Flu immunization requirements:

(a) Students enrolling in a course of study that is exclusively online and does not involve any experiential component.

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(b) Students enrolled in a dual enrollment program offered exclusively on the site of a local education authority or secondary school.

(c) Students that provide written documentation from a licensed physician, nurse practitioner, or other medical professional approved by the University or a health department that a particular vaccine is contraindicated for one (1) of the following reasons:

1. The student meets the criteria for contraindication set forth in the manufacturer’s vaccine package insert; or

2. The student meets the criteria for contraindication published by the Centers for Disease Control (CDC) or the Advisory Committee on Immunization Practices (ACIP); or

3. In the best professional judgment of the approved medical professional, based upon the student’s medical condition and history, the risk of harm from the vaccine outweighs the potential benefit.

(d) Students that provide the University with a written statement from a parent or guardian, or, in the case of an adult student, the student, affirmed under the penalties of perjury, that the COVID-19 and/or Flu vaccination conflicts with the religious tenets and practices of the parent or guardian or, in the case of an adult student, the student. The term “adult student” means a person who is eighteen (18) years or older and not under the care of a guardian, or is an emancipated minor.

(e) Students that satisfy any other regulatory, statutory, or legal exemption.

Authority: T.C.A. § 49-7-124(c) and (g).

1720-01-17.03 COVID-19 and/or Flu Related Immunization is added to Chapter 1720-01-17 COVID-19 and/or Flu Student Immunization Requirements and shall read as follows:

1720-01-17-.03 COVID-19 and/or Flu Related Immunization

(1) In order to protect the health and safety of the University community from COVID-19, the University may require students to have any immunizations that are recommended by the Centers for Disease Control and Prevention (CDC) or the Tennessee Department of Health, and which are deemed to aid in preventing, controlling, or monitoring the spread of COVID-19. Such immunizations may include but are not limited to a COVID-19 vaccine if one (1) is developed and/or the seasonal Flu vaccine. If the University requires any immunizations under this rule, the University shall establish a timeframe for providing proof of such immunization to the University. For any multi-dose immunization required under this rule, students will satisfy the requirement by providing proof of having timely obtained the initial dose of the immunization, then subsequently providing proof of having timely obtaining all subsequent doses of the immunization.

(2) Any student who does not provide proof of COVID-19 and/or Flu immunization in accordance with the timeframe established by the University and after notification of the requirement shall be permitted to continue to be enrolled in classes that are available for remote learning, but shall not be permitted to participate in on-campus classes or activities.

Authority: T.C.A. § 49-7-124(g).

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1720-01-17.04 Proof of Immunization is added to Chapter 1720-01-17 COVID-19 and/or Flu Student Immunization Requirements and shall read as follows:

1720-01-17-.04 Proof of COVID-19 and/or Flu Immunization

(1) Proof of COVID-19 and/or Flu immunization may include, but not be limited to:

(a) Completed Certificate of COVID-19 and/or Flu Immunization form signed by a health care provider;

(b) Health department or medical provider COVID-19 and/or Flu immunization card or shot record; or

(c) Any other proof deemed appropriate by the University and allowed by state law or regulation.

Authority: T.C.A. § 49-7-124(g).

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2020 - Annual Meeting of the Board of Trustees - VIII. Committee Reports

AGENDA ITEM SUMMARY


Item: Proposed Committee Charter Amendments

Type: Action

Presenter: Donnie Smith, Chair, Education, Research and Service Committee


Pursuant to the Committee Charter, the Committee Chair, in consultation with Committee staff, shall review the charter prior to each Annual Meeting of the Board to determine whether the Committee is carrying out its responsibilities effectively and whether any revisions to the charter should be submitted to the Committee for recommendation to the Board.

In this regard, certain clarifying revisions to the charter have been reviewed and recommended by the Committee for approval by the Board of Trustees. The proposed amendments to the Education, Research and Service Committee Charter follow this memorandum.

Board Action


Resolved:

1. On the recommendation of the Education, Research and Service Committee, the Board of Trustees hereby adopts the proposed amendments to the Education, Research and Service Committee Charter as presented at the meeting, which shall be attached to this Resolution after adoption; and

2. The Secretary is authorized to make format changes and any necessary grammatical, spelling, or other technical corrections to the Committee Charterbefore publication.

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THE UNIVERSITY OF TENNESSEE BOARD OF TRUSTEES

EDUCATION, RESEARCH, AND SERVICECOMMITTEE CHARTER

PURPOSE

The Education, Research, and Service Committee shall assist the Board in overseeingthe University’s educational mission of teaching, research, and service, including matters related to academic programs, the faculty, student success, student conduct, research, service, and outreach. The committee shall have the specific responsibilities included in this committee charter approved by the Board.

RESPONSIBILITIES

Responsibility for Recommendations to the Board

The Education, Research, and Service Committee shall recommend to the Board of Trustees, or to the Executive Committee when necessary between meetings of the Board, the following and similar matters within the scope of the committee’s purpose1:

1. Mission statement for the University of Tennessee System and each campus and institute;

2. Scope of the educational opportunities to be offered by the University, including approval of new academic programs and, if required by the Tennessee Higher Education Commission, approval of the modification of existing programs; provided that the planning and development of curricula shall be the function of the faculties;

3. Establishment of a new campus, institute, college, school, or academic department;

1 Under the Bylaws of the Board, the Chair of the Board may designate any of the listed matters fordeliberation and action at a meeting of the Board without prior review and recommendation of the committee.

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2

4. Termination of academic programs when termination of tenured or tenure-track faculty members is involved;

5. Annual ratification of administrative action to terminate academic programswhen termination of tenured or tenure-track faculty members is not involved;

6. Annual approval of a comprehensive inventory of all academic programs;

7. General admission, retention, and graduation requirements for each campus;

8. Policies and procedures, including campus faculty handbook provisions, governing (1) academic freedom; (2) appointment, retention, promotion, tenure, evaluation, and termination of faculty members; (3) faculty workload; (4) intellectual property rights; and (5) compensated outside services by faculty members;

9. Granting tenure, upon the President’s positive recommendation, to (1) an officer of the University (as defined in the Bylaws of the Board) who simultaneously holds a faculty appointment; (2) a faculty member who is to be granted tenure upon initial appointment without serving a probationary period at a University campus; and (3) a faculty member to be granted tenure after serving less than a six-year probationary period at a University campus;

10. Granting honorary degrees in accordance with the Board Policy on Honorary Degrees;

11. Policies and procedures governing student conduct and disciplinary actions;

12. Policies or actions relating to the coordination of research, outreach, and economic development functions and activities among the campuses, institutes, Oak Ridge National Laboratory, the University of Tennessee Research Foundation, and other entities affiliated with the University;

13. Policies or actions to enhance the quality and national prominence of the campuses through the promotion of academic programs of distinction, increasing University research and research opportunities for students and, faculty, and staff and through the development of world class faculty and scholars;

14. Policies or actions related to non-academic programs other than athletics, including programs related to diversity, and compliance of non-academic programs with federal and state laws, rules, and regulations; and

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3

15. Policies concerning the general welfare and success of students, and the adoption of rules, procedures, rights, and responsibilities governing the academic relationships between the University and its students.

Other Responsibilities

The committee shall assist the Board in carrying out its fiduciary duty to oversee educational quality by reviewing at least annually the following information for each campusand, as applicable, comparable information for peer and aspirational institutions:

1. Enrollment, retention, graduation (completion), and job placementcareer attainment;

2. Student learning goals, how learning is assessed, and learning outcomes data;

3.2. Academic program reviews; and

4.3. Institutional and program accreditation, including student learning goals, how learning is assessed, and learning outcomes data.

The committee shall receive reports at least annually on how the University is fulfilling its education, research, and service missions.

The committee chair, in consultation with committee staff, shall review the committee charter prior to each Annual Meeting of the Board to determine whether the committee is carrying out its responsibilities effectively and whether any revisions to the charter should be submitted to the committee for recommendation to the Board.

MEMBERSHIP

The Education, Research, and Service Committee shall consist of the following members:

1. At least three (3) voting members of the Board;

2. Chair of the Board as an ex officio, voting member of the committee;

3. Non-voting student member of the Board, who shall be a voting member of the committee; and

4. One (1) full-time faculty member appointed from the four campuses on an annually rotating basis, who shall be a voting member of the committee.

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4

The President shall not serve as a member but shall attend meetings if requested by the Committee Chair.

Committee members (other than the student and faculty members) and the committee chair shall be appointed by the Board of Trustees at the Annual Meeting on the recommendation of the Chair of the Board. The term of appointment shall be two years, beginning July 1 of the first year and ending June 30 of the second year. If a vacancy occurs prior to expiration of the two-year term, the Chair of the Board shall appoint a voting member of the Board to fill the remainder of the term. If appointments or reappointments to the Board of Trustees are pending at the end of the two-year term, the committee and committee chair appointments shall continue beyond the end of theterm until all vacancies on the Board have been filled and the Board has made new standing committee and committee chair appointments. The committee chair may not serve more than three (3) consecutive two-year terms as chair except upon an affirmative roll-call vote of a majority of the total voting membership of the Board.

The non-voting student member of the Board shall serve as a voting member of the committee during his or her one-year term on the Board from July 1 through June 30. The Board shall select and appoint the student member of the Board no later than May 31 of each year (except for the initial appointment). The appointment shall rotate among the campuses in the following sequence: University of Tennessee Health Science Center, University of Tennessee, Knoxville, University of Tennessee at Martin, and Universityof Tennessee at Chattanooga.

The faculty member of the committee shall be selected and appointed by the Board no later than May 31 of each year (except for the initial appointment); shall rotate among the campuses in the following sequence: University of Tennessee, Knoxville, University of Tennessee at Martin, University of Tennessee at Chattanooga, and University of Tennessee Health Science Center; and shall serve a one-year term beginning on July 1 and ending on June 30.

The Chair of the Board, in consultation with the President, shall designate one or more members of the senior administrative staff to provide staff support to the committee.

MEETINGS

Required Number, Call, and Location

The committee shall meet as often as necessary to carry out its responsibilities but at least once annually. The committee may meet in conjunction with regular meetings of the

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Board of Trustees, at stated times approved in advance by the committee, or at any other time upon a call by the Chair of the Board, the President, the committee chair, or by theSecretary of the Board upon the written request of two members of the committee. Committee meetings may be held at any location in the State of Tennessee.

Notice

At least five (5) days’ notice shall be given to all committee members when feasible, but less notice may be given when there is a need for urgent action. Notice may be delivered by postal mail, courier, electronic mail, or facsimile transmission. If written notice is not feasible, by reason of urgency or other exigent circumstance, notice may be given by telephone. As required by Tennessee Code Annotated § 8-44-103(a) and (b), adequate public notice shall be given of committee meetings. All meetings of the committee shall be open to the public unless otherwise provided by the Tennessee Open Meetings Actor a judicially-recognized exception to the Act.

Agenda

An agenda shall accompany the notice of every meeting of the committee when feasible; but when not feasible, the notice shall state the purpose or purposes for which the meeting is called.

Development of the committee agenda shall be the responsibility of the committee chair, in consultation with the President and committee staff. The agenda shall list in outline form each matter to be considered at the meeting. The committee may use a consent agenda in the manner provided by the Bylaws of the Board. Items not set forth on the agenda or in the meeting notice may be considered only upon an affirmative roll-call vote of a majority of the total voting membership of the committee.

Quorum

A quorum shall be a majority (more than one-half) of the voting members of the committee. The Chair of the Board and the President, who are ex officio, voting members of the committee, shall be counted for quorum purposes only when present. In the absence of a quorum, those attending may adjourn the meeting until a quorum is present.

Minutes

Committee staff shall prepare minutes of all committee meetings, review the minutes with the committee chair, and provide the minutes to all committee members and the Secretary before the next committee meeting.

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AGENDA ITEM SUMMARY


Item: FY 2020-21 Operating Budget (including Student Tuition and Fees and Room and Board Rates)

Type: Action

Presenter: David L. Miller, Senior Vice President and Chief Financial Officer

University administration has developed the following proposed operating budget andstudent tuition and fees in accordance with the Bylaws and policies of the Board of Trustees. The proposed Unrestricted Educational and General (E&G) Operating Budget is in the amount of $1,534,856,942, a decrease of 1.2% from the current fiscal year, and the proposed Unrestricted Auxiliary Operating Budget is in the amount of $262,526,727, a decrease of 4.3% from FY 2019-20.

UnitUnrestricted

E&GUnrestricted

Auxiliary Restricted TotalChattanooga $ 186,929,500 $ 20,691,519 $ 59,612,088 $ 267,233,107Knoxville 745,782,963 228,907,886 265,078,629 1,239,769,478Martin 102,696,131 10,124,296 34,649,933 147,470,360Health Science Center 288,813,498 2,803,026 311,937,002 603,553,526Institute of Agriculture 154,017,087 51,141,091 205,158,178Institute for Public Service 26,175,116 5,931,012 32,106,128System Administration 30,442,647 1,850,000 32,292,647Total $1,534,856,942 $ 262,526,727 $ 730,199,754 $2,527,583,423

The materials following this memorandum include: (1) The formal Resolution of approval; and (2) the FY 2020-21 Proposed Budget Document.

The Proposed Budget Document includes narrative overviews and detailed schedules of all items subject to Board approval: the FY 2020-21 operating budget and 2020-21 student tuition and fees. The document also includes as an information item details on all other changes to student fees authorized by University administration that do not require Board approval. The Senior Vice President and Chief Financial Officer and the President support the proposed FY 2020-21 Operating Budget and Student Tuition and Fees and recommend them for approval.

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Resolution 00_-20201

FY 2020-21 Operating Budget

WHEREAS, by state law, the Board of Trustees must approve an annual operatingbudget for the University; and

WHEREAS, state law further requires the Board of Trustees to approve student tuition and fees; and

WHEREAS, the FY 2020-21 Budgets for Education and General (E&G) and Auxiliary Enterprises are balanced, and within available resources and comply with all applicable policies and guidelines;

NOW, THEREFORE, BE IT RESOLVED AS FOLLOWS:

1. The FY 2020-21 Operating Budget is approved with the understanding that if the General Assembly or the Department of Finance and Administration further alters the FY 2020-21 appropriations, or if changes in estimated resources require, the budget shall be modified accordingly so expenditures will not exceed available resources.

2. The FY 2020-21 student tuition and fee schedules, course-related fees, and other dedicated student fees presented in the FY 2020-21 operating budget are approved.

3. Any remaining Unrestricted Current Fund balances may be considered as a reserve for contingencies to be used for the following purposes, provided that all such changes shall be reported in a Revised Budget presented to the Board for approval:

a. Employing additional staff where enrollments and reorganization requirementswarrant;

b. Modifying departmental operating budgets where changing conditions during the year require funding adjustments;

c. Funding to make salary adjustments for personnel as may be necessary during the year in keeping with state and university salary guidelines;

d. Improving physical facilities for academic and research departments as opportunities arise;

e. Mandated cost increases; andf. State impoundment of funds or appropriations rescission during the budget year.

Adopted by the Board of Trustees, the ____ day of June, 2020.

1 Number will be inserted after adoption.

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Proposed Budget

Document FY 2020-21

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THE UNIVERSITY of TENNESSEE

Chattanooga

Knoxville Space Institute

Martin

Health Science Center

Institute of Agriculture AgResearch Extension

College of Veterinary Medicine

Institute for Public Service Institute for Public Service

Municipal Technical Advisory Service County Technical Assistance Service

Tennessee Language Center

System Administration

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THE UNIVERSITY OF TENNESSEE

Contents

MESSAGE FROM THE CHIEF FINANCIAL OFFICER A-2

OVERVIEW A-3

UNRESTRICTED E&G REVENUES A-5

UNRESTRICTED E&G EXPENDITURES A-9

AUXILIARY ENTERPRISES A-13

RESTRICTED FUNDS A-14

UNRESTRICTED NET ASSETS A-17

SUPPORTING BUDGET SCHEDULES B-1

TUITION AND FEE SCHEDULES C-1

A-1

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Message from the Chief Financial Officer

The last three months have been a lesson in adaptability and resilience. On March 11, President Boyd announced that all in-person classes would be suspended. Faculty reengineered the delivery of instruction in a matter of days; students adapted to new ways of learning; UT issued millions of dollars in refunds and federally-funded grants to thousands of students; staff converted guest rooms and breakfast nooks into offices; maintenance crews and safety personnel continued to show up to keep campuses safe and ready to reopen; faculty and staff spent (and continue to spend) countless hours planning for an uncertain future. Everyone learned new ways to work, engage, and contribute.

It is in this context that we present the proposed operating budget for FY 2020-21. It allocates anticipated funding to theuniversity’s current operations for thefiscal year beginning July 1, 2020 andending June 30, 2021. The budget wasdeveloped according to policies andfinancial controls which ensure thatfinancial commitments are balancedwithin anticipated levels of availableresources. In most years, we are able toproject “anticipated levels of availableresources” with a fair degree of accuracy,but the upcoming year presents anunusual level of uncertainty. With that inmind, the projected funding levels in thisbudget reflect a reasonably cautiousoutlook for 2020-21.

Affordability is always a concern, but never more so than now. No increases are proposed for tuition and mandatory fees. In fact, tuition and fees for some programs will be reduced. UT Knoxville proposes a temporary 10% reduction to housing and meal plan rates for the fall semester. Over $324 million is allocated to scholarships and fellowships, an increase of $52 million over the last four

years. We hope that these actions to manage UT’s “net price” will encourage students to show up in the fall and enable them to return in the spring. Current application rates suggest that fall enrollments will remain steady

State funding is expected to be flat due to declines in recent tax collections and uncertainty about future revenues. The state has developed a three-year plan to use spending controls and existing reserves to manage the shortfall without dramatic reductions to state programs and services.

While this budget projects steady revenues and no major changes to programs or operations, each campus and institute is discussing options to respond to various contingencies. Rarely has the gap between best-case and worst-case scenarios been so wide and hard to predict. Given the strong fundamentals in Tennessee’s pre-pandemic economy, state funding could stabilize and recover soon enough to see modest growth in 2021-22. Obviously, state revenues could stagnate or drop if the pandemic persists or worsens.

Fortunately, the University of Tennessee is well positioned for this moment. UT replenished its reserves after working through the lean years of 2008 to 2012. These combined with temporary spending controls would enable UT to manage a difficult year without significant reductions to key programs, operations, or long-term capacity.

Revenue and expenditure data for each operating unit are provided in this budget document. Also included are detailed schedules on tuition and fees. A separate publication containing detailed supporting schedules is available in printed or electronic format.

Respectfully,

David L. Miller Senior Vice President & Chief Financial Officer

A-2

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FY 2020-21 PROPOSED BUDGET

Overview The University of Tennessee (UT) FY 2020-21 proposed budget current fund operating revenues total $2.5 billion: $1.5 billion in unrestricted educational and general (E&G) funds, $730 million in restricted E&G funds and $263 million in auxiliary funds. This is a 1.2% decrease from the FY 2019-20 probable budget.

TOTAL OPERATING REVENUE ($ millions)

The proposed budget for current unrestricted E&G funds and current unrestricted auxiliary funds is presented by university administration for consideration and approval by the Board of Trustees. This document provides a narrative analysis and detailed schedules of these funds. It also includes detailed schedules on proposed student tuition and fees recommended for Board approval.

Unrestricted E&G funds support the core operations of the university, which include instruction, institutionally funded research, public service, academic support, student services, institutional support, facilities operations and maintenance, and institutionally funded scholarships and fellowships. They are funded primarily through student tuition and fees and state appropriations.

Revenue Source 2020-21 Change

Unrestricted E&G $ 1,535.5 $(18.2) (1.2) %

Restricted E&G 730.1 (1.2) (0.2) % Auxiliaries 262.8 (11.7) (4.3) %

Total $ 2,528.3 $ (31.1) (1.2) %

Unrestricted E&G Revenues FY 2012-13 $1.14B FY 2013-14 $1.20B FY 2014-15 $1.26B FY 2015-16 $1.33B FY 2016-17 $1.39B FY 2017-18 $1.47B FY 2018-19 $1.49B FY 2019-20 $1.55B FY 2020-21 $1.53B

FY 2020-21 Quick Facts Enrollment (Fall 2019) 50,810 Capital Outlay $ 81.5M Capital Maintenance $ 29.4M

Total Current Funds Revenues $2.53B Tuition & Fees $738.5M % of Revenues 29% State Appropriations $647.0M % of Revenues 26% Positions 14,051

Unrestricted E&G Funds Revenues $1.54B Tuition & Fees $738.5M % of Revenues 48% State Appropriations $647.0M % of Revenues 41% Positions 11,662

A-3

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Overview – continued

Auxiliaries are self-supporting enterprises which furnish services to students, faculty, and staff such as housing, bookstores, food services and UT Knoxville (UTK) athletics. Most are funded through fee models such as housing rentals, dining plan prices, and sales of books and supplies.

This document also provides information on current restricted operating funds for information purposes. These funds represent a vital component of the university’s operations, in particular in the areas of research and student financial aid, but the use of these funds is directed by the granting agencies and donors who provide the revenue. At any point in time, the university is managing hundreds of grants, contracts, gift funds, and endowments, each having its own unique contractual terms and conditions. Consequently, these funds are typically unavailable to be allocated to general university operations. The information presented for these funds provides context of how the proposed current unrestricted fund operating budget fits into the university’s total financial resources for FY 2020-21 current operations.

The university also manages other funds that are unrelated to current operations. These include funds for renewal and replacement, capital construction and maintenance, debt service, and permanent endowments. Information on these funds are not presented in this document. The university’s annual audited financial statements provide detailed information on the sources, uses, and net balances of these fund groups.

Current Unrestricted E&G

Funds$1,530

Current Unrestricted Auxiliary Funds

$263

Other (capital appropriations, investment

gains, etc.)$188

Current Restricted Funds$741

Total 2018-19 Actual Revenues: $2.72 billion($ millions)

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Unrestricted E&G Revenues Unrestricted E&G revenues are budgeted to decrease by $18.2 million (1.2%) with the largest decrease coming from state appropriations ($9.5 million) followed by other revenues ($5.7 million). Most of the decrease in state appropriations is due to $10 million of non-recurring appropriations for student safety and campus security projects included in the FY 2019-20 budget. Recurring appropriations will actually see a small increase. Most of the $5.7 million decrease in other revenues will be the result of lower interest earnings from the university’s cash management program.

Unrestricted E&G Revenue Summary

Revenue Source FY 2019-20

Probable FY 2020-21 Proposed Change

Tuition & Fees $ 741,537,807 $ 738,475,741 $ (3,062,066) (0.4%) State Appropriations 640,100,952 630,641,552 (9,459,400) (1.5%) Other Revenues 172,063,220 166,368,679 (5,694,541) (3.3%) Total E&G Revenues $ 1,553,701,979 $ 1,535,485,972 $ (18,216,007) (1.2%)

$655 $681 $710 $747 $742 $738

$499 $528 $573 $593 $640 $631

$174 $178 $184 $190 $172 $166

$-

$100

$200

$300

$400

$500

$600

$700

$800

2016 2017 2018 2019 2020 Probable 2021 Proposed

Unrestricted E&G Revenue History($ millions)

Tuition & Fees State Appropriations Other Revenue

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Tuition and Fee Revenues

Tuition and fee revenues are projected to drop slightly to $737.8 million, a 0.5% reduction. There will be no increases to tuition and mandatory fees. UTC and UTHSC are reducing out-of-state tuition for some programs, but gains in enrollment are expected to offset the revenue effect of the price reduction. Changes to a few minor fees are expected to generate additional revenues of around $400,000, most of which will be used to cover health insurance premium increases for UTHSC students. While enrollments are expected to remain steady, a slight drop in budgeted revenues from Other Student Fees reflects a cautious posture for the upcoming year.

Tuition and Fee Revenues

Fee Type FY 2019-20


Maintenance Fees $ 518,478,242 $ 520,698,938 $ 2,220,696 0.4 % Non-Resident Tuition 77,621,966 77,171,946 (450,020) (0.6) % Program and Services Fees 76,065,901 77,620,729 1,554,828 2.0 % Other Student Fees 61,895,072 56,347,845 (5,547,227) (9.0) % Extension Enrollment Fees 7,476,626 6,007,253 (1,469,373) (19.7) % Total Tuition and Fees $ 741,537,807 $737,846,711 ($3,691,096) (0.5) %

The primary source of tuition and fee revenues are maintenance fees, commonly referred to as in-state tuition. The terminology can cause some confusion since the maintenance fee is paid by all students, including out-of-state students. Non-resident tuition is an increment paid in addition to the maintenance fee by out-of-state students (the term “out-of-state tuition” is actually the maintenance fee plus non-resident tuition).

Program and services fees are mandatory fees paid by all students and include fees for student activities, health services, debt service, capital improvements, student counseling, and other programs. Its use is governed by the Board Policy on a Student Programs and Services Fee (BT0011). Other student fees are those that depend on a student’s choice of academic programs and specific courses. Examples include differential tuition, lab fees, course fees, program fees, and seat fees. Extension enrollment fees are for non-credit personal and professional development courses. Fee revenues from auxiliary operations such as housing, food services, parking are addressed in another section of this document.

A detailed management discussion of projected changes in tuition and fee revenues resulting from proposed tuition and fee changes and their intended uses can be found later in this document in Section C (FY 2020-21 Proposed Tuition and Fees).

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State Appropriations Unrestricted appropriations will decrease by $9.5 million, but most of this is due to $10 million of one-time appropriations received in the current fiscal year to fund enhancements to student safety and campus security. State funding for recurring operations will be essentially flat. The state is providing $2.4 million to cover the costs of a 4% health insurance premium increase, but much of this is offset by declines in formula funding for UT Martin and UT Knoxville.

State Appropriations Unrestricted Restricted Total FY 2019-20 Appropriations $ 640,100,952 $ 16,253,815 $ 656,354,767 Less non-recurring items: Student Safety/Campus Security (10,000,000) (10,000,000) Fee Waivers (partial funding) (1,043,600) (1,043,600) Recurring Base Appropriations $ 629,057,352 $ 16,253,815 $ 645,311,167 FY 2020-21 Recurring Changes: Formula outcome adjustment (1,600,100) (1,600,100) 4% health insurance premium increase 2,140,700 2,140,700 FY 2020-21 Recurring Appropriations $ 629,597,952 $ 16,253,815 $ 645,851,767 FY20 Non-recurring items: Fee Waivers (partial funding) 1,043,600 1,043,600 Total FY 2020-21 Appropriations $ 630,641,552 $ 16,253,815 $ 646,895,367

Our longer-term expectations for state funding are cautiously optimistic. The state commissioner of Finance & Administration has developed a three-year plan to offset projected tax revenue reductions through a blend of spending controls and the judicious use of reserves. It is likely that it will take less than three years to balance recurring tax revenues with recurring financial commitments, in which case UT may see modest appropriations gains as early as FY 2021-22. If the economy does not recover as quickly as expected, UT could experience one or two additional years of flat state funding. In the worst case, it is always possible that a fiscal emergency could force a mid-year rescission of state funding, but the administration’s plan appears to be strong enough to weather a longer than expected recession.

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Other Revenues

UT generates additional unrestricted revenues from a variety of other sources. Most of these revenue streams are projected to remain steady during FY 2020-21, but there will be a significant decline in interest earnings from the university’s cash management program. Interest earnings are used to support university-wide executive units and shared administrative services in UT System Administration (UTSA). Examples include but are not limited to the President’s office, Board of Trustee operations, academic affairs & student success, government relations & advocacy, communications & marketing, payroll, general accounting, general counsel, accounts payable, business intelligence, internal audit, enterprise resource planning (ERP), and capital projects. UTSA will use a combination of recurring and non-recurring reductions to offset the loss. This is partially offset by a $2.1 million increase in revenues from UT’s share of the fees received by UT-Battelle, Inc. for management of the Oak Ridge National Laboratory (ORNL). These funds are used to support a number of research and economic development initiatives, including development and operation of the UT Research Park at Cherokee Farm.

Other Revenues

Revenue Source FY 2019-20


Grants & Contracts $ 46,481,971 $ 45,940,594 $ (541,377) (1.2) % Sales & Services 61,386,148 60,882,793 (503,355) (0.8) % Miscellaneous 64,195,101 58,545,292 (4,649,809) (7.2) % Total Other Revenues $ 172,063,220 $ 166,368,679 $ (5,694,541) (3.3) %

Grant and contract revenues are the portion of payments from grant and contract sponsors allocated to cover general facilities and administration costs the UT incurs to support grant and contract programs. In other words, it is funding provided to offset the overhead costs of UT’s grant and contract activities, which are a major component of UT’s research enterprise. Sales and services revenues include sales from operations that generally provide services to the public (this does not include auxiliary enterprises, which typically provide services to faculty, staff, and students). Examples include medical clinics, 4-H camps, theaters, child development centers, training programs, sales of agricultural products, and sports camps. Miscellaneous revenues include revenue sources such as interest earnings, conference revenues, federal appropriations provided to AgResarch and Extension (Smith-Lever, Hatch), local government support for the Institute for Public Service, UT’s share of the fees received by UT-Battelle, Inc. for management of the Oak Ridge National Laboratory (ORNL), trademark licensing revenues, and unrestricted gifts and endowment earnings. (These are a very small portion of UT’s gift and endowment revenues, which are typically restricted to specific uses.)

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Unrestricted E&G Expenditures Unrestricted E&G expenditures are budgeted at $1.53 billion among the eight functional areas shown in the chart above. Instruction accounts for the lion’s share. Unrestricted E&G budgets for research, scholarships and fellowships show only general funds allocated to these functions. Most of their funding comes from restricted grants, contracts, gifts, and endowments rather than state appropriations or tuition and fees. Institutional support and operation & maintenance of physical plant support all university operations, including those funded through restricted and auxiliary funds. Personnel costs account for around 67% of expenditures.

Unrestricted E&G Expenditures by Function

($ millions)

Unrestricted E&G Expenditures by Natural Classification ($ millions)

$0$100$200$300$400$500$600$700$800

2017 2018 2019 2020 Probable 2021 ProposedSalaries Benefits Operating & Equip.

53%

18%

29%

51%

18%

31%

52%

18% 31%

46%

15%

39%

50%

17%

33%

Inst

ruct

ion

Res

earc

h

Publ

ic S

ervi

ce

Aca

dem

ic S

uppo

rt

Stud

ent S

ervi

ces

Inst

itutio

nal S

uppo

rt

Ope

r./M

aint

enan

ce

Scho

lars

hips

/Fel

low

ship

s

$0

$100

$200

$300

$400

$500

$600

9% 5% 12% 7% 11% 10% 9%

37%

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Unrestricted E&G Expenditures – continued

Total expenditure budgets indicate a $105 million drop in expenditures. This decline can easily be misinterpreted. It does not reflect changes in ongoing plans, priorities, and operations. It is common practice to develop proposed expenditure budgets around plans for recurring operations since year-end carry forward amounts are not known during the proposed budget development process. Campuses and institutes typically determine how non-recurring carry forward funds will be allocated in September and October, after the Controller’s Office completes the year-end closing process and final carry forward balances are known. These non-recurring allocations are included in the revised budget document presented to the Board at its winter or spring meeting.

Unrestricted E&G Expenditures by Functional Category

The FY 2019-20 probable budget includes $109.2 million in non-recurring funds that were added mid-year after actual enrollments and the amount of funds carried over from FY 2018-19 were known. Non-recurring funds were allocated to departments for one-time projects such as facility maintenance, equipment replacements, faculty startup packages, bridge funding for research operations, lab upgrades, faculty incentives, campus improvements, energy conservation projects, and information technology infrastructure. These budgets set authorized spending levels to guide the decisions of deans, directors, and department heads. They are not projections of actual expenditures, rather a management tool that ensures that expenditures are directed to campus/institute priorities and do not exceed available levels of funding. Unused funds will be carried forward to FY 2020-21 for use on similar non-recurring projects. An analysis of the change in recurring expenditure budgets follows. It is a better reflection of plans and priorities for core operations in FY 2020-21.

Functional Category FY 2019-20


Instruction $ 616,880,593 $ 570,308,488 $ (46,572,105) (7.5) % Research 173,727,192 131,117,132 (42,610,060) (24.5) % Public Service 87,566,509 83,717,359 (3,849,150) (4.4) % Academic Support 198,313,995 180,940,067 (17,373,928) (8.8) % Student Services 105,585,715 100,825,163 (4,760,552) (4.5) % Institutional Support 176,392,733 176,036,643 (356,090) (0.2) % Operation & Maint. of Plant 159,725,947 155,367,360 (4,358,587) (2.7) % Scholarships and Fellowships 124,611,143 138,694,663 14,083,520 11.3 % Total E&G Expenditures $ 1,642,803,827 $1,537,006,875 $(105,167,922) (6.4)% Transfers $ (88,640,649) $ (3,698,766) $ 84,941,833 95.8 % Expenditures & Transfers $ 1,554,163,178 $1,533,308,109 $ (20,855,069) (1.3) %

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Recurring Unrestricted E&G Expenditures

These tables show only funds for recurring operations and exclude non-recurring budgets. Recurring expenditure budgets have been set slightly lower than the current fiscal year, reflecting a cautious approach to taking on new financial commitments under uncertain conditions.

The largest changes are a $12.6 million drop in Instruction offset by a $13.2 million increase in Research, the result of a reclassification of expenditures to more accurately reflect the effort of UTK faculty (research activity was previously under reported).

The reduction in Public Service expenditure budgets reflects a cautious approach in committing financial resources by Extension. Institutional Support dropped due to a technical correction to bring staff benefits budgets in line with actual costs and recurring reductions in UTSA to partially offset a decline in interest earnings.

Recurring Expenditures by Functional Category

Functional Area FY 2019-20


Instruction $ 579,207,859 $ 566,624,958 $(12,582,901) (2.2)% Research 116,920,105 130,090,400 13,170,295 11.3 % Public Service 84,658,676 83,123,609 (1,535,067) (1.8)% Academic Support 179,170,609 180,553,872 1,383,263 0.8 % Student Services 100,435,762 100,800,163 364,401 0.4 % Institutional Support 176,170,350 172,380,198 (3,790,152) (2.2)% Operation & Maint. of Plant 155,981,150 157,000,671 1,019,521 0.7 % Scholarships and Fellowships 133,328,138 133,047,193 (280,945) (0.2)% Total E&G Expenditures $ 1,525,872,649 $ 1,523,621,064 $ (2,251,585) (0.1)% Transfers 7,406,317 8,049,695 643,378 8.7% Expenditures & Transfers $ 1,533,736,161 $ 1,531,670,759 $ (1,608,207) (0.1)%

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Recurring Unrestricted E&G Expenditures – continued

The table below presents unrestricted expenditure budgets for recurring E&G operations by type of expenditure. While there is virtually no change in total budgeted expenditures, there are some fairly large shifts in academic salaries and operating & equipment.

Some FY 2019-20 mid-year budget adjustments misclassified academic salary budgets as operating expenditures. Most of the large increase in academic salary budgets and about two-thirds of the large decrease in operating & equipment budgets corrects for this. A small portion of the increase in academic and non-academic salary budgets will fund a number of salary adjustments typically made each year, including faculty promotions, career ladders, position reclassifications, counteroffers, and other adjustments.

The change in staff benefits expenditure budgets is the result of an increase in health insurance premium costs, which will be funded by an offsetting increase in state appropriations. Roughly one-third of the $18 million drop in budgets for operating and equipment expenditures reflects a cautious approach to taking on new financial commitments in 2020-21.

Recurring Expenditures by Natural Classification

Natural Classification FY 2019-20


Academic Salaries $ 368,832,931 $ 381,058,088 $ 12,225,157 3.3 % Non-Academic Salaries 383,762,801 385,860,332 2,097,531 0.5 % Student Employees 8,664,050 8,576,261 (87,789) (1.0) % Total Salaries $ 761,259,782 $ 775,494,681 $ 14,234,899 1.9% Staff Benefits 268,682,892 270,230,225 1,547,333 0.6 % Total Salaries & Benefits $ 1,029,942,674 $1,045,724,906 $ 15,782,232 1.5% Operating & Equipment 495,929,975 477,896,158 (18,033,817) (3.6)% Total Expenditures $ 1,525,872,649 $1,523,621,064 $ (2,251,585) (0.1)%

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Auxiliary Enterprises

Auxiliaries are self-supporting enterprises which furnish services to students, faculty, and staff such as housing, bookstores, food services and UTK athletics. (The athletic programs at Chattanooga and Martin are included in unrestricted E&G funds.) Most are funded through fee models such as housing rentals, dining plan prices, parking permits, and sales of books and supplies. UTK athletics has a variety of funding sources including ticket sales and television revenues. These revenue streams fund staff salaries and benefits, general operating, and utilities; transfers to other fund groups cover capital and debt service expenditures required for construction, maintenance, and replacement of facilities and capital equipment.

Most auxiliary operations have budgeted little change for 2020-21. UTK has reduced athletic revenue budgets from ticket sales by $10 million due to uncertainty about attendance over the next several months. UTK is also temporarily reducing housing and meal plan rates by 10% for the Fall semester. This is expected to result in little change compared to current year revenues, which were depressed by refunds issued during the Spring 2020 semester.

$128.3

$79.4

$23.2 $15.6 $13.0 $3.0$0

$50

$100

$150

Athletics Housing Bookstores Parking Food Services Other

Revenues by Enterprise

Auxiliary Revenues FY 2019-20 FY 2020-21 Change UTK Athletics $ 138,363,136 $ 128,262,785 $ (10,100,351) (7.3)%

Housing 79,195,001 79,421,689 226,688 0.3%

Bookstores 25,140,352 23,210,352 (1,930,000) (7.7)%

Parking 15,443,167 15,597,149 153,982 1.0%

Food Services 13,064,034 13,027,003 (37,031) (0.3)%

Other 3,007,749 3,007,749 - -

Total $ 274,213,439 $ 262,526,727 $ (11,686,712) (4.3)%

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Restricted Funds Many of the budget tables and schedules in this document include information on restricted fund budgets. This information is not part of the proposed Board resolution. It is presented for information purposes to provide a complete picture of funds available for current operations in 2020-21.

Restricted funds are the largest revenue sources for research and financial aid and play an important role in funding the university’s public service initiatives. Externally funded projects in research, public service, and instruction are vital components of the university’s core mission. They support jobs directly at University of Tennessee campuses and indirectly in surrounding communities; provide partial funding for overhead; develop innovative technologies that improve healthcare, strengthen national security, and drive economic development; provide services to Tennessee citizens, manufacturers, agribusiness, and communities; support graduate education; and enrich undergraduate education through exposure to cutting edge science in the classroom and direct involvement in undergraduate research opportunities. Funding from the federal government, State of Tennessee, gifts, and endowments provide scholarships and fellowships that significantly improve student access and affordability.

Restricted funds must be used for purposes established by an external party and in accordance with the contractual terms and conditions negotiated with the sponsor of each grant and contract and the administrative provisions set by donors for each gift fund and endowment. University administration has limited discretion on the use of restricted funds once a grant, contract, or gift agreement is executed. All proposed grants, contracts, gifts, and endowments are carefully reviewed before any agreement is finalized to ensure that the proposed use of funds, terms, and conditions further the mission of the university; directly or indirectly support and enhance general operations; and conform to all university policies, generally accepted accounting standards, and state and federal regulations.

The information presented for restricted fund budgets are projections for likely revenues and expenditures during the current fiscal year. They are not revenue targets and authorized spending levels set by management. The budget for each grant, contract, gift, and endowment is unique and often applies to time periods that do not coincide with the university’s fiscal year. Budgetary control of these funds is exercised by university administration at the project level. Budgets and financial activity for these funds are tracked in over 11,000 accounts in the university’s official chart of accounts and subject to external audit by federal agencies and the State Comptroller.

The following page includes information on actual restricted fund expenditures in 2018-19. It shows how restricted revenues from each major funding source supported different functions of the university in 2018-19.

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Restricted Funds – continued

2018-19 Restricted Expenditures by Function and Funding Source ($-millions)

Functional Area Priv

ate

Entit

ies

Fede

ral

Gov

ernm

ent

Stat

e/Lo

cal

Gov

ernm

ent

Endo

wm

ent

Inco

me

Gift

s

App

ropr

iatio

ns

Tot

al

%

Instruction $141.5 $ 4.2 $ 33.4 $15.6 $ 5.8 $ 1.8 $ 202.7 28.5%

Research 41.8 112.3 18.6 4.4 7.6 14.4 199.0 27.9%

Scholarships/Fellowships 0.4 63.6 96.4 16.4 4.7 - 181.4 25.5%

Public Service 10.9 17.5 39.3 1.1 4.7 0.3 73.8 10.4%

Academic Support 32.4 1.0 0.5 6.2 10.0 - 50.2 7.0%

Stdt.Svcs./Inst.Spt./Phys.Plant - 0.6 0.1 0.4 3.6 0.4 5.2 0.7%

Total $227.1 $199.5 $188.1 $44.2 $36.4 $16.9 $ 712.3 100.0%

% of all restricted funds 31.9% 28.0% 26.4% 6.2% 5.1% 2.4% 100.0%

Most of the $202.7 million spent on instruction was not traditional classroom education; nearly all of the $141.5 million of private entity revenue expended for instruction was graduate medical education (GME) funding for Health Science Center interns and residents. Over half of the $199 million expended on externally funded research came from the federal government; around 21% was funded by private entities. The largest funding sources for public service sponsored projects were state and local governments (53%), the federal government (24%), and private entities (11%). Most of the $32.4 million from private entities for academic support were mission support payments to the Health Science Center generated by hospital affiliation agreements.

The largest sources of restricted scholarship and fellowship funding are the State of Tennessee, federal government, and endowments. Almost all of the $96.4 million spent on scholarships from state and local governments was state funding from the Tennessee Student Assistance Corporation (TSAC) for the HOPE Lottery Scholarship and other state-funded financial aid. Most of the $63.6 million in federal funding was for need-based financial aid such as Pell grants, federal work study, and Supplemental Educational Opportunity Grants. (The university also funded $125.0 million of scholarships and fellowships from unrestricted general operating funds, bringing total funding scholarships and fellowship funding in 2018-19 to $306.7 million.)

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Restricted Funds – continued The two primary uses of endowment income are financial aid and instruction. Endowments support several endowed chairs and professors, bringing exceptionally talented faculty into the classroom; this is an important supplement to unrestricted appropriations and tuition revenues allocated to faculty salaries. Gift funds are spread over all functional areas. The $10 million spent in academic support provided important discretionary funds for deans and department heads in several colleges, programs, and departments. (This does not include gifts for construction, which play an important role in capital development at each campus.) Restricted state appropriations include funding for UT’s Centers of Excellence and Governor’s Chairs; these funds are leveraged to acquire federal and private research funding and support dozens of graduate assistants and post-docs.

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Unrestricted Current Fund Net Assets The university maintains sufficient levels of current fund unrestricted net assets to comply with state regulations on working capital, properly account for revolving funds related to unique operations and cost allocation mechanisms, and meet contractual obligations and operational plans for the next year. University fiscal policy requires current fund operating budgets to provide year-end net asset fund balances sufficient to ensure adequate financial resources for the next fiscal year. Working capital is set aside to provide sufficient liquidity to fund

accounts receivable, inventories, and petty cash. These set asides are required by state regulations and are considered to be non-expendable during the fiscal year. Revolving funds are set aside for unique functions. Some are operating fund balances tied to revenue-generating units that are expected to operate as independent business operations (e.g., service centers, motor pools, conference centers, medical clinics). Others are used to allocate university-wide costs or revenues among campuses and institutes in order to meet certain accounting requirements or support specialized internal cost-distribution models. Examples include funds related to unemployment compensation, unpaid wages & salaries, COBRA adjustments, and workers compensation liabilities. Encumbrances are funds carried over to fund commitments for purchases of goods and services that were not received before the close of the fiscal year. These funds are budgeted in the appropriate expenditure accounts as the goods and services are received. They are typically fully expended during the fiscal year. Reappropriations are funds carried forward from the previous fiscal year for specific programs and initiatives. The most common example is a project that was planned for the previous fiscal year but delayed until the next fiscal year. Most reappropriations are fully expended during the current year, but occasionally some of these funds may be carried forward to future years if plans change or projects are completed below budget. Unallocated net asset fund balances are needed to adjust to minor fluctuations in revenues and expenditures that occur each year and to respond to unforeseen financial developments. It is university practice to limit these fund balances to avoid building excessive levels of unallocated current funds. The target range for unrestricted educational and general (E&G) funds is 2% to 5% of total expenditures and transfers. The auxiliary fund target range is 3% to 5% of auxiliary expenditures and transfers.

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Unrestricted Current Fund Net Assets – continued The proposed budget projects a June 30, 2021 unrestricted E&G unallocated fund balance of $59.7 million, or 3.89% of expenditures and transfers. The unrestricted auxiliary enterprises unallocated balance is $10.0 million, 3.80% of expenditures and transfers. The total unallocated balance projected for June 30, 2020 is $69.7 million, which is 3.88% of expenditures and transfers. (The figures below do not include renewal and replacement funds, which are unrestricted carry overs held over multiple years for long-term commitments, plans, and contingencies. These funds totaled $580 million at the beginning of FY 2019-20.)

$0.0

$10.0

$20.0

$30.0

$40.0

$50.0

$60.0

$70.0

E&G Auxiliaries Total

$59.7

$10.0

$69.7

$21.2

$6.2

$27.4

$19.9

$4.7

$24.6

$3.5 $3.5$2.9 $2.9

Unallocated

Working Capital

Revolving Funds

Reappropriations

Encumbrances

FY 2020-21 Proposed Budget Year-End Unrestricted Net Assets ($ millions)

$59.7 million 3.89%

$10.0 million 3.80%

$69.7 million 3.88 %

Unallocated Balance % of Expenditures & Transfers

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Schedule FY 2020-21 Proposed Budget Schedule Description Page

Chart 1 Unrestricted and Restricted Current Funds – Pie Chart B-2

Chart 2 Unrestricted Current Funds – Pie Chart B-3

Unrestricted Current Funds Summary by Unit B-4

Unrestricted and Restricted Current Funds Summary by Unit B-5

Unrestricted Current Funds Five Year History B-6

Unrestricted and Restricted Current Funds Five Year History B-7

Unrestricted and Restricted Current Funds Summary B-8

Unrestricted Current Funds Expenditures – Natural Classifications by Unit B-9

Unrestricted Net Assets – E&G and Auxiliary Funds Combined B-10

Unrestricted Net Assets – E&G Funds Only B-11

Unrestricted Net Assets – Auxiliary Funds Only B-12

State Appropriations Summary – Budgeted to Unrestricted E&G Funds B-13

State Appropriations Summary – Budgeted to Unrestricted Five-Year History B-14

Auxiliary Enterprises – Unrestricted Current Funds Summary B-15

Athletics – Proposed Budget Summary by Unit B-16

Expenditures by Natural Classification (Recurring) B-17

Expenditures by Natural Classification (Recurring and Non-Recurring) B-18

Proposed Budget Summaries – Unrestricted Current Funds

Total University of Tennessee System (Recurring Budget Only) B-19

Total University of Tennessee System B-20

Chattanooga B-21

Knoxville (Includes Space Institute) B-22

Martin B-23

Health Science Center B-24

Institute of Agriculture B-25

Institute for Public Service B-26

System Administration B-27

B-1

3.2

52


The University of TennesseeFY 2020-21 Proposed Budget

Unrestricted & Restricted Current Funds

State Appropriations

$646.926%

Grants & Contracts

$679.827%

Other$139.4

6%

Auxiliaries$262.8

10%

Sales & Services

$60.92%

Tuition & Fees

$737.829%

Revenues$2.5 b i l l ion

Instruction$786.5

32%

Research$331.7

14%Public Service$157.1

6%

Institutional Support$178.3

7%

Scholarships$324.0

12%

Student Services$103.2

4%

Academic Support$230.2

10%

Oper./Maint.$155.8

6%

Auxiliaries$202.3

8%

Expenditures$2.3 b i l l ion

Faculty 4,348

Administrative 982

Professional 3,287

Cler/Tech/Maint 5,434

TOTAL 14,051

FTE Positions (Unrestricted & Restricted)

August 1, 2020

Knoxville 29,009

Chattanooga 11,590

Martin 7,280

Health Science Center 3,252

Vet Med 370

Space Institute 81

TOTAL 51,582

Fall 2019 Headcount Enrollment

Unrestricted & Restricted Revenues

($millions)

Chattanooga $267.2

Knoxville 1,239.8

Martin 147.5

Health Science Center 603.6

Institute of Agriculture 205.2

Inst. for Public Service 32.1

System Administration 32.3

TOTAL $2,527.6

B-2

3.2

53


The University of TennesseeFY 2020-21 Proposed Budget

Unrestricted Current Funds

State Appropriations

$630.635%

Grants & Contracts

$45.93%

Other$59.6

3%Auxiliaries$262.5

15%

Sales & Services

$60.93%

Tuition & Fees

$737.841%

Revenues$1.8 b i l l ion

Instruction$570.3

34%

Research$131.1

6%Public Service$83.7

5%

Institutional Support$176.0

10%

Scholarships$138.7

8%

Student Services$100.8

6%

Academic Support$180.9

11%

Oper./Maint.$155.4

9%

Auxiliaries$202.1

12%

Expenditures$1.7 b i l l ion

Faculty 3,527

Administrative 919

Professional 2,568

Cler/Tech/Maint 4,646

TOTAL 11,662

FTE Positions (Unrestricted)

August 1, 2020

Knoxville 26,697

Chattanooga 10,514

Martin 5,633

Health Science Center 3,437

Vet Med 565

Space Institute 43

TOTAL 46,889

Fall 2019 FTE Enrollment

Current Fund Revenues($millions)

Chattanooga $207.6

Knoxville 975.0

Martin 112.8

Health Science Center 291.6

Institute of Agriculture 154.0

Inst. for Public Service 26.2

System Administration 30.4

TOTAL $1,797.4

B-3

3.2

54


3.2 University of Tennessee SystemFY 2020-21 Proposed Budget Summary by Unit

Unrestricted Current Funds, Revenues, Expenditures, and Transfers

Total System Chattanooga Knoxville MartinHealth Science

CenterInstitute of Agriculture

Institute for Public Service


EDUCATIONAL AND GENERALRevenues

Tuition & Fees 737,846,711$ 121,188,927$ 452,788,241$ 62,661,462$ 88,472,873$ 12,735,208$ State Appropriations 630,641,552 60,171,705 259,660,358 35,419,197 163,011,624 92,419,664 13,792,987$ 6,166,017$ Grants & Contracts 45,940,594 453,856 23,910,000 241,400 16,896,662 4,350,205 88,471 Sales & Service 60,882,793 4,845,512 5,164,937 3,577,096 19,360,419 27,934,829 Other Sources 59,545,292 269,500 4,259,427 796,976 1,071,920 16,577,181 12,293,658 24,276,630

Total Revenues 1,534,856,942$ 186,929,500$ 745,782,963$ 102,696,131$ 288,813,498$ 154,017,087$ 26,175,116$ 30,442,647$

Expenditures and TransfersInstruction 570,308,488$ 83,897,738$ 263,052,990$ 44,824,222$ 137,851,621$ 40,681,917$ Research 131,117,132 4,675,717 75,922,913 181,451 8,126,446 42,210,605 Public Service 83,717,359 2,764,616 4,806,912 817,525 329,340 51,702,756 23,296,210$ Academic Support 180,940,067 17,684,812 88,111,651 10,915,267 54,669,180 9,302,757 256,400 Student Services 100,825,163 27,474,764 52,824,407 13,642,616 6,883,376 Institutional Support 176,036,643 16,418,754 59,715,732 7,361,923 29,297,464 2,747,198 755,665 59,739,907$ Op/Maint Physical Plant 155,367,360 19,159,504 85,329,737 11,001,859 34,097,888 3,778,372 2,000,000 Scholarships & Fellowships 138,694,663 18,615,985 100,411,578 12,407,954 7,160,831 98,315

Subtotal Expenditures 1,537,006,875$ 190,691,890$ 730,175,920$ 101,152,817$ 278,416,146$ 150,521,920$ 24,308,275$ 61,739,907$ Mandatory Transfers 10,443,574 3,438,000 742,769 553,053 5,579,752 130,000 Non Mandatory Transfers (14,142,340) (7,200,390) 14,864,274 990,261 4,817,600 1,872,600 2,060,345 (31,547,030)

Total Expenditures & Transfers 1,533,308,109$ 186,929,500$ 745,782,963$ 102,696,131$ 288,813,498$ 152,394,520$ 26,368,620$ 30,322,877$ Fund Balance Addition/(Reduction) 1,548,833$ 1,622,567$ (193,504)$ 119,770$

AUXILIARIESRevenues 262,526,727$ 20,691,519$ 228,907,886$ 10,124,296$ 2,803,026$ Expenditures and Transfers

Expenditures 202,078,763$ 12,567,408$ 180,292,394$ 6,786,435$ 2,432,526$ Mandatory Transfers 44,022,452 6,104,333 34,875,449 2,672,170 370,500 Non-Mandatory Transfers 16,425,512 2,019,778 13,740,043 665,691

Total Expenditures & Transfers 262,526,727$ 20,691,519$ 228,907,886$ 10,124,296$ 2,803,026$ Fund Balance Addition/(Reduction) $

TOTALSRevenues 1,797,383,669$ 207,621,019$ 974,690,849$ 112,820,427$ 291,616,524$ 154,017,087$ 26,175,116$ 30,442,647$ Expenditures and Transfers

Expenditures 1,739,085,638$ 203,259,298$ 910,468,314$ 107,939,252$ 280,848,672$ 150,521,920$ 24,308,275$ 61,739,907$ Mandatory Transfers 54,466,026 9,542,333 35,618,218 3,225,223 5,950,252 130,000Non-Mandatory Transfers 2,283,172 (5,180,612) 28,604,317 1,655,952 4,817,600 1,872,600 2,060,345 (31,547,030)

Total Expenditures & Transfers 1,795,834,836$ 207,621,019$ 974,690,849$ 112,820,427$ 291,616,524$ 152,394,520$ 26,368,620$ 30,322,877$ Fund Balance Addition/(Reduction) 1,548,833$ 1,622,567$ (193,504)$ 119,770$

Knoxville includes UT Knoxville and UT Space Institute.

B-4

55


3.2 University of Tennessee SystemFY 2020-21 Proposed Budget Summary by Unit

Unrestricted and Restricted Current Funds, Revenues, Expenditures, and Transfers






Tuition & Fees 737,846,711$ 121,188,927$ 452,788,241$ 62,661,462$ 88,472,873$ 12,735,208$ State Appropriations 646,895,367 60,964,894 271,204,987 35,724,130 166,098,625 92,943,727 13,792,987$ 6,166,017$ Grants & Contracts 679,815,244 46,757,146 243,945,000 30,538,400 300,896,662 51,115,883 5,312,153 1,250,000 Sales & Service 60,882,793 4,845,512 5,164,937 3,577,096 19,360,419 27,934,829 Other Sources 139,356,581 12,785,109 37,498,427 4,844,976 25,921,921 20,428,531 13,000,988 24,876,630

Total Revenues 2,264,796,696$ 246,541,588$ 1,010,601,592$ 137,346,064$ 600,750,500$ 205,158,178$ 32,106,128$ 32,292,647$

Expenditures and TransfersInstruction 786,532,060$ 88,247,945$ 274,630,990$ 46,909,222$ 335,781,369$ 40,951,802$ 2,732$ 8,000$ Research 331,668,815 9,236,235 188,951,230 296,451 65,149,177 67,353,722 682,000 Public Service 157,078,494 4,354,138 26,806,912 2,217,525 17,829,340 76,068,450 29,202,129 600,000 Academic Support 230,206,192 20,364,636 99,125,651 11,380,267 89,669,180 9,403,024 263,434 Student Services 103,243,096 28,250,497 53,675,607 14,427,616 6,889,376 Institutional Support 178,315,879 16,644,143 59,965,732 7,446,923 29,797,464 3,437,556 764,154 60,259,907 Op/Maint Physical Plant 155,806,640 19,167,784 85,729,737 11,002,859 34,097,888 3,808,372 2,000,000 Scholarships & Fellowships 324,049,268 64,038,600 206,108,690 42,121,887 11,139,354 593,899 6,838 40,000

Subtotal Expenditures 2,266,900,444$ 250,303,978$ 994,994,549$ 135,802,750$ 590,353,148$ 201,616,825$ 30,239,287$ 63,589,907$ Mandatory Transfers 10,443,574 3,438,000 742,769 553,053 5,579,752 130,000 Non Mandatory Transfers (14,142,340) (7,200,390) 14,864,274 990,261 4,817,600 1,872,600 2,060,345 (31,547,030)

Total Expenditures & Transfers 2,263,201,678$ 246,541,588$ 1,010,601,592$ 137,346,064$ 600,750,500$ 203,489,425$ 32,299,632$ 32,172,877$ Fund Balance Addition/(Reduction) 1,595,018$ 1,668,753$ (193,504)$ 119,770$

AUXILIARIESRevenues 262,786,727$ 20,691,519$ 229,167,886$ 10,124,296$ 2,803,026$ Expenditures and Transfers

Expenditures 202,338,763$ 12,567,408$ 180,552,394$ 6,786,435$ 2,432,526$ Mandatory Transfers 44,022,452 6,104,333 34,875,449 2,672,170 370,500 Non-Mandatory Transfers 16,425,512 2,019,778 13,740,043 665,691

Total Expenditures & Transfers 262,786,727$ 20,691,519$ 229,167,886$ 10,124,296$ 2,803,026$ Fund Balance Addition/(Reduction)

TOTALSRevenues 2,527,583,423$ 267,233,107$ 1,239,769,478$ 147,470,360$ 603,553,526$ 205,158,178$ 32,106,128$ 32,292,647$ Expenditures and Transfers

Expenditures 2,469,239,207$ 262,871,386$ 1,175,546,943$ 142,589,185$ 592,785,674$ 201,616,825$ 30,239,287$ 63,589,907$ Mandatory Transfers 54,466,026 9,542,333 35,618,218 3,225,223 5,950,252 130,000Non-Mandatory Transfers 2,283,172 (5,180,612) 28,604,317 1,655,952 4,817,600 1,872,600 2,060,345 (31,547,030)

Total Expenditures & Transfers 2,525,988,405$ 267,233,107$ 1,239,769,478$ 147,470,360$ 603,553,526$ 203,489,425$ 32,299,632$ 32,172,877$ Fund Balance Addition/(Reduction) 1,595,018$ 1,668,753$ (193,504)$ 119,770$


B-5

56


3.2

FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21Actual Actual Actual Probable Proposed Amount


Tuition & Fees 681,407,238$ 710,190,418$ 746,610,856$ 741,537,807$ 737,846,711$ 56,439,473$ 8.3 %State Appropriations 527,561,549 573,016,552 592,612,952 640,100,952 630,641,552 103,080,003 19.5 %Grants & Contracts 49,379,698 51,045,254 53,857,681 46,481,971 45,940,594 (3,439,104) (7.0) %Sales & Service 67,209,889 69,851,826 67,576,317 61,386,148 60,882,793 (6,327,096) (9.4) %Other Sources 61,722,810 63,243,539 68,902,249 64,195,101 59,545,292 (2,177,518) (3.5) %

Total Revenues 1,387,281,183$ 1,467,347,589$ 1,529,560,055$ 1,553,701,979$ 1,534,856,942$ 147,575,759$ 10.6 %

Expenditures and TransfersInstruction 528,475,592$ 498,578,427$ 510,622,839$ 616,880,593$ 570,308,488$ 41,832,896$ 7.9 %Research 82,089,147 131,121,213 140,499,005 173,727,192 131,117,132 49,027,985 59.7 %Public Service 77,402,864 79,639,156 81,353,080 87,566,509 83,717,359 6,314,495 8.2 %Academic Support 154,939,269 171,075,686 175,049,100 198,313,995 180,940,067 26,000,798 16.8 %Student Services 95,228,666 96,897,429 98,555,131 105,585,715 100,825,163 5,596,497 5.9 %Institutional Support 147,400,379 164,355,023 168,589,108 176,392,733 176,036,643 28,636,264 19.4 %Operation & Maintenance of Plant 140,923,628 150,918,426 150,151,547 159,725,947 155,367,360 14,443,732 10.2 %Scholarships & Fellowships 100,705,270 115,038,571 124,958,755 124,611,143 138,694,663 37,989,393 37.7 %

Subtotal Expenditures 1,327,164,814$ 1,407,623,932$ 1,449,778,566$ 1,642,803,827$ 1,537,006,875$ 209,842,061$ 15.8 %Mandatory Transfers 10,203,193 10,733,175 15,435,736 11,301,088 10,443,574 240,381 2.4 %Non-Mandatory Transfers 52,585,255 35,756,137 68,521,859 (99,941,737) (14,142,340) (66,727,595) (126.9) %

Total Expenditures & Transfers 1,389,953,262$ 1,454,113,244$ 1,533,736,161$ 1,554,163,178$ 1,533,308,109$ 143,354,847$ 10.3 %Fund Balance Addition/(Reduction) (2,672,078)$ 13,234,345$ (4,176,105)$ (461,199)$ 1,548,833$

AUXILIARIESRevenues 254,223,902$ 266,172,939$ 262,956,722$ 274,213,439$ 262,526,727$ 8,302,825$ 3.3 %Expenditures and Transfers

Expenditures 186,136,905$ 206,098,534$ 201,428,896$ 209,776,941$ 202,078,763$ 15,941,858$ 8.6 %Mandatory Transfers 42,169,835 46,326,750 45,401,257 48,033,507 44,022,452 1,852,617 4.4 %Non-Mandatory Transfers 25,428,666 9,507,965 20,601,174 16,402,991 16,425,512 (9,003,154) (35.4) %

Total Expenditures & Transfers 253,735,406$ 261,933,249$ 267,431,327$ 274,213,439$ 262,526,727$ 8,791,321$ 3.5 %Fund Balance Addition/(Reduction) 488,496$ 4,239,690$ (4,474,606)$

TOTALSRevenues 1,641,505,085$ 1,733,520,528$ 1,792,516,777$ 1,827,915,418$ 1,797,383,669$ 155,878,584$ 9.5 %Expenditures and Transfers

Expenditures 1,513,301,719$ 1,613,722,467$ 1,651,207,462$ 1,852,580,768$ 1,739,085,638$ 225,783,919$ 14.9 %Mandatory Transfers 52,373,028 57,059,925 60,836,993 59,334,595 54,466,026 2,092,998 4.0 %Non-Mandatory Transfers 78,013,921 45,264,102 89,123,033 (83,538,746) 2,283,172 (75,730,749) (97.1) %

Total Expenditures & Transfers 1,643,688,668$ 1,716,046,494$ 1,801,167,488$ 1,828,376,617$ 1,795,834,836$ 152,146,168$ 9.3 %Fund Balance Addition/(Reduction) (2,183,583)$ 17,474,035$ (8,650,711)$ (461,199)$ 1,548,833$

%

University of Tennessee SystemFY2020-21 Proposed Budget Summary

Five Year HistoryCurrent Funds Revenues, Expenditures and Transfers - Unrestricted

FY 2017 to FY 2021Change

B-6

57


3.2 FY 2020-21 Proposed Budget Summary

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021Actual Actual Actual Probable Proposed Amount


Tuition & Fees 681,407,238$ 710,190,418$ 746,610,856$ 741,537,807$ 737,846,711$ 56,439,473$ 8.3 %State Appropriations 546,284,768 592,062,887 610,765,836 656,354,767 646,895,367 100,610,599 18.4 %Grants & Contracts 683,228,016 636,058,864 693,424,426 684,425,685 679,815,244 (3,412,772) (0.5) %Sales & Service 67,209,889 69,851,826 67,576,317 61,386,148 60,882,793 (6,327,096) (9.4) %Other Sources 137,649,683 139,504,137 151,957,239 141,234,576 139,356,581 1,706,898 1.2 %

Total Revenues 2,115,779,593$ 2,147,668,133$ 2,270,334,675$ 2,284,938,983$ 2,264,796,696$ 149,017,103$ 7.0 %

Expenditures and TransfersInstruction 705,774,497$ 691,201,220$ 713,275,720$ 832,521,404$ 786,532,060$ 80,757,563$ 11.4 %Research 266,074,863 323,493,599 339,531,119 370,788,986 331,668,815 65,593,952 24.7 %Public Service 146,773,079 150,461,752 155,162,904 160,483,189 157,078,494 10,305,415 7.0 %Academic Support 207,096,268 218,247,500 225,257,207 247,460,432 230,206,192 23,109,924 11.2 %Student Services 97,803,344 100,380,026 101,857,372 108,840,082 103,243,096 5,439,752 5.6 %Institutional Support 149,261,875 166,685,771 170,448,648 183,697,340 178,315,879 29,054,004 19.5 %Operation & Maintenance of Plant 141,350,370 151,286,259 150,502,571 160,156,661 155,806,640 14,456,270 10.2 %Scholarships & Fellowships 272,381,517 295,164,163 306,406,301 310,046,551 324,049,268 51,667,751 19.0 %

Subtotal Expenditures 1,986,515,814$ 2,096,920,290$ 2,162,441,842$ 2,373,994,645$ 2,266,900,444$ 280,384,630$ 14.1 %Mandatory Transfers 10,203,193 10,733,175 15,435,736 11,301,088 10,443,574 240,381 2.4 %Non-Mandatory Transfers 52,585,255 35,756,137 68,521,859 (99,941,737) (14,142,340) (66,727,595) (126.9) %

Total Expenditures & Transfers 2,049,304,262$ 2,143,409,602$ 2,246,399,437$ 2,285,353,996$ 2,263,201,678$ 213,897,416$ 10.4 %Fund Balance Addition/(Reduction) 66,475,332$ 4,258,531$ 23,935,238$ (415,013)$ 1,595,018$

AUXILIARIESRevenues 255,189,378$ 266,956,202$ 263,466,564$ 274,473,439$ 262,786,727$ 7,597,349$ 3.0 %Expenditures and Transfers

Expenditures 186,905,317$ 207,035,549$ 202,169,439$ 210,036,941$ 202,338,763$ 15,433,446$ 8.3 %Mandatory Transfers 42,169,835 46,326,750 45,401,257 48,033,507 44,022,452 1,852,617 4.4 %Non-Mandatory Transfers 25,428,666 9,507,965 20,601,174 16,402,991 16,425,512 (9,003,154) (35.4) %

Total Expenditures & Transfers 254,503,818$ 262,870,264$ 268,171,870$ 274,473,439$ 262,786,727$ 8,282,909$ 3.3 %Fund Balance Addition/(Reduction) 685,560$ 4,085,938$ (4,705,306)$

TOTALSRevenues 2,370,968,971$ 2,414,624,335$ 2,533,801,239$ 2,559,412,422$ 2,527,583,423$ 156,614,452$ 6.6 %Expenditures and Transfers

Expenditures 2,173,421,131$ 2,303,955,839$ 2,364,611,281$ 2,584,031,586$ 2,469,239,207$ 295,818,076$ 13.6 %Mandatory Transfers 52,373,028 57,059,925 60,836,993 59,334,595 54,466,026 2,092,998 4.0 %Non-Mandatory Transfers 78,013,921 45,264,102 89,123,033 (83,538,746) 2,283,172 (75,730,749) (97.1) %

Total Expenditures & Transfers 2,303,808,080$ 2,406,279,866$ 2,514,571,307$ 2,559,827,435$ 2,525,988,405$ 222,180,325$ 9.6 %Fund Balance Addition/(Reduction) 67,160,891$ 8,344,469$ 19,229,932$ (415,013)$ 1,595,018$

%

University of Tennessee System

Five Year HistoryCurrent Funds Revenues, Expenditures and Transfers - Unrestricted and Restricted

FY 2017 TO FY 2021Change

B-7

58


3.2

Actual Probable Proposed Probable to ProposedUnrestricted Restricted Total Unrestricted Restricted Total Unrestricted Restricted Total Amount

EDUCATION AND GENERALRevenues

Tuition & Fees 746,610,856$ 746,610,856$ 741,537,807$ 741,537,807$ 737,846,711$ 737,846,711$ (3,691,096)$ (0.5) %State Appropriations 592,612,952 18,152,884$ 610,765,836 640,100,952 16,253,815$ 656,354,767 630,641,552 16,253,815$ 646,895,367 (9,459,400) (1.4) %Grants & Contracts 53,857,681 639,566,746 693,424,426 46,481,971 637,943,714 684,425,685 45,940,594 633,874,650 679,815,244 (4,610,441) (0.7) %Sales & Service 67,576,317 67,576,317 61,386,148 61,386,148 60,882,793 60,882,793 (503,355) (0.8) %Other Sources 68,902,249 83,054,990 151,957,239 64,195,101 77,039,475 141,234,576 59,545,292 79,811,289 139,356,581 (1,877,995) (1.3) %

Total Revenues 1,529,560,055$ 740,774,620$ 2,270,334,675$ 1,553,701,979$ 731,237,004$ 2,284,938,983$ 1,534,856,942$ 729,939,754$ 2,264,796,696$ (20,142,287)$ (0.9) %

Expenditures and TransfersInstruction 510,622,839$ 202,652,881$ 713,275,720$ 616,880,593 215,640,811$ 832,521,404$ 570,308,488$ 216,223,572$ 786,532,060$ (45,989,344)$ (5.5) %Research 140,499,005 199,032,114 339,531,119 173,727,192 197,061,794 370,788,986 131,117,132 200,551,683 331,668,815 (39,120,171) (10.6) %Public Service 81,353,080 73,809,824 155,162,904 87,566,509 72,916,680 160,483,189 83,717,359 73,361,135 157,078,494 (3,404,695) (2.1) %Academic Support 175,049,100 50,208,107 225,257,207 198,313,995 49,146,437 247,460,432 180,940,067 49,266,125 230,206,192 (17,254,240) (7.0) %Student Services 98,555,131 3,302,241 101,857,372 105,585,715 3,254,367 108,840,082 100,825,163 2,417,933 103,243,096 (5,596,986) (5.1) %Institutional Support 168,589,108 1,859,540 170,448,648 176,392,733 7,304,607 183,697,340 176,036,643 2,279,236 178,315,879 (5,381,461) (2.9) %Operations & Maintenance of Plant 150,151,547 351,024 150,502,571 159,725,947 430,714 160,156,661 155,367,360 439,280 155,806,640 (4,350,021) (2.7) %Scholarships & Fellowships 124,958,755 181,447,546 306,406,301 124,611,143 185,435,408 310,046,551 138,694,663 185,354,605 324,049,268 14,002,717 4.5 %

Subtotal Expenditures 1,449,778,566$ 712,663,277$ 2,162,441,842$ 1,642,803,827$ 731,190,818$ 2,373,994,645$ 1,537,006,875$ 729,893,569$ 2,266,900,444$ (107,094,201)$ (4.5) %Mandatory Transfers 15,435,736 15,435,736 11,301,088 11,301,088 10,443,574 10,443,574 (857,514) (7.6) %Non-Mandatory Transfers 68,521,859 68,521,859 (99,941,737) (99,941,737) (14,142,340) (14,142,340) 85,799,397 85.8 %

Total Expenditures & Transfers 1,533,736,161$ 712,663,277$ 2,246,399,437$ 1,554,163,178$ 731,190,818$ 2,285,353,996$ 1,533,308,109$ 729,893,569$ 2,263,201,678$ (22,152,318)$ (1.0) %Fund Balance Addition / (Reduction) (4,176,105)$ 28,111,344$ 23,935,238$ (461,199)$ 46,186$ (415,013)$ 1,548,833$ 46,185$ 1,595,018$

AUXILIARIESRevenues 262,956,722$ 509,843$ 263,466,564$ 274,213,439$ 260,000$ 274,473,439$ 262,526,727$ 260,000$ 262,786,727$ (11,686,712)$ (4.3) %Expenditures and Transfers

Expenditures 201,428,896$ 740,543$ 202,169,439$ 209,776,941$ 260,000$ 210,036,941$ 202,078,763$ 260,000$ 202,338,763$ (7,698,178)$ (3.7) %Mandatory Transfers 45,401,257 45,401,257 48,033,507 48,033,507 44,022,452 44,022,452 (4,011,055) (8.4) %Non-Mandatory Transfers 20,601,174 20,601,174 16,402,991 16,402,991 16,425,512 16,425,512 22,521 0.1 %

Total Expenditures & Transfers 267,431,327$ 740,543$ 268,171,870$ 274,213,439$ 260,000$ 274,473,439$ 262,526,727$ 260,000$ 262,786,727$ (11,686,712)$ (4.3) %Fund Balance Addition / (Reduction) (4,474,606)$ (230,700)$ (4,705,306)$

TOTALSRevenues 1,792,516,777$ 741,284,463$ 2,533,801,239$ 1,827,915,418$ 731,497,004$ 2,559,412,422$ 1,797,383,669$ 730,199,754$ 2,527,583,423$ (31,828,999)$ (1.2) %Expenditures and Transfers

Expenditures 1,651,207,462$ 713,403,819$ 2,364,611,281$ 1,852,580,768$ 731,450,818$ 2,584,031,586$ 1,739,085,638$ 730,153,569$ 2,469,239,207$ (114,792,379)$ (4.4) %Mandatory Transfers 60,836,993 60,836,993 59,334,595 59,334,595 54,466,026 54,466,026 (4,868,569) (8.2) %Non-Mandatory Transfers 89,123,033 89,123,033 (83,538,746) (83,538,746) 2,283,172 2,283,172 85,821,918 102.7 %

Total Expenditures & Transfers 1,801,167,488$ 713,403,819$ 2,514,571,307$ 1,828,376,617$ 731,450,818$ 2,559,827,435$ 1,795,834,836$ 730,153,569$ 2,525,988,405$ (33,839,030)$ (1.3) %Fund Balance Addition / (Reduction) (8,650,711)$ 27,880,643$ 19,229,932$ (461,199)$ 46,186$ (415,013)$ 1,548,833$ 46,185$ 1,595,018$

University of Tennessee SystemFY 2020-21 Proposed Budget Summary

Unrestricted and Restricted Current Funds Revenues, Expenditures and Transfers

FY 2018-19 FY 2019-20 FY 2020-21

%

Change

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59


3.2 University of Tennessee SystemFY 2020-21 Proposed Budget

Natural Classifications by UnitUnrestricted Current Funds Expenditures





EDUCATIONAL AND GENERALSalaries and Benefits

SalariesAcademic 381,290,311$ 48,901,917$ 186,712,209$ 25,103,189$ 87,239,551$ 32,786,423$ 405,227$ 141,795$ Non-Academic 384,161,994 43,690,385 153,683,458 22,920,358 76,839,193 49,215,523 12,570,960 25,242,117Students 8,576,261 916,035 5,005,595 1,305,642 806,848 381,518 20,800 139,823

Total Salaries 774,028,566$ 93,508,337$ 345,401,262$ 49,329,189$ 164,885,592$ 82,383,464$ 12,996,987$ 25,523,735$ Staff Benefits 270,360,957 35,580,401 117,646,258 20,463,238 49,517,379 33,185,772 4,498,410 9,469,499

Total Salaries and Benefits 1,044,389,523$ 129,088,738$ 463,047,520$ 69,792,427$ 214,402,971$ 115,569,236$ 17,495,397$ 34,993,234$ Operating 468,995,050 60,511,413 253,384,024 29,716,535 57,314,522 34,607,805 6,714,078 26,746,673Equipment and Capital Outlay 23,622,302 1,091,739 13,744,376 1,643,855 6,698,653 344,879 98,800

Total Expenditures 1,537,006,875$ 190,691,890$ 730,175,920$ 101,152,817$ 278,416,146$ 150,521,920$ 24,308,275$ 61,739,907$

AUXILIARIESSalaries and Benefits

SalariesAcademic 697,044$ 7,000$ 690,044$ Non-Academic 62,072,446 3,412,815 55,801,647 1,499,609$ 1,358,375$ Students 5,350,955 207,439 4,637,456 506,060

Total Salaries 68,120,445$ 3,627,254$ 61,129,147$ 2,005,669$ 1,358,375$ Staff Benefits 16,737,274 1,208,498 14,697,188 677,860 153,728

Total Salaries and Benefits 84,857,719$ 4,835,752$ 75,826,335$ 2,683,529$ 1,512,103$ Operating 116,682,574 7,724,186 103,940,059 4,097,906 920,423Equipment and Capital Outlay 538,470 7,470 526,000 5,000

Total Expenditures 202,078,763$ 12,567,408$ 180,292,394$ 6,786,435$ 2,432,526$

TOTALSSalaries and Benefits

SalariesAcademic 381,987,355$ 48,908,917$ 187,402,253$ 25,103,189$ 87,239,551$ 32,786,423$ 405,227$ 141,795$ Non-Academic 446,234,440 47,103,200 209,485,105 24,419,967 78,197,568 49,215,523 12,570,960 25,242,117Students 13,927,216 1,123,474 9,643,051 1,811,702 806,848 381,518 20,800 139,823

Total Salaries 842,149,011$ 97,135,591$ 406,530,409$ 51,334,858$ 166,243,967$ 82,383,464$ 12,996,987$ 25,523,735$ Staff Benefits 287,098,231 36,788,899 132,343,446 21,141,098 49,671,107 33,185,772 4,498,410 9,469,499

Total Salaries and Benefits 1,129,247,242$ 133,924,490$ 538,873,855$ 72,475,956$ 215,915,074$ 115,569,236$ 17,495,397$ 34,993,234$ Operating 585,677,624 68,235,599 357,324,083 33,814,441 58,234,945 34,607,805 6,714,078 26,746,673Equipment and Capital Outlay 24,160,772 1,099,209 14,270,376 1,648,855 6,698,653 344,879 98,800

Total Expenditures 1,739,085,638$ 203,259,298$ 910,468,314$ 107,939,252$ 280,848,672$ 150,521,920$ 24,308,275$ 61,739,907$

Knoxville includes UTK Knoxville and UT Space Institute.

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3.2 University of Tennessee System

FY 2020-21 Proposed BudgetUnrestricted Net Assets

E&G and Auxiliary Funds Combined





FY 2018-19 ActualsNet Assets at Beginning of Year 135,635,553$ 12,475,947$ 56,009,282$ 9,504,870$ 17,220,470$ 15,804,693$ 1,521,370$ 23,098,922$ Operating Funds

Revenue 1,792,516,777$ 199,283,332$ 982,600,576$ 108,965,547$ 288,945,066$ 151,662,995$ 26,517,043$ 34,542,217$ Less: Expenditures and Transfers (1,801,167,488) (197,947,418) (980,280,837) (111,816,183) (294,016,586) (158,317,851) (26,262,636) (32,525,977)

Carryover Funds To/(From) Net Assets (8,650,711)$ 1,335,915$ 2,319,739$ (2,850,635)$ (5,071,521)$ (6,654,856)$ 254,408$ 2,016,240$

Net Assets Detail:ALLOCATED

Working Capital 28,771,234$ 4,911,862$ 10,265,180$ 1,315,110$ 5,657,443$ 1,490,859$ 76,338$ 5,054,442$ Revolving Funds 23,866,327 6,756,775 17,109,552 Encumbrances 3,510,352 1,449,241 101,015 503,380 1,456,716 Reserve for Reappropriations 2,244,809 700,000$ 1,544,809

Total Allocated Net Assets 58,392,722$ 4,911,862$ 18,471,196$ 1,416,125$ 6,160,823$ 2,947,575$ 776,338$ 23,708,803$ UNALLOCATED 68,592,121$ 8,900,000$ 39,857,825$ 5,238,110$ 5,988,126$ 6,202,261$ 999,440$ 1,406,359$

Total Net Assets - June 30, 2019 126,984,842$ 13,811,862$ 58,329,021$ 6,654,235$ 12,148,949$ 9,149,837$ 1,775,777$ 25,115,162$ Percent Unallocated of Expend. & Transfers 3.81% 4.50% 4.07% 4.68% 2.04% 3.92% 3.81% 2.73%

FY 2019-20 Probable BudgetNet Assets at Beginning of Year 126,984,842$ 13,811,862$ 58,329,021$ 6,654,235$ 12,148,949$ 9,149,837$ 1,775,777$ 25,115,162$ Operating Funds


Carryover Funds To/(From) Net Assets (461,199)$ -$ -$ -$ -$ (43,875)$ 102,200$ (519,524)$


Working Capital 28,546,245$ 4,911,862$ 10,265,181$ 1,315,110$ 5,651,577$ 1,480,654$ 4,921,861$ Revolving Funds 23,321,763 6,756,775 16,564,988 Encumbrances 3,070,367 1,449,241 101,015 1,520,111 Reserve for Reappropriations 2,490,693 700,000$ 1,790,693

Total Allocated Net Assets 57,429,068$ 4,911,862$ 18,471,197$ 1,416,125$ 5,651,577$ 3,000,765$ 700,000$ 23,277,542$ UNALLOCATED 69,094,576$ 8,900,000$ 39,857,824$ 5,238,110$ 6,497,372$ 6,105,197$ 1,177,977$ 1,318,096$

Estimated Total Net Assets - June 30, 2020 126,523,643$ 13,811,862$ 58,329,021$ 6,654,235$ 12,148,949$ 9,105,962$ 1,877,977$ 24,595,638$ Percent Unallocated of Expend. & Transfers 3.78% 4.30% 4.03% 4.54% 2.24% 3.97% 4.46% 2.92%

FY 2020-21 Proposed BudgetNet Assets at Beginning of Year 126,523,643$ 13,811,862$ 58,329,021$ 6,654,235$ 12,148,949$ 9,105,962$ 1,877,977$ 24,595,638$ Operating Funds


Carryover Funds To/(From) Net Assets 1,548,833$ -$ -$ -$ -$ 1,622,567$ (193,504)$ 119,770$


Working Capital 27,387,605$ 4,911,862$ 10,265,181$ 1,315,110$ 4,482,729$ 1,490,862$ 4,921,861$ Revolving Funds 24,610,381 6,756,775$ 1,168,848 16,684,758 Encumbrances 2,926,426 1,449,241$ 101,015$ 1,376,170$ Reserve for Reappropriations 3,490,693 1,000,000 700,000$ 1,790,693




Recommended percent unallocated of expenditures and transfers is 2% to 5% is 2.5% for unrestricted E&G and 3% to 5% for auxiliaries. For System Administration, transfers-in for system charge is excluded from the calculation.

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FY 2020-21 Proposed BudgetUnrestricted Net Assets

Educational and General (E&G) Funds Only





FY 2018-19 ActualNet Assets at Beginning of Year 110,305,402$ 10,602,865$ 33,501,164$ 8,665,342$ 17,111,047$ 15,804,693$ 1,521,369$ 23,098,923$ Operating Funds


Carryover Funds To/(From) Net Assets (4,176,105)$ 1,141,501$ 6,797,711$ (2,682,379)$ (5,048,730)$ (6,654,856)$ 254,408$ 2,016,240$


Working Capital 22,550,458$ 3,744,367$ 5,624,748$ 909,330$ 5,650,376$ 1,490,859$ 76,336$ 5,054,442$ Revolving Funds 19,195,984 2,086,432 17,109,552 Encumbrances 3,510,352 1,449,241 101,015 503,380 1,456,716 Unexpended GiftsReserve for Reappropriations 2,244,809 - 700,000$ 1,544,809


Total Net Assets - June 30, 2019 106,129,298$ 11,744,366$ 40,298,875$ 5,982,963$ 12,062,317$ 9,149,837$ 1,775,777$ 25,115,163$ Percent Unallocated of Expend. & Transfers 3.82% 4.48% 4.18% 4.89% 2.02% 3.92% 3.81% 2.73%

FY 2019-20 Probable BudgetNet Assets at Beginning of Year 106,129,298$ 11,744,366$ 40,298,875$ 5,982,963$ 12,062,317$ 9,149,837$ 1,775,777$ 25,115,163$ Operating Funds

Revenue 1,553,701,979$ 186,246,312$ 749,669,158$ 105,246,113$ 287,556,569$ 153,840,360$ 26,519,587$ 44,623,880$ Less: Expenditures and Transfers (1,554,163,178)$ (186,246,312) (749,669,158) (105,246,113) (287,556,569) (153,884,235) (26,417,387) (45,143,404)

Carryover Funds To/(From) Net Assets (461,199)$ -$ -$ -$ -$ (43,875)$ 102,200$ (519,524)$


Working Capital 22,331,536$ 3,744,367$ 5,624,748$ 909,330$ 5,650,576$ 1,480,653$ 4,921,862$ Revolving Funds 18,651,420 2,086,432 16,564,988 Encumbrances 3,070,367 1,449,241 101,015 1,520,111 Unexpended GiftsReserve for Reappropriations 2,490,693 - 700,000$ 1,790,693

Total Allocated Net Assets 46,544,016$ 3,744,367$ 9,160,421$ 1,010,345$ 5,650,576$ 3,000,764$ 700,000$ 23,277,543$ UNALLOCATED 59,064,081$ 8,000,000$ 31,138,453$ 4,972,617$ 6,411,741$ 6,105,197$ 1,117,977$ 1,318,096$


FY 2020-21 Proposed BudgetNet Assets at Beginning of Year 105,668,099$ 11,744,366$ 40,298,875$ 5,982,963$ 12,062,317$ 9,105,962$ 1,877,977$ 24,595,639$ Operating Funds

Revenue 1,534,856,942$ 186,929,500$ 745,782,963$ 102,696,131$ 288,813,498$ 154,017,087$ 26,175,116$ 30,442,647$ Less: Expenditures and Transfers (1,533,308,109)$ (186,929,500) (745,782,963) (102,696,131) (288,813,498) (152,394,520) (26,368,620) (30,322,877)

Carryover Funds To/(From) Net Assets 1,548,833$ -$ -$ -$ -$ 1,622,567$ (193,504)$ 119,770$


Working Capital 21,173,897$ 3,744,367$ 5,624,748$ 909,330$ 4,482,729$ 1,490,862$ 4,921,861$ Revolving Funds 19,940,037 2,086,432 1,168,847 16,684,758 Encumbrances 2,926,428 1,449,242 101,016 1,376,170 Reserve for Reappropriations 3,490,693 1,000,000 700,000$ 1,790,693



Recommended percent unallocated of expenditures and transfers is 2% to 5%. For System Administration, transfers-in for system charge is excluded from the calculation.Knoxville includes UT Knoxville and UT Space Institute.

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CenterFY 2018-19 ActualNet Assets at Beginning of Year 25,330,147$ 1,873,080$ 22,508,119$ 839,527$ 109,421$ Operating Funds

Revenue 262,956,722$ 19,634,328$ 231,603,798$ 9,951,260$ 1,767,336$ Less: Expenditures and Transfers (267,431,327) (19,439,914) (236,081,770) (10,119,515) (1,790,128)

Carryover Funds To/(From) Net Assets (4,474,605)$ 194,414$ (4,477,972)$ (168,255)$ (22,792)$ Net Assets at End of Year 20,855,542$ 2,067,494$ 18,030,147$ 671,272$ 86,629$


Working Capital 6,220,770$ 1,167,494$ 4,640,432$ 405,779$ 7,065$ Revolving Funds 4,670,343 4,670,343

Total Allocated Net Assets 10,891,113$ 1,167,494$ 9,310,775$ 405,779$ 7,065$ UNALLOCATED 9,964,429 900,000$ 8,719,371$ 265,493$ 79,565$

Total Net Assets - June 30, 2019 20,855,542$ 2,067,494$ 18,030,147$ 671,272$ 86,629$ Percent Unallocated of Expend. & Transfers 3.73% 4.63% 3.69% 2.62% 4.44%

FY 2019-20 Probable BudgetNet Assets at Beginning of Year 20,855,542$ 2,067,494$ 18,030,147$ 671,272$ 86,629$ Operating Funds

Revenue 274,213,439$ 20,691,519$ 240,559,998$ 10,124,296$ 2,837,626$ Less: Expenditures and Transfers (274,213,439)$ (20,691,519) (240,559,998) (10,124,296) (2,837,626)

Carryover Funds To/(From) Net Assets -$ -$ -$ -$ -$ Net Assets at End of Year 20,855,542$ 2,067,494$ 18,030,147$ 671,272$ 86,629$


Working Capital 6,214,705$ 1,167,494$ 4,640,433$ 405,778$ 1,000$ Revolving Funds 4,670,343 4,670,343


Estimated Total Net Assets - June 30, 2020 20,855,542$ 2,067,494$ 18,030,147$ 671,272$ 86,629$ Percent Unallocated of Expend. & Transfers 3.64% 4.35% 3.62% 2.62% 3.02%

FY 2020-21 Proposed BudgetNet Assets at Beginning of Year 20,855,542$ 2,067,494$ 18,030,147$ 671,272$ 86,629$ Operating Funds

Revenue 262,526,727$ 20,691,519$ 228,907,886$ 10,124,296$ 2,803,026$ Less: Expenditures and Transfers (262,526,727) (20,691,519) (228,907,886) (10,124,296) (2,803,026)

Carryover Funds To/(From) Net Assets -$ -$ -$ -$ -$ Net Assets at End of Year 20,855,542$ 2,067,494$ 18,030,147$ 671,272$ 86,629$


Working Capital 6,214,705$ 1,167,494$ 4,640,432$ 405,779$ 1,000$ Revolving Funds 4,670,344 4,670,344 Encumbrances


Estimated Total Net Assets - June 30, 2021 20,855,542$ 2,067,494$ 18,030,147$ 671,272$ 86,629$ Percent Unallocated of Expend. & Transfers 3.80% 4.35% 3.81% 2.62% 3.05%

Recommended percent unallocated of expenditures and transfers is 3% to 5%. Knoxville includes UT Knoxville and UT Space Institute.

University of Tennessee SystemFY 2020-21 Proposed Budget

Unrestricted Net AssetsAuxiliary Funds Only

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3.2 University of Tennessee SystemFY 2020-21 Proposed Budget

State Appropriations SummaryUnrestricted Current Educational and General Funds

ChangeFY 2018-19 FY 2019-20 FY 2020-21 Probable to Proposed

Actual Probable Proposed Amount %STATE APPROPRIATIONS

Chattanooga 55,430,905$ 59,740,705$ 60,171,705$ 431,000$ 0.7 %Knoxville

Knoxville 232,311,655$ 250,079,655$ 250,266,755$ 187,100$ 0.1 %Space Institute 9,132,803 9,292,800 9,305,300 12,500 0.1 %

Subtotal Knoxville 241,444,458$ 259,372,455$ 259,572,055$ 199,600$ 0.1 %

Martin 34,410,197 36,460,897 35,419,197 (1,041,700) (2.9) %Health Science Center 154,589,424 162,458,524 163,011,624 553,100 0.3 %Institute of Agriculture

AgResearch 30,008,688$ 31,206,388$ 31,288,288$ 81,900$ 0.3 %Extension 36,651,817 38,387,017 38,539,917 152,900 0.4 %College of Veterinary Medicine 21,236,259 22,518,259 22,591,459 73,200 0.3 %

Subtotal Institute of Agriculture 87,896,764$ 92,111,664$ 92,419,664$ 308,000$ 0.3 %

Institute for Public ServiceInstitute for Public Service 5,929,385$ 6,124,885$ 6,138,385$ 13,500$ 0.2 %Municipal Technical Advisory Service 3,535,751 3,715,551 3,724,351 8,800 0.2 %County Technical Assistance Service 3,056,451 3,205,751 3,214,051 8,300 0.3 %Tennessee Language Center 665,600 712,300 716,200 3,900 0.5 %

Subtotal Institute for Public Service 13,187,187$ 13,758,487$ 13,792,987$ 34,500$ 0.2 %

System Administration 5,654,017 16,109,917 6,166,017 (9,943,900) (61.7) %Total State Appropriations 592,612,952$ 640,100,952$ 630,641,552$ (9,459,400)$ (1.5) %

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FY 2020-21 Proposed Budget State Appropriations Five Year History

Unrestricted Current Educational and General Funds

ChangeFY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2016-17 TO FY 2020-21

Actual Actual Actual Probable Proposed Amount %STATE APPROPRIATIONS

Chattanooga 46,671,705$ 51,840,105$ 55,430,905$ 59,740,705$ 60,171,705$ 13,500,000$ 28.9 %Knoxville

Knoxville 202,989,655$ 226,290,355$ 232,311,655$ 250,079,655$ 250,266,755$ 47,277,100$ 23.3 %Space Institute 8,583,903 8,990,803 9,132,803 9,381,103 9,393,603 809,700 9.4 %

Subtotal Knoxville 211,573,558$ 235,281,158$ 241,444,458$ 259,460,758$ 259,660,358$ 48,086,800$ 22.7 %

Martin 31,508,097$ 33,208,097$ 34,410,197$ 36,460,897$ 35,419,197$ 3,911,100$ 12.4 %Health Science Center 141,084,321 149,955,324 154,589,424 162,458,524 163,011,624 21,927,303 15.5 %Institute of Agriculture

AgResearch 27,745,788$ 29,161,888$ 30,008,688$ 31,206,388$ 31,288,288$ 3,542,500$ 12.8 %Extension 33,950,817 35,701,417 36,651,817 38,387,017 38,539,917 4,589,100 13.5 %College of Veterinary Medicine 18,453,659 20,036,359 21,236,259 22,518,259 22,591,459 4,137,800 22.4 %

Subtotal Institute of Agriculture 80,150,264$ 84,899,664$ 87,896,764$ 92,111,664$ 92,419,664$ 12,269,400$ 15.3 %

Institute for Public ServiceInstitute for Public Service 5,643,985$ 5,841,485$ 5,929,385$ 6,124,885$ 6,138,385$ 494,400$ 8.8 %Municipal Technical Advisory Service 3,159,551 3,410,551 3,535,751 3,715,551 3,724,351 564,800 17.9 %County Technical Assistance Service 2,238,651 2,964,551 3,056,451 3,205,751 3,214,051 975,400 43.6 %Tennessee Language Center 665,600 712,300 716,200 716,200

Subtotal Institute for Public Service 11,042,187$ 12,216,587$ 13,187,187$ 13,758,487$ 13,792,987$ 2,750,800$ 24.9 %

System Administration 5,531,417 5,615,617 5,654,017 16,109,917 6,166,017 634,600 11.5 %Total State Appropriations 527,561,549$ 573,016,552$ 592,612,952$ 640,100,952$ 630,641,552$ 103,080,003$ 19.5 %

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University of Tennessee SystemFY 2020-21 Proposed Budget

Auxiliary EnterprisesUnrestricted Auxiliary Current Funds Revenues, Expenditures and Transfers

FY 2018-19 FY 2019-20 FY 2020-21Actual Probable Proposed Amount %

HOUSINGRevenues 74,650,283$ 79,195,001$ 79,421,689$ 226,688$ 0.3 %Expenditures and Transfers

Expenditures 44,771,109$ 47,130,927$ 48,274,620$ 1,143,693$ 2.4 %Mandatory Transfers 23,789,334 26,725,592 26,083,248 (642,344) (2.4) %Non-Mandatory Transfers 6,141,144 5,338,482 5,063,821 (274,661) (5.1) %

Total Expenditures and Transfers 74,701,587$ 79,195,001$ 79,421,689$ 226,688$ 0.3 %Fund Balance Addition/(Reduction) (51,304)$

FOOD SERVICERevenues 11,654,698$ 13,064,034$ 13,027,003$ (37,031)$ (0.3) %Expenditures and Transfers

Expenditures 2,935,891$ 5,026,531$ 5,315,004$ 288,473$ 5.7 %Mandatory Transfers 614,619 Non-Mandatory Transfers 7,174,772 8,037,503 7,711,999 (325,504) (4.0) %

Total Expenditures and Transfers 10,725,282$ 13,064,034$ 13,027,003$ (37,031)$ (0.3) %Fund Balance Addition/(Reduction) 929,416$

BOOKSTORESRevenues 24,554,245$ 25,140,352$ 23,210,352$ (1,930,000)$ (7.7) %Expenditures and Transfers

Expenditures 23,774,495$ 23,654,297$ 21,543,632$ (2,110,665)$ (8.9) %Mandatory Transfers 109,418 109,418 Non-Mandatory Transfers 1,545,575 1,376,637 1,557,302 180,665 13.1 %

Total Expenditures and Transfers 25,320,070$ 25,140,352$ 23,210,352$ (1,930,000)$ (7.7) %Fund Balance Addition/(Reduction) (765,825)$

PARKINGRevenues 14,536,400$ 15,443,167$ 15,597,149$ 153,982$ 1.0 %Expenditures and Transfers

Expenditures 7,719,322$ 8,718,094$ 8,680,177$ (37,917)$ (0.4) %Mandatory Transfers 6,288,943 6,356,343 6,181,628 (174,715) (2.7) %Non-Mandatory Transfers 781,315 368,730 735,344 366,614 99.4 %

Total Expenditures and Transfers 14,789,580$ 15,443,167$ 15,597,149$ 153,982$ 1.0 %Fund Balance Addition/(Reduction) (253,180)$

ATHLETICSRevenues 134,929,248$ 138,625,636$ 128,525,285$ (10,100,351)$ (7.3) %Expenditures and Transfers

Expenditures 119,624,366$ 122,460,349$ 115,478,587$ (6,981,762)$ (5.7) %Mandatory Transfers 14,146,812 14,842,154 11,648,158 (3,193,996) (21.5) %Non-Mandatory Transfers 5,338,290 1,323,133 1,398,540 75,407 5.7 %

Total Expenditures and Transfers 139,109,468$ 138,625,636$ 128,525,285$ (10,100,351)$ (7.3) %Fund Balance Addition/(Reduction) (4,180,220)$

OTHERRevenues 2,631,847$ 2,745,249$ 2,745,249$ Expenditures and Transfers

Expenditures 2,603,713$ 2,786,743$ 2,786,743$ Mandatory Transfers 561,549 Non-Mandatory Transfers (379,922) (41,494) (41,494)

Total Expenditures and Transfers 2,785,340$ 2,745,249$ 2,745,249$ Fund Balance Addition/(Reduction) (153,493)$

TOTALRevenues 262,956,722$ 274,213,439$ 262,526,727$ (11,686,712)$ (4.3) %Expenditures and Transfers

Expenditures 201,428,896$ 209,776,941$ 202,078,763$ (7,698,178)$ (3.7) %Mandatory Transfers 45,401,257 48,033,507 44,022,452 (4,011,055) (8.4) %Non-Mandatory Transfers 20,601,174 16,402,991 16,425,512 22,521 0.1 %

Total Expenditures and Transfers 267,431,327$ 274,213,439$ 262,526,727$ (11,686,712)$ (4.3) %Fund Balance Addition/(Reduction) (4,474,606)$

Probable to Proposed

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66




Actual Probable Proposed Amount %KNOXVILLERevenues

General FundsStudent Fees for Athletics 1,000,000$ 1,000,000$ 1,000,000$ Ticket Sales 34,735,101 37,011,874 29,843,265 (7,168,609)$ -19.4%Gifts 29,036,790 29,020,000 28,170,000 (850,000) -2.9%Other 71,338,631 72,591,262 70,509,520 (2,081,742) -2.9%

Total Revenues 136,110,522$ 139,623,136$ 129,522,785$ (10,100,351)$ -7.2%Expenditures and Transfers

Salaries and Benefits 49,590,714$ 52,085,530$ 50,530,827$ (1,554,703)$ -3.0%Travel 11,300,108 12,043,514 10,552,051 (1,491,463) -12.4%Student Aid 15,391,882 15,974,801 17,260,977 1,286,176 8.1%Other Operating 43,753,635 42,354,004 37,132,232 (5,221,772) -12.3%

Subtotal Expenditures 120,036,339$ 122,457,849$ 115,476,087$ (6,981,762)$ -5.7%Debt Service Transfers 14,146,812 14,842,154 11,648,158 (3,193,996) -21.5%Other Transfers 6,338,290 2,323,133 2,398,540 75,407$ 3.2%

Total Expenditures and Transfers 140,521,441$ 139,623,136$ 129,522,785$ (10,100,351)$ -7.2%Fund Balance Addition / (Reduction) (4,410,919)$

CHATTANOOGARevenues

General Funds 7,744,872$ 7,680,015$ 8,392,415$ 712,400$ 9.3%Student Fees for Athletics 5,078,868 5,334,663 5,334,663Ticket Sales 802,826 847,730 870,023 22,293 2.6%Gifts 1,291,296 2,000,000 2,000,000Other 2,225,971 1,967,293 1,945,000 (22,293) -1.1%

Total Revenues 17,143,833$ 17,829,701$ 18,542,101$ 712,400$ 4.0%Expenditures and Transfers

Salaries and Benefits 7,514,812$ 7,440,129$ 7,452,529$ 12,400$ 0.2%Travel 1,241,824 1,369,082 1,369,082Student Aid 4,947,180 5,681,594 6,016,894 335,300 5.9%Other Operating 3,278,734 3,168,896 3,533,596 364,700 11.5%

Subtotal Expenditures 16,982,550$ 17,659,701$ 18,372,101$ 712,400$ 4.0%Debt Service Transfers 161,283 170,000 170,000Other Transfers

Total Expenditures and Transfers 17,143,833$ 17,829,701$ 18,542,101$ 712,400$ 4.0%Fund Balance Addition / (Reduction)

MARTINRevenues

General Funds 6,702,982$ 6,836,592$ 6,854,394$ 17,802$ 0.3%Student Fees for Athletics 2,053,250 2,260,315 2,212,000 (48,315) -2.1%Ticket Sales 150,311 156,184 140,000 (16,184) -10.4%Gifts 668,562 806,679 661,000 (145,679) -18.1%Other 2,465,978 1,984,430 1,698,686 (285,744) -14.4%

Total Revenues 12,041,083$ 12,044,200$ 11,566,080$ (478,120)$ -4.0%Expenditures and Transfers

Salaries and Benefits 4,425,022$ 4,541,289$ 4,497,748$ (43,541)$ -1.0%Travel 864,215 867,981 470,238 (397,743) -45.8%Student Aid 4,334,765 4,407,280 4,784,039 376,759 8.5%Other Operating 2,200,850 2,111,420 1,697,825 (413,595) -19.6%

Subtotal Expenditures 11,824,852$ 11,927,970$ 11,449,850$ (478,120)$ -4.0%Debt Service Transfers 216,231 116,230 116,230Other Transfers

Total Expenditures and Transfers 12,041,083$ 12,044,200$ 11,566,080$ (478,120)$ -4.0%Fund Balance Addition / (Reduction)

TOTAL ATHLETICSRevenues

General Funds 14,447,854$ 14,516,607$ 15,246,809$ 730,202$ 5.0%Student Fees for Athletics 8,132,118 8,594,978 8,546,663Ticket Sales 35,688,238 38,015,788 30,853,288 (7,162,500) -18.8%Gifts 30,996,648 31,826,679 30,831,000 (995,679) -3.1%Other 76,030,580 76,542,985 74,153,206 (2,389,779) -3.1%

Total Revenues 165,295,438$ 169,497,037$ 159,630,966$ (9,817,756)$ -5.8%Expenditures and Transfers

Salaries and Benefits 61,530,549$ 64,066,948$ 62,481,104$ (1,585,844)$ -2.5%Travel 13,406,147 14,280,577 12,391,371 (1,889,206) -13.2%Student Aid 24,673,827 26,063,675 28,061,910 1,998,235 7.7%Other Operating 49,233,219 47,634,320 42,363,653 (5,270,667) -11.1%

Subtotal Expenditures 148,843,742$ 152,045,520$ 145,298,038$ (6,747,482)$ -4.4%Debt Service Transfers 14,524,326 15,128,384 11,934,388Other Transfers 6,338,290 2,323,133 2,398,540

Total Expenditures and Transfers 169,706,358$ 169,497,037$ 159,630,966$ (6,747,482)$ -4.0%Fund Balance Addition / (Reduction) (4,410,919)$ Includes unrestricted and restricted funds. Other revenue sources include NCAA conference income, tournament income, program sales, concessions, parking,broadcasting, television, radio, internet, endowments, investments, royalties, advertisements, sponsorships, game guarantees, licensing fees, and sports camps.

AthleticsUnrestricted and Restricted Current Funds for Men's and Women's Athletics

B-16

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67



Actual Probable Proposed Amount %EDUCATIONAL AND GENERALSalaries and Benefits

SalariesAcademic 371,375,977$ 368,832,931$ 381,058,088$ 12,225,157$ 3.3 %

Non-Academic 365,702,716 383,762,801 385,860,332 2,097,531 0.5 %

Students 11,446,598 8,664,050 8,576,261 (87,789) (1.0) %

Total Salaries 748,525,292$ 761,259,782$ 775,494,681$ 14,234,899$ 1.9 %

Staff Benefits 255,254,450 268,682,892 270,230,225 1,547,333 0.6 %Total Salaries and Benefits 1,003,779,741$ 1,029,942,674$ 1,045,724,906$ 15,782,232$ 1.5 %

Operating 413,446,614 469,765,899 451,979,604 (17,786,295) (3.8) %

Equipment and Capital Outlay 32,552,211 26,164,076 25,916,554 (247,522) (0.9) %Total Expenditures 1,449,778,566$ 1,525,872,649$ 1,523,621,064$ (2,251,585)$ (0.1) %


SalariesAcademic 539,275$ 706,750$ 697,044$ (9,706)$ (1.4) %

Non-Academic 59,450,705 63,569,831 62,072,446 (1,497,385)$ (2.4) %

Students 4,947,809 5,102,143 5,350,955 248,812 4.9 %

Total Salaries 64,937,789$ 69,378,724$ 68,120,445$ (1,258,279)$ (1.8) %

Staff Benefits 16,309,652 16,636,695 16,737,274 100,579 0.6 %

Total Salaries and Benefits 81,247,440$ 86,015,419$ 84,857,719$ (1,157,700)$ (1.3) %

Operating 119,552,734 122,891,446 116,682,574 (6,208,872) (5.1) %

Equipment and Capital Outlay 628,722 715,472 538,470 (177,002) (24.7) %Total Expenditures 201,428,896$ 209,622,337$ 202,078,763$ (7,543,574)$ (3.6) %



Non-Academic 425,153,421 447,332,632 447,932,778 600,146 0.1 %

Students 16,394,407 13,766,193 13,927,216 161,023 1.2 %

Total Salaries 813,463,080$ 830,638,506$ 843,615,126$ 12,976,620$ 1.6 %

Staff Benefits 271,564,101 285,319,587 286,967,499 1,647,912 0.6 %

Total Salaries and Benefits 1,085,027,181$ 1,115,958,093$ 1,130,582,625$ 14,624,532$ 1.3 %

Operating 532,999,347 592,657,345 568,662,178 (23,995,167) (4.0) %

Equipment and Capital Outlay 33,180,933 26,879,548 26,455,024 (424,524) (1.6) %Total Expenditures 1,651,207,462$ 1,735,494,986$ 1,725,699,827$ (9,795,159)$ (0.6) %

University of Tennessee SystemFY 2020-21 Proposed Budget (RECURRING)

Natural ClassificationsUnrestricted Current Funds Expenditures

B-17

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68



Actual Probable Proposed Amount %EDUCATIONAL AND GENERALSalaries and Benefits


Non-Academic 365,702,716 381,363,960 384,161,994 2,798,034 0.7 %

Students 11,446,598 8,819,909 8,576,261 (243,648) (2.8) %

Total Salaries 748,525,292$ 757,006,967$ 774,028,566$ 17,021,599$ 2.2 %

Staff Benefits 255,254,450 267,738,372 270,360,957 2,622,585 1.0 %Total Salaries and Benefits 1,003,779,741$ 1,024,745,339$ 1,044,389,523$ 19,644,184$ 1.9 %

Operating 413,446,614 592,079,892 468,995,050 (123,084,842) (20.8) %

Equipment and Capital Outlay 32,552,211 25,978,596 23,622,302 (2,356,294) (9.1) %Total Expenditures 1,449,778,566$ 1,642,803,827$ 1,537,006,875$ (105,796,952)$ (6.4) %


SalariesAcademic 539,275$ 706,750$ 697,044$ (9,706)$ (1.4) %

Non-Academic 59,450,705 63,569,831 62,072,446 (1,497,385)$ (2.4) %

Students 4,947,809 5,102,143 5,350,955 248,812 4.9 %

Total Salaries 64,937,789$ 69,378,724$ 68,120,445$ (1,258,279)$ (1.8) %

Staff Benefits 16,309,652 16,636,695 16,737,274 100,579 0.6 %

Total Salaries and Benefits 81,247,440$ 86,015,419$ 84,857,719$ (1,157,700)$ (1.3) %

Operating 119,552,734 122,891,446 116,682,574 (6,208,872) (5.1) %

Equipment and Capital Outlay 628,722 870,076 538,470 (331,606) (38.1) %Total Expenditures 201,428,896$ 209,776,941$ 202,078,763$ (7,698,178)$ (3.7) %



Non-Academic 425,153,421 444,933,791 446,234,440 1,300,649 0.3 %

Students 16,394,407 13,922,052 13,927,216 5,164 - %

Total Salaries 813,463,080$ 826,385,691$ 842,149,011$ 15,763,320$ 1.9 %

Staff Benefits 271,564,101 284,375,067 287,098,231 2,723,164 1.0 %

Total Salaries and Benefits 1,085,027,181$ 1,110,760,758$ 1,129,247,242$ 18,486,484$ 1.7 %

Operating 532,999,347 714,971,338 585,677,624 (129,293,714) (18.1) %

Equipment and Capital Outlay 33,180,933 26,848,672 24,160,772 (2,687,900) (10.0) %Total Expenditures 1,651,207,462$ 1,852,580,768$ 1,739,085,638$ (113,495,130)$ (6.1) %


Natural ClassificationsUnrestricted Current Funds Expenditures

B-18

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69


University of Tennessee SystemFY 2020-21 Proposed Budget Summary (RECURRING)

Unrestricted Current Funds Revenues, Expenditures, and Transfers

ChangeFY 2018-19 FY 2019-20 FY 2020-21

Actual Probable Proposed Amount %EDUCATIONAL AND GENERALRevenues

Tuition & Fees 746,610,856$ 739,476,272$ 737,846,711$ (1,629,561)$ (0.2) %State Appropriations 592,612,952 629,057,352 629,597,952 540,600 0.1 %Grants & Contracts 53,857,681 46,056,263 45,940,594 (115,669) (0.3) %Sales & Service 67,576,317 60,727,418 60,882,793 155,375 0.3 %Other Sources 68,902,249 58,448,749 59,545,292 1,096,543 1.9 %

Total Revenues 1,529,560,055$ 1,533,766,054$ 1,533,813,342$ 47,288$ - %

Expenditures and TransfersInstruction 510,622,839$ 579,207,859$ 566,624,958$ (12,582,901)$ (2.2) %Research 140,499,005 116,920,105 130,090,400 13,170,295 11.3 %Public Service 81,353,080 84,658,676 83,123,609 (1,535,067) (1.8) %Academic Support 175,049,100 179,170,609 180,553,872 1,383,263 0.8 %Student Services 98,555,131 100,435,762 100,800,163 364,401 0.4 %Institutional Support 168,589,108 176,170,350 172,380,198 (3,790,152) (2.2) %Operation & Maintenance of Plant 150,151,547 155,981,150 157,000,671 1,019,521 0.7 %Scholarships & Fellowships 124,958,755 133,328,138 133,047,193 (280,945) (0.2) %

Subtotal Expenditures 1,449,778,566$ 1,525,872,649$ 1,523,621,064$ (2,251,585)$ (0.1) %Mandatory Transfers 15,435,736 9,013,395 8,918,487 (94,908) (1.1) %Non-Mandatory Transfers 68,521,859 (1,607,078) (868,792) 738,286 45.9 %

Total Expenditures & Transfers 1,533,736,161$ 1,533,278,966$ 1,531,670,759$ (1,608,207)$ (0.1) %

Fund Balance Addition/(Reduction) (4,176,106)$ 487,088$ 2,142,583$

AUXILIARIESRevenues 262,956,722$ 274,213,439$ 262,526,727$ (11,686,712)$ (4.30) %Expenditures and Transfers

Expenditures 201,428,896 209,622,337 202,078,763 (7,543,574) (3.6) %Mandatory Transfers 45,401,257 48,188,111 44,022,452 (4,165,659) (8.6) Non-Mandatory Transfers 20,601,174 16,402,991 16,425,512 22,521 0.1 %

Total Expenditures & Transfers 267,431,327$ 274,213,439$ 262,526,727$ (11,686,712)$ (4.3) %Fund Balance Addition/(Reduction) (4,474,606)$

TOTALSRevenues 1,792,516,777$ 1,807,979,493$ 1,796,340,069$ (11,639,424)$ (0.6) %Expenditures and Transfers

Expenditures 1,651,207,462$ 1,735,494,986$ 1,725,699,827$ (9,795,159)$ (0.6) %Mandatory Transfers 60,836,993 57,201,506 52,940,939 (4,260,567) (7.4) %Non-Mandatory Transfers 89,123,033 14,795,913 15,556,720 760,807 5.1 %

Total Expenditures & Transfers 1,801,167,488$ 1,807,492,405$ 1,794,197,486$ (13,294,919)$ (0.7) %Fund Balance Addition/(Reduction) (8,650,711)$ 487,088$ 2,142,583$


B-19

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ChangeFY 2018-19 FY 2019-20 FY 2020-21


Tuition & Fees 746,610,856$ 741,537,807$ 737,846,711$ (3,691,096)$ (0.5) %State Appropriations 592,612,952 640,100,952 630,641,552 (9,459,400) (1.5) %Grants & Contracts 53,857,681 46,481,971 45,940,594 (541,377) (1.2) %Sales & Service 67,576,317 61,386,148 60,882,793 (503,355) (0.8) %Other Sources 68,902,249 64,195,101 59,545,292 (4,649,809) (7.2) %

Total Revenues 1,529,560,055$ 1,553,701,979$ 1,534,856,942$ (18,845,037)$ (1.2) %

Expenditures and TransfersInstruction 510,622,839$ 616,880,593$ 570,308,488$ (46,572,105)$ (7.5) %Research 140,499,005 173,727,192 131,117,132 (42,610,060) (24.5) %Public Service 81,353,080 87,566,509 83,717,359 (3,849,150) (4.4) %Academic Support 175,049,100 198,313,995 180,940,067 (17,373,928) (8.8) %Student Services 98,555,131 105,585,715 100,825,163 (4,760,552) (4.5) %Institutional Support 168,589,108 176,392,733 176,036,643 (356,090) (0.2) %Operation & Maintenance of Plant 150,151,547 159,725,947 155,367,360 (4,358,587) (2.7) %Scholarships & Fellowships 124,958,755 124,611,143 138,694,663 14,083,520 11.3 %

Subtotal Expenditures 1,449,778,566$ 1,642,803,827$ 1,537,006,875$ (105,796,952)$ (6.4) %Mandatory Transfers 15,435,736 11,301,088 10,443,574 (857,514) (7.6) %Non-Mandatory Transfers 68,521,859 (99,941,737) (14,142,340) 85,799,397 85.8 %

Total Expenditures & Transfers 1,533,736,161$ 1,554,163,178$ 1,533,308,109$ (20,855,069)$ (1.3) %

Fund Balance Addition/(Reduction) (4,176,106)$ (461,199)$ 1,548,833$


Expenditures 201,428,896 209,776,941 202,078,763 (7,698,178) (3.7) %Mandatory Transfers 45,401,257 48,033,507 44,022,452 (4,011,055) (8.4) %Non-Mandatory Transfers 20,601,174 16,402,991 16,425,512 22,521 0.1 %


TOTALSRevenues 1,792,516,777$ 1,827,915,418$ 1,797,383,669$ (30,531,749)$ (1.7) %Expenditures and Transfers

Expenditures 1,651,207,462$ 1,852,580,768$ 1,739,085,638$ (113,495,130)$ (6.1) %Mandatory Transfers 60,836,993 59,334,595 54,466,026 (4,868,569) (8.2) %Non-Mandatory Transfers 89,123,033 (83,538,746) 2,283,172 85,821,918 102.7 %

Total Expenditures & Transfers 1,801,167,488$ 1,828,376,617$ 1,795,834,836$ (32,541,781)$ (1.8) %Fund Balance Addition/(Reduction) (8,650,711)$ (461,199)$ 1,548,833$


B-20

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71


ChattanoogaFY 2020-21 Proposed Budget Summary




Tuition & Fees 117,339,254$ 120,521,031$ 121,188,927$ 667,896$ 0.6 %State Appropriations 55,430,905 59,740,705 60,171,705 431,000 0.7 %Grants & Contracts 981,434 919,564 453,856 (465,708) (50.6) %Sales & Service 5,630,230 4,795,512 4,845,512 50,000 1.0 %Other Sources 267,182 269,500 269,500

Total Revenues 179,649,005$ 186,246,312$ 186,929,500$ 683,188$ 0.4 %

Expenditures and TransfersInstruction 72,175,149$ 84,060,138$ 83,897,738$ (162,400)$ (0.2) %Research 4,872,154 4,939,917 4,675,717 (264,200) (5.3) %Public Service 2,155,631 2,745,216 2,764,616 19,400 0.7 %Academic Support 16,791,038 18,993,323 17,684,812 (1,308,511) (6.9) %Student Services 26,762,751 27,917,319 27,474,764 (442,555) (1.6) %Institutional Support 16,024,804 17,230,354 16,418,754 (811,600) (4.7) %Operation & Maintenance of Plant 17,455,244 21,343,253 19,159,504 (2,183,749) (10.2) %Scholarships & Fellowships 13,707,403 14,009,186 18,615,985 4,606,799 32.9 %

Subtotal Expenditures 169,944,174$ 191,238,706$ 190,691,890$ (546,816)$ (0.3) %Mandatory Transfers 3,396,147 4,207,165 3,438,000 (769,165) (18.3) %Non-Mandatory Transfers 5,167,183 (9,199,559) (7,200,390) 1,999,169 21.7 %

Total Expenditures & Transfers 178,507,504$ 186,246,312$ 186,929,500$ 683,188$ 0.4 %Fund Balance Addition/(Reduction) 1,141,501$

AUXILIARIESRevenues 19,634,328$ 20,691,519$ 20,691,519$ Expenditures and Transfers

Expenditures 11,665,848 12,567,408 12,567,408 Mandatory Transfers 5,417,394 6,104,333 6,104,333 Non-Mandatory Transfers 2,356,672 2,019,778 2,019,778

Total Expenditures & Transfers 19,439,914$ 20,691,519$ 20,691,519$ Fund Balance Addition/(Reduction) 194,413$

TOTALSRevenues 199,283,332$ 206,937,831$ 207,621,019$ 683,188$ 0.3 %Expenditures and Transfers

Expenditures 181,610,022$ 203,806,114$ 203,259,298$ (546,816)$ (0.3) %Mandatory Transfers 8,813,541 10,311,498 9,542,333 (769,165) (7.5) %Non-Mandatory Transfers 7,523,855 (7,179,781) (5,180,612) 1,999,169 27.8 %

Total Expenditures & Transfers 197,947,418$ 206,937,831$ 207,621,019$ 683,188$ 0.3 %Fund Balance Addition/(Reduction) 1,335,915$

B-21

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72


KnoxvilleFY 2020-21 Proposed Budget Summary




Tuition & Fees 462,823,754$ 456,784,001$ 452,788,241$ (3,995,760)$ (0.9) %State Appropriations 241,444,458 259,460,758 259,660,358 199,600 0.1 %Grants & Contracts 29,828,658 23,910,000 23,910,000 - - Sales & Service 9,158,905 5,165,997 5,164,937 (1,060) - %Other Sources 7,741,004 4,348,402 4,259,427 (88,975) (2.0) %

Total Revenues 750,996,779$ 749,669,158$ 745,782,963$ (3,886,195)$ (0.5) %

Expenditures and TransfersInstruction 234,979,581$ 301,933,543$ 263,052,990$ (38,880,553)$ (12.9) %Research 78,550,132 100,839,928 75,922,913 (24,917,015) (24.7) %Public Service 9,714,005 7,698,722 4,806,912 (2,891,810) (37.6) %Academic Support 79,162,436 94,091,767 88,111,651 (5,980,116) (6.4) %Student Services 50,640,946 55,308,878 52,824,407 (2,484,471) (4.5) %Institutional Support 54,517,364 64,109,304 59,715,732 (4,393,572) (6.9) %Operation & Maintenance of Plant 78,679,345 88,537,425 85,329,737 (3,207,688) (3.6) %Scholarships & Fellowships 90,837,876 88,850,665 100,411,578 11,560,913 13.0 %

Subtotal Expenditures 677,081,686$ 801,370,232$ 730,175,920$ (71,194,312)$ (8.9) %Mandatory Transfers 5,498,177 738,454 742,769 4,315 0.6 %Non-Mandatory Transfers 61,619,205 (52,439,528) 14,864,274 67,303,802 128.3 %

Total Expenditures & Transfers 744,199,068$ 749,669,158$ 745,782,963$ (3,886,195)$ (0.5) %Fund Balance Addition/(Reduction) 6,797,711$


Expenditures 182,390,878 187,801,368 180,292,394 (7,508,974) (4.0) %Mandatory Transfers 36,996,899 39,053,510 34,875,449 (4,178,061) (10.7) %Non-Mandatory Transfers 16,693,993 13,705,120 13,740,043 34,923 0.3 %


TOTALSRevenues 982,600,576$ 990,229,156$ 974,690,849$ (15,538,307)$ (1.6) %Expenditures and Transfers

Expenditures 859,472,563$ 989,171,600$ 910,468,314$ (78,703,286)$ (8.0) %Mandatory Transfers 42,495,076 39,791,964 35,618,218 (4,173,746) (10.5) %Non-Mandatory Transfers 78,313,198 (38,734,408) 28,604,317 67,338,725 173.8 %

Total Expenditures & Transfers 980,280,837$ 990,229,156$ 974,690,849$ (15,538,307)$ (1.6) %Fund Balance Addition/(Reduction) 2,319,739$

Knoxville includes UT Knoxville and the UT Space Institute.

B-22

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73


MartinFY 2020-21 Proposed Budget Summary




Tuition & Fees 59,407,910$ 63,264,330$ 62,661,462$ (602,868)$ (1.0) %State Appropriations 34,410,197 36,460,897 35,419,197 (1,041,700) (2.9) %Grants & Contracts 173,897 241,400 241,400 Sales & Service 4,293,911 4,472,250 3,577,096 (895,154) (20.0) %Other Sources 728,374 807,236 796,976 (10,260) (1.3) %

Total Revenues 99,014,288$ 105,246,113$ 102,696,131$ (2,549,982)$ (2.4) %

Expenditures and TransfersInstruction 42,071,578$ 45,442,206$ 44,824,222$ (617,984)$ (1.4) %Research 296,320 287,541 181,451 (106,090) (36.9) %Public Service 810,216 909,314 817,525 (91,789) (10.1) %Academic Support 10,202,385 10,812,961 10,915,267 102,306 0.9 %Student Services 14,128,305 14,858,698 13,642,616 (1,216,082) (8.2) %Institutional Support 6,795,789 7,342,389 7,361,923 19,534 0.3 %Operation & Maintenance of Plant 10,795,919 12,157,574 11,001,859 (1,155,715) (9.5) %Scholarships & Fellowships 12,929,612 13,770,726 12,407,954 (1,362,772) (9.9) %

Subtotal Expenditures 98,030,124$ 105,581,409$ 101,152,817$ (4,428,592)$ (4.2) %Mandatory Transfers 561,528 552,276 553,053 777 0.1 %Non-Mandatory Transfers 3,105,015 (887,572) 990,261 1,877,833 211.6 %


AUXILIARIESRevenues 9,951,260$ 10,124,296$ 10,124,296$ Expenditures and Transfers

Expenditures 6,014,338$ 6,786,435$ 6,786,435$ Mandatory Transfers 2,661,004 2,659,768 2,672,170 12,402 0.5 %Non-Mandatory Transfers 1,444,174 678,093 665,691 (12,402) (1.8) %

Total Expenditures & Transfers 10,119,516$ 10,124,296$ 10,124,296$ Fund Balance Addition/(Reduction) (168,256)$

TOTALSRevenues 108,965,547$ 115,370,409$ 112,820,427$ (2,549,982)$ (2.2) %Expenditures and Transfers

Expenditures 104,044,462 112,367,844 107,939,252 (4,428,592) (3.9) %Mandatory Transfers 3,222,532 3,212,044 3,225,223 13,179 0.4 %Non-Mandatory Transfers 4,549,189 (209,479) 1,655,952 1,865,431 890.5 %


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Health Science CenterFY 2020-21 Proposed Budget Summary




Tuition & Fees 94,195,769$ 88,400,995$ 88,472,873$ 71,878$ 0.1 %State Appropriations 154,589,424 162,458,524 163,011,624 553,100 0.3 %Grants & Contracts 17,068,837 16,881,624 16,896,662 15,038 0.1 %Sales & Service 20,125,890 18,763,506 19,360,419 596,913 3.2 %Other Sources 1,197,809 1,051,920 1,071,920 20,000 1.9 %

Total Revenues 287,177,729$ 287,556,569$ 288,813,498$ 1,256,929$ 0.4 %

Expenditures and TransfersInstruction 127,019,270$ 144,369,585$ 137,851,621$ (6,517,964)$ (4.5) %Research 17,354,992 24,799,124 8,126,446 (16,672,678) (67.2) %Public Service 128,134 404,697 329,340 (75,357) (18.6) %Academic Support 58,976,438 64,615,667 54,669,180 (9,946,487) (15.4) %Student Services 7,023,128 7,500,820 6,883,376 (617,444) (8.2) %Institutional Support 32,081,659 29,278,213 29,297,464 19,251 0.1 %Operation & Maintenance of Plant 39,708,373 33,966,738 34,097,888 131,150 0.4 %Scholarships & Fellowships 7,432,913 7,882,251 7,160,831 (721,420) (9.2) %

Subtotal Expenditures 289,724,907$ 312,817,095$ 278,416,146$ (34,400,949)$ (11.0) %Mandatory Transfers 5,846,723 5,673,193 5,579,752 (93,441) (1.6) %Non-Mandatory Transfers (3,345,171) (30,933,719) 4,817,600 35,751,319 115.6 %

Total Expenditures & Transfers 292,226,459$ 287,556,569$ 288,813,498$ 1,256,929$ 0.4 %Fund Balance Addition/(Reduction) (5,048,730)$

AUXILIARIESRevenues 1,767,336$ 2,837,626$ 2,803,026$ (34,600)$ (1.20) %Expenditures and Transfers

Expenditures 1,357,833 2,621,730 2,432,526 (189,204) (7.2) %Mandatory Transfers 325,960 215,896 370,500 154,604 71.6 %Non-Mandatory Transfers 106,335

Total Expenditures & Transfers 1,790,128$ 2,837,626$ 2,803,026$ (34,600)$ (1.2) %Fund Balance Addition/(Reduction) (22,791)$

TOTALSRevenues 288,945,066$ 290,394,195$ 291,616,524$ 1,222,329$ 0.4 %Expenditures and Transfers

Expenditures 291,082,739$ 315,438,825$ 280,848,672$ (34,590,153)$ (11.0) %Mandatory Transfers 6,172,683 5,889,089 5,950,252 61,163 1.0 %Non-Mandatory Transfers (3,238,836) (30,933,719) 4,817,600 35,751,319 115.6 %

Total Expenditures & Transfers 294,016,586$ 290,394,195$ 291,616,524$ 1,222,329$ 0.4 %Fund Balance Addition/(Reduction) (5,071,521)$

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Institute of AgricultureFY 2020-21 Proposed Budget Summary




Tuition & Fees 12,844,170$ 12,567,450$ 12,735,208$ 167,758$ 1.3 %State Appropriations 87,896,764 92,111,664 92,419,664 308,000 0.3 %Grants & Contracts 5,513,084 4,350,205 4,350,205 Sales & Service 28,367,381 28,188,883 27,934,829 (254,054) (0.9) %Other Sources 17,041,596 16,622,158 16,577,181 (44,977) (0.3) %

Total Revenues 151,662,995$ 153,840,360$ 154,017,087$ 176,727$ 0.1 %

Expenditures and TransfersInstruction 34,377,260$ 41,075,121$ 40,681,917$ (393,204)$ (1.0) %Research 39,425,408 42,860,682 42,210,605 (650,077) (1.5) %Public Service 46,441,257 53,196,182 51,702,756 (1,493,426) (2.8) %Academic Support 9,680,613 9,574,283 9,302,757 (271,526) (2.8) %Student ServicesInstitutional Support 2,826,322 2,741,283 2,747,198 5,915 0.2 %Operation & Maintenance of Plant 3,512,666 3,720,957 3,778,372 57,415 1.5 %Scholarships & Fellowships 50,951 98,315 98,315

Subtotal Expenditures 136,314,476$ 153,266,823$ 150,521,920$ (2,744,903)$ (1.8) %Mandatory Transfers - Non-Mandatory Transfers 22,003,375 617,412 1,872,600 1,255,188 203.3 %

Total Expenditures & Transfers 158,317,851$ 153,884,235$ 152,394,520$ (1,489,715)$ (1.0) %Fund Balance Addition/(Reduction) (6,654,857)$ (43,875)$ 1,622,567$

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Institute for Public Service TotalFY 2020-21 Proposed Budget Summary




Tuition & Fees -$ State Appropriations 13,187,187$ 13,758,487$ 13,792,987$ 34,500$ 0.3 %Grants & Contracts 291,771 179,178 88,471 (90,707) (50.6) %Sales & ServiceOther Sources 13,038,085 12,581,922 12,293,658 (288,264) (2.3) %

Total Revenues 26,517,043$ 26,519,587$ 26,175,116$ (344,471)$ (1.3) %

Expenditures and TransfersInstructionResearchPublic Service 22,103,838$ 22,612,378$ 23,296,210$ 683,832$ 3.0 %Academic Support 236,191 225,994 256,400 30,406 13.5 %Student ServicesInstitutional Support 916,675 878,174 755,665 (122,509) (14.0) %Operation & Maintenance of PlantScholarships & Fellowships

Subtotal Expenditures 23,256,705$ 23,716,546$ 24,308,275$ 591,729$ 2.5 %Mandatory Transfers 0Non-Mandatory Transfers 3,005,931 2,700,841 2,060,345 (640,496) (23.7) %

Total Expenditures & Transfers 26,262,636$ 26,417,387$ 26,368,620$ (48,767)$ (0.2) %Fund Balance Addition/(Reduction) 254,408$ 102,200$ (193,504)$

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System AdministrationFY 2020-21 Proposed Budget Summary




Tuition & FeesState Appropriations 5,654,017$ 16,109,917$ 6,166,017$ (9,943,900)$ (61.7) %Grants & ContractsSales & ServiceOther Sources 28,888,200 28,513,963 24,276,630 (4,237,333) (14.9) %

Total Revenues 34,542,217$ 44,623,880$ 30,442,647$ (14,181,233)$ (31.8) %

Expenditures and TransfersInstructionResearchPublic ServiceAcademic SupportStudent ServicesInstitutional Support 55,426,495$ 54,813,016$ 59,739,907$ 4,926,891$ 9.0 %Operation & Maintenance of Plant 2,000,000 2,000,000 Scholarships & Fellowships

Subtotal Expenditures 55,426,495$ 54,813,016$ 61,739,907$ 6,926,891$ 12.6 %Mandatory Transfers 133,161 130,000 130,000 Non-Mandatory Transfers (23,033,679) (9,799,612) (31,547,030) (21,747,418) (221.9) %

Total Expenditures & Transfers 32,525,977$ 45,143,404$ 30,322,877$ (14,820,527)$ (32.8) %Fund Balance Addition/(Reduction) 2,016,240$ (519,524)$ 119,770$

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THE UNIVERSITY OF TENNESSEE FY 2020-21 PROPOSED TUITION AND FEES

This section presents tuition1 and fee revenue changes expected to result from the proposed fee adjustments recommended to the Board of Trustees for FY 2020-21. It is provided to inform Board members in their consideration of the university’s fee proposal, which was developed in accordance with the Board Policy on Approval of Student Fees.

The following section includes revenue projections for specific fee changes at each campus, a discussion of how the additional revenues are planned to be used, and detailed schedules of tuition and fee levels proposed for each campus. Fee changes that have been approved by the President and Chancellors that do not require Board action are presented for information purposes. This section does not address revenue changes related to factors that will occur if tuition and fee levels remain unchanged, such as enrollment growth, which is discussed in section A of this document.

Section Contents Page

Recommended Changes C-2

Campus Summaries:

Chattanooga C-4

Knoxville C-5

Martin C-6

Health Science Center C-7

Tuition and Fee Schedules:

Chattanooga C-8

Knoxville C-15

Martin C-23

Veterinary Medicine C-28

Health Science Center C-29

Fees for Disabled and Elderly Persons C-33

1For the purposes of this document, tuition refers to both maintenance fees and out-of-state tuition. In-state students pay only for the maintenance fee, which is commonly referred to as ‘in-state tuition’. Out-of-state students pay the maintenance fee plus out-of-state tuition; the combined amount of these two fees is commonly referred to as ‘out-of-state tuition’.

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Recommended Changes

No increases are recommended for tuition and mandatory fees. Tuition decreases for some programs at UT Chattanooga and the UT Health Science Center were previously approved by the Board and are reflected in the following materials. UT Knoxville is recommending temporary reductions to housing and meal plan rates due to the compressed schedule for the Fall 2020 term; these are the only changes recommended for Board consideration at the June 2020 meeting. This section also includes information on fee changes approved by the President and Chancellors that do not require Board approval.

Revenue Growth Expected From Fee Changes

Proposed for Board Approval

Approved by the President

Approved by Chancellors Total

Knoxville - - - -

Chattanooga - - 6,500 6,500

Martin - - 14,100 14,100

Health Science Center - - 379,200 379,200

TOTAL - - $ 399,800 $ 399,800

Changes Proposed for Approval by the Board of Trustees UT Knoxville In-State Out-of-State Revenue

Housing & Meal Plans 10% reduction for Fall 2020 term - UT Chattanooga (previously approved)

Border States and South Carolina ($8,054) (31.2%) - UT Health Science Center (previously approved)

Bachelor of Medical Technology ($14,156) (54.1%) - Masters of Cytopathology Practice ($3,914) (28.3%) ($17,396) (54.7%) - Master of Clinical Lab Science ($13,608) (48.6%) - College of Medicine – MD ($7,169) (10.6%) -

TOTAL -

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Recommended Changes - continued

Changes Approved by the President UT Martin FY20 FY21 Change Revenue

UTM-in-Siena Transient Student Fee* NEW $7,100 $7,100 NEW -

Changes Approved by Chancellors UT Chattanooga FY20 FY21 Change Revenue Physical Therapy Seat Fee $500 $1,000 $500 100% $1,500 International Orientation Fee NEW $100 $100 NEW $5,000

UTC Subtotal: $6,500 UT Martin

UTM-in-Siena Special Admit Fee* NEW $11,900 $11,900 NEW - SOAR Orientation Fee – Students $45 $55 $10 22.2%

$14,100 SOAR Orientation Fee – Guests $20 $25 $5 25.0%

UTM Subtotal: $14,100 UT Health Science Center

Student Health Insurance $3,116 $3,432 $316 10.1% $379,200 TOTAL $399,800

*The UTM-in-Siena fees will generate revenue in FY 2021-22, not FY 2020-21. The FY22 revenue estimates are$35,500 for the Transient Student Fee and $119,000 for the Special Admit Fee.

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UT Chattanooga Proposed 2020-21 Tuition and Fees

Summary New Revenue

Approved by the Chancellor $ 6,500

Proposed Allocations

Operating expenses for international student orientation $ 5,000

Physical therapy program 1,500

TOTAL $ 6,500

Previously Approved by the Board of Trustees

The only changes subject to Board approval were previously approved by the Board in June 2019. Beginning in Fall 2020, Chattanooga will assess a lower rate of out-of-state tuition to students from border states and South Carolina. Tuition and mandatory fees for this group will drop from $25,774 to $17,720. The projected increase in enrollments is expected to make this change revenue-neutral. The June 2019 Board action also included an adjustment to the regional discount that was already in place for students from a few nearby counties in Georgia and Alabama. Dropping the discount from $12,086 to $4,032 keeps net tuition and fees, inclusive of the discount, steady at $13,688 for these students.

Approved by the Chancellor

• Physical Therapy Seat Fee – The Physical Therapy seat fee will be increased from$500 to $1,000 to secure a candidate's position in this highly competitive program.The fee helps gauge the number of expected candidates enrolling in the program andalso serve as a deterrent for individuals to accept admission to multiple programsand decide at the last minute to attend elsewhere. With recent changes made withinthe centralized application service, which manages the student early decisionprocess, this increase will provide manageable expectations and bindingcommitments while remaining competitive within peer programs. While not intendedto generate new revenues, it is expected to result in a revenue gain of around $1,500.

• International Orientation Fee – A new orientation fee of $100 will be assessed before eachsemester for all new international students that will provide revenue growth of an estimated$5,000. These resources will be used to partially cover orientation operating expenses inorder to provide participant meals, materials, transportation and event activities.

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UT Knoxville Proposed 2020-21 Tuition and Fees

Proposed for Board Approval

UT Knoxville is proposing no changes to tuition and fees other than a temporary reduction to Fall 2020 housing and meal plan rates to adjust for the compressed schedule of the Fall term. Rates will return to current levels during the Spring 2021 term, if the campus is able to resume a normal calendar. This is expected to result in little change in revenues compared to the current year, which were depressed by the refunds issued during the Spring 2020 semster.

• Housing – Rates for Fall 2020 will be set 10% lower than current rates. This willresult in a 5% net reduction over the full academic year of 2020-21.

• Meal Plans – Base rates for Fall 2020 will be set 10% lower than current rates. Thereduction does not apply to block meal plans or dining dollars. Block meal plansare tied to the number of meals provided rather than the length of a semester.Dining dollars are a fixed dollar amount that can be purchased and added to a mealor block plan. Rate adjustments in the Fall term will result in net price reductionsranging from 3.3% to 4.3% over the full academic year of 2020-21.

Rates for all UTK housing units and meal plans can be found on pages C-19 and C-20.

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UT Martin Proposed 2020-21 Tuition and Fees

New Revenue

Approved by the Chancellor $ 14,100


Summer Orientation Program 14,100

Approved by the President

• Siena Transient Student Fee – UTM-in-Siena is a unique three-month program wherestudents earn a semester’s worth of credits while living in the medieval city of Siena,Italy. Courses in a variety of subjects are offered in English by faculty from UTM, theDante Alighieri Society of Siena, and the University of Siena Martin. The program isbeing marketed to students from other universities who wish to attend and receiveacademic credit from UT Martin without pursuing a UT Martin degree. These studentswill be assessed a $7,100 program fee. The revenue generated by this fee, approximately$35,500 per year beginning in FY 2021-22, will cover program costs for these students.


• Siena Special Admit Fee – A fee of $11,900 will be assessed to non-UT Martinstudents who attend UTM-in-Siena as “special admit” students. These studentsattend the program under a Memorandum of Understanding between UT Martinand their home institutions. They will not receive academic credit from UT Martin.The revenue generated by this fee, approximately $119,000 per year beginning in FY2021-22, will cover program costs for these students.

• Summer Orientation (SOAR) Program Fee – This fee is assessed to students andguests who attend summer orientation. The fee charged to guests will increase from$20 to $25 while the fee charged to students will increase from $45 to $55. Thiswill generate additional revenues of $14,100 which is needed to cover increasedcosts of materials used in orientation events.

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UT Health Science Center Proposed 2020-21 Tuition and Fees

Summary New Revenue

Approved by the Chancellor 379,200


Student health insurance premium increase 379,200

Previously Approved by the Board of Trustees

The Board approved several tuition changes at the March 2020 meeting, which are explained below. No further action is needed for these fees changes.

In-State Out-of-State Revenue Bachelor of Medical Technology ($14,156) (54.1%) - Masters of Cytopathology Practice ($3,914) -28.3% ($17,396) (54.7%) - Master of Clinical Lab Science ($13,608) (48.6%) - College of Medicine – MD ($7,169) (10.6%) -

• Maintenance Fee – There is no increase for Undergraduate or Graduate programs. There isa slight decrease in the Maintenance Fee costs for the Masters of Cytopathology Practice inthe College of Health Professions. This is due to declining enrollments in this program dueto competition with peers. It is anticipated that this decrease in Maintenance Fees will bringin new students which will compensate for any loss of revenues due to the decrease.

• Out-of-State Tuition – UTHSC reduced out-of-state tuition for the Medicine program alongwith 3 programs in Health Professions to maintain and, in some cases, grow enrollment. Inall proposals, no qualified Tennessee applicant will be disadvantaged. It is anticipated thatout of state enrollment will increase in order to offset the revenue losses from the reductions.


• Student Health Insurance – UTHSC provides a health insurance policy, which includescoverage for injury and sickness, including inpatient, outpatient, prescription and wellnessprovisions. The plan also includes accidental death and dismemberment coverage. Healthinsurance is required for all students, but the student health insurance policy can be waivedif the student has private health insurance. The fee will increase from $3,116 to $3,432,generating $379,200 to cover the costs of a rise in premiums.

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FY 2019-20 FY 2020-21 Amount PercentTOTAL TUITION AND MANDATORY FEES

Undergraduate Students

New Students (Soar in Four)In-State 9,656$ 9,656$ In-State: Learn and Distance 9,490 9,490 Non-Residents: Learn and Distance 10,114 10,114 Non-Residents: TN Bordering States 25,774 17,720 (8,054)$ (31.2) %Non-Residents: TN Bordering States (Regional Tuition Discount) 13,688 13,688 Non-Residents: All Other States 25,774 25,774

Students Admitted Prior to Fall 2019In-State 8,880$ 8,880$ In-State: Learn and Distance 8,714 8,714 Non-Residents: Learn and Distance 9,338 9,338 Non-Residents: TN Bordering States 24,998 16,944 (8,054)$ (32.2) %Non-Residents: TN Bordering States (Regional Tuition Discount) 12,912 12,912 Non-Residents: All Other States 24,998 24,998

Graduate Students

In-State 10,270$ 10,270$ In-State: Learn and Distance 9,768 9,768 Non-Residents: Learn and Distance 10,614 10,614 Non-Residents: TN Bordering States 18,334 18,334 Non-Residents: TN Bordering States (Regional Tuition Discount) 14,302 14,302 Non-Residents: All Other States 18,334 18,334 International Students 26,334 26,334

University Fees are set by the Board of Trustees and are subject to change at any regular or called meeting of the Board.

The 'TN Bordering State' rate is a new approved 'Non-Resident Tuition' rate beginning Fall 2020. All out-of-state students from a Tennessee bordering state (Alabama,Arkansas, Georgia, Kentucky, Mississippi, Missouri, North Carolina, South Carolina or Virginia) will be assessed a new 'Non-Resident Tuition' rate of $8,064.

The schedule above does not include differential fees assessed at $58 per credit hour for College of Business, College of Engineering and Computer Science, and Doctorate programs for Physical Therapy and Occupational Therapy courses; as well as, differential fees assessed at $100 for School of Nursing courses. The total amount paid depends on the number of courses taken.

ChattanoogaFY 2020-21 Annual Tuition and Fees

Fall and Spring Semesters

CHANGE

The ‘Soar in Four’ rate is assessed to students admitted as of the Fall 2019 semester and any semester after. All students who were previously admitted during prior semesters will be assessed the 'Students Admitted Prior' rate. The 'Soar in Four' initiative is a new tuition model intended to encourage students to enroll in 15 or more credit hours per semester in order to graduate in four years. Although it encourages students to enroll for more hours each term, the 'Soar in Four' rate will be assessed to students registered for 12 or more credit hours in a term. By FY 2023-24, the ‘Soar in Four’ rate will be applicable to all students.

Out of state students from Catoosa, Dade, Fannin, Murray, Walker and Whitfield counties in North Georgia and Jackson county in Alabama may qualify to receive a Regional Tuition Discount to their "Non-Resident Tuition". Students receive a 50% discount credit of the "Non-Resident Tuition" to their account. The amounts above are shown net of this discount.

Summary

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FY 2019-20 FY 2020-21 Amount PercentIN-STATE

UndergraduateNew Students (Soar in Four)Maintenance Fee 7,836$ 7,836$ Mandatory Fees 1,820 1,820

Total Tuition and Fees 9,656$ 9,656$

Students Admitted Prior to Fall 2019Maintenance Fee 7,060$ 7,060$ Mandatory Fees 1,820 1,820


GraduateMaintenance Fee 8,450$ 8,450$ Mandatory Fees 1,820 1,820


OUT-OF-STATE

UndergraduateNew Students (Soar in Four)Maintenance Fee 7,836$ 7,836$ Non-Resident Tuition 16,118 16,118

Total Out-of-State Tuition 23,954 23,954 Mandatory Fees 1,820 1,820

Total Out-of-State Tuition and Fees 25,774$ 25,774$

Students Admitted Prior to Fall 2019Maintenance Fee 7,060$ 7,060$ Non-Resident Tuition 16,118 16,118



GraduateMaintenance Fee 8,450$ 8,450$ Non-Resident Tuition 8,064 8,064



Graduate (International)Maintenance Fee 8,450$ 8,450$ Non-Resident Tuition 16,064 16,064





The schedule above does not include differential fees assessed at $58 per credit hour for College of Business, College of Engineering and Computer Science, and Doctorate programs for Physical Therapy and Occupational Therapy courses; as well as, differential fees assessed at $100 for School of Nursing courses. The total amount paid depends on the number of courses taken.


Out of state students from Catoosa, Dade, Fannin, Murray, Walker and Whitfield counties in North Georgia and Jackson county in Alabama may qualify to receive a Regional Tuition Discount to their "Non-Resident Tuition". Students receive a 50% discount credit of the "Non-Resident Tuition" to their account.



CHANGE

In-state students pay only for the maintenance fee, which is commonly referred to as ‘in-state tuition’. Out-of-state students pay the maintenance fee plus non-resident tuition. The combined amount of these two fees is commonly referred to as ‘out-of-state tuition’.

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Tennessee Bordering States and South Carolina

FY 2019-20 FY 2020-21 Amount PercentTN BORDERING STATE (Plus S.C.)

UndergraduateNew Students (Soar in Four)Maintenance Fee 7,836$ 7,836$ Non-Resident Tuition 16,118 8,064 (8,054)$ (50.0) %

Total Out-of-State Tuition 23,954 15,900 (8,054) (33.6) %Mandatory Fees 1,820 1,820

Total Out-of-State Tuition and Fees 25,774$ 17,720$ (8,054)$ (31.2) %

Students Admitted Prior to Fall 2019Maintenance Fee 7,060$ 7,060$ Non-Resident Tuition 16,118 8,064 (8,054)$ (50.0) %

Total Out-of-State Tuition 23,178 15,124 (8,054)$ (34.7) %Mandatory Fees 1,820 1,820

Total Out-of-State Tuition and Fees 24,998$ 16,944$ (8,054)$ (32.2) %




GEORGIA AND ALABAMA COUNTIES ELIGIBLE FOR REGIONAL TUITION DISCOUNT

UndergraduateNew Students (Soar in Four)Maintenance Fee 7,836$ 7,836$ Non-Resident Tuition 16,118 8,064 (8,054) (50.0) %Regional Tuition Discount (12,086) (4,032) 8,054 66.6 %



Students Admitted Prior to Fall 2019Maintenance Fee 7,060$ 7,060$ Non-Resident Tuition 16,118 8,064 (8,054)$ (50.0) %Regional Tuition Discount (12,086) (4,032) 8,054 (66.6) %



GraduateMaintenance Fee 8,450$ 8,450$ Non-Resident Tuition 8,064 8,064 Regional Tuition Discount (4,032) (4,032)





Out of state students from Catoosa, Dade, Fannin, Murray, Walker and Whitfield counties in North Georgia and Jackson county in Alabama may qualify to receive a Regional Tuition Discount to their "Non-Resident Tuition". Students receive a 50% discount credit to their account amounting to $4,032 for full-time students.The schedule above does not include differential fees assessed at $58 per credit hour for College of Business, College of Engineering and Computer Science, and Doctorate programs for Physical Therapy and Occupational Therapy courses; as well as, differential fees assessed at $100 for School of Nursing courses. The total amount paid depends on the number of courses taken.



CHANGE



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FY 2019-20 FY 2020-21 Amount PercentMASTER'S DEGREE PROGRAMS

IN-STATE

Executive MBA 44,000$ 44,000$ Online MBA Program 23,520 23,520 Graduate College of Business Program Fee 900 900

OUT-OF-STATE

Executive MBA 49,000$ 49,000$ Online MBA Program 25,212 25,212 Graduate College of Business Program Fee 900 900

ONLINE COURSES

IN-STATE

UndergraduateMaintenance Fee 294$ 294$ Online Support 56 56Technology Fee 12 12

Total 362$ 362$ GraduateMaintenance Fee 469$ 469$ Online Support 56 56Technology Fee 12 12

Total 537$ 537$

OUT-OF-STATE

UndergraduateMaintenance Fee 321$ 321$ Online Support 56 56Technology Fee 12 12

Total 389$ 389$ GraduateMaintenance Fee 518$ 518$ Online Support 56 56Technology Fee 12 12

Total 586$ 586$

UNDERGRADUATE DIFFERENTIAL TUITION

College of Business 58$ 58$ College of Engineering and Computer Science 58 58 Doctorate of Physical Therapy 58 58 Doctorate of Occupational Therapy 58 58 School of Nursing 100 100


The tech fee is $12 per-credit-hour for the first 10 hours attempted. Once semester credit hours reach 11 credits, the annualized tech fee becomes a flat fee of $260. In addition, there is an annual flat library fee of $50.


Program, Online, and Differential Fees

CHANGE

Differential Tuition is a per-credit-hour fee assessed for a specific course or group of courses as dictated by increasing demand for educational excellence in specific areas. Once approved, future percentage increases in Maintenance Fees automatically apply to the Differential Tuition for these specific courses. Increases to Differential Tuition exceeding the percentage increases proposed for Maintenance Fees must be approved by the Board of Trustees. The total amount paid depends on the number of courses taken.

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ChattanoogaFY 2020-21 Annual Tuition And Fees

Mandatory Fees

CHANGEFY 2019-20 FY 2020-21 Amount Percent

UNDERGRADUATE AND GRADUATE MANDATORY FEES

Student Programs and Services Fee (SPSF)Student Activity 240$ 240$ Debt Service 300 300 Health Services 120 120

Total Student Programs and Services Fee 660$ 660$

Other Mandatory FeesAthletics 514$ 514$ Green 20 20Technology 260 260Library 50 50Transportation 96 96Facilities 200 200International Education 20 20

Total Mandatory Fees 1,820$ 1,820$


The purpose of the Student Programs and Services Fee (SPSF) is to advance the University’s educational mission by funding non-instructional services, activities, programs, and facilities that promote student satisfaction and retention or promote the intellectual, physical, emotional, social, cultural, or leadership development of students. The Board of Trustees retains ultimate control of the SPSF and sets the amount of the SPSF at each campus annually upon the recommendation of the Board’s Finance and Administration Committee.

Mandatory fees are used to support programs, services, technology, and facilities that enhance student life and academic programs.

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FY 2019-20 FY 2020-21 Amount PercentHOUSING

Guerry2 Bedroom 1 Bath (Private Room) 6,936$ 6,936$ 2 Bedroom 1 Bath (Shared Room) 6,120 6,120 3 Bedroom 2 Bath (Private Room) 7,344 7,344 3 Bedroom 2 Bath (Shared Room) 6,528 6,528

Decosimo1 Bedroom 1 Bath (Shared Room) 6,528 6,528 1 Bedroom 1 Bath (Private Room) 8,772 8,772 3 Bedroom 2 Bath (Shared) 7,344 7,344 3 Bedroom 2 Bath (Private Room/bath) 8,160 8,160 4 Bedroom 2 Bath (Private Room) 7,344 7,344

Stophel2 Bedroom 1 Bath (Private Room) 8,160 8,160 4 Bedroom 2 Bath (Private Room) 7,344 7,344

Walker4 Bedroom 2 Bath (Private Room) 7,344 7,344

UCF4 Bedroom 2 Bath (Private Room) 7,344 7,344 2 Bedroom 2 Bath (Full Bed. Shared Room) 6,528 6,528

West Campus1 bedroom 1 bath for 2 residents 8,000 8,000 2 bedroom 2 bath for 4 residents 7,600 7,600 2 bedroom 1 bath for 4 residents w/living area 7,600 7,600

Boling4 Bedroom 1 Bath (Private Room) 6,120 6,120 3 Bedroom 1 Bath (Private Room) 6,528 6,528

Johnson Obear4 Bedroom 1 Bath (Private Room) 6,120 6,120 3 Bedroom 1 Bath (Private Room) 6,528 6,528

Lockmiller2 Bedroom 1 Bath (Private Room) 6,936 6,936 2 Bedroom 1 Bath (Shared Room - Shared) 5,304 5,304

Stagmaier1 Bedoom Suite Style Bath (Shared) 4,896 4,896 1 bedroom Suite Style Bath (Private) 6,120 6,120

University Fees are set by the Board of Trustees and are subject to change at any regular meeting of the Board.

CHANGE

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FY 2019-20 FY 2020-21 Amount PercentFOOD SERVICES

Meal Plans 130 meals plus $750 Mocs Bucks 3,536$ 3,536$ 160 meals plus $550 Mocs Bucks 3,536 3,536 5 day all access plus $350 Mocs Bucks 3,782 3,782 7 day all access plus $150 Mocs Bucks 3,996 3,996 Gold Mocs Bucks 1,588 1,588 Blue Mocs Bucks 614 614 50 plus $50 Mocs Bucks 798 798 75 plus $300 Mocs Bucks 1,608 1,608 100 plus $400 Mocs Bucks 2,120 2,120


CHANGE

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KnoxvilleFY 2020-21 Annual Tuition and Fees



IN-STATE

UndergraduateMaintenance Fee 11,332$ 11,332$ Mandatory Fees 1,932 1,932




OUT-OF-STATE

UndergraduateMaintenance Fee 11,332$ 11,332$ Non-Resident Tuition 18,190 18,190

Total Out-of-State Tuition 29,522$ 29,522$ Mandatory Fees 2,162 2,162







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Knoxville FY 2020-21 Annual Tuition And Fees

Mandatory Fees and Differential Tuition


UNDERGRADUATE AND GRADUATE MANDATORY FEES

IN-STATE

UndergraduateStudent Programs and Services Fee (SPSF)

Student Programs 292$ 292$ Capital 438 438Health Services 202 202Student Counseling 106 106

Total Student Programs and Services Fee 1,038$ 1,038$

Other Mandatory FeesTechnology 240 240 Facilities 404 404 Transportation 150 150 Library 80 80 International Education 20 20


GraduateStudent Programs and Services Fee (SPSF) 1,038$ 1,038$ Other Mandatory Fees

Technology 240 240 Facilities 404 404 Transportation 150 150 Library 80 80


OUT-OF STATE

UndergraduateStudent Programs and Services Fee (SPSF) 1,038$ 1,038$ Other Mandatory Fees

Technology 240$ 240$ Facilities 634 634 Transportation 150 150 Library 80 80 International Education 20 20


GraduateStudent Programs and Services Fee (SPSF) 1,038$ 1,038$ Other Mandatory Fees

Technology 240 240 Facilities 634 634 Transportation 150 150 Library 80 80


UNDERGRADUATE DIFFERENTIAL TUITION

Tickle College of Engineering 65$ 65$ College of Nursing (All undergraduate level courses) 135 135 Haslam College of Business (All undergraduate courses except 100) 101 101 College of Architecture 111 111





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Specialized Programs

FY 2019-20 FY 2020-21 Amount PercentSPECIALIZED PROGRAMS

MBA ProgramsFull-Time MBA 16,000$ 16,000$ Senior Executive MBA 71,000 71,000 Aerospace Executive MBA 72,500 72,500 Professional Executive MBA 49,500 49,500 Physician Executive MBA 76,000 76,000 Global Supply Chain Executive MBA 85,000 85,000 Health Care Leadership MBA 65,000 65,000

Specialty Master's Degree ProgramsMasters of Science in Industrial & Systems Engineering 18,000$ 18,000$ Masters of Human Resource Management 4,500 4,500 Masters of Business Analytics Program in Statistics, Operations, and Management Science 6,000 6,000 Masters of Accountancy in Accounting and Information Management 6,000 6,000 Masters of Science in Supply Chain Management 2,000 2,000 Doctor of Social Work 600 600 Masters of Science in Social Work 450 450 Masters of Science in Supply Chain Management (Online) 22,950 22,950 Masters of Science in Industrial & Systems Engineering Health Systems 20,000 20,000 Masters of Science in Industrial & Systems Engineering (Online Cohort) 18,000 18,000

Specialty Degree ProgramsAccelerated Bachelor of Science in Nursing Program Fee 1,000 1,000


CHANGE

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Knoxville FY 2020-21 Annual Tuition and Fees

Online Programs


IN-STATE

UndergraduateMaintenance Fee 378$ 378$ Library 5 5 Online Support 56 56

Total 439$ 439$

GraduateMaintenance Fee 639$ 639$ Library 5 5 Online Support 56 56

Total 700$ 700$

OUT-OF-STATE

UndergraduateMaintenance Fee 453$ 453$ Library 5 5 Online Support 56 56

Total 514$ 514$

GraduateMaintenance Fee 714$ 714$ Library 5 5 Online Support 56 56

Total 775$ 775$

Fees are charged per credit hour and apply only to courses that are included in the online program.Graduate maintenance fees apply to both UTK and UTSI. Library and online support fees do not apply to UTSI.Differential, program, and material course fees for various academic programs are in addition to the fees shown above.


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FY 2019-20Fall Spring Total Amount Percent

HOUSINGCOMMUNITY & POD RATES

HessDouble Shared 6,440$ 2,900$ 3,220$ 6,120$ (320)$ -5.0%Single 8,350 3,760 4,175 7,935 (415) -5.0%Buyout 8,350 3,760 4,175 7,935 (415) -5.0%

MagnoliaDouble Shared 7,210 3,245 3,605 6,850 (360) -5.0%Buyout 14,420 6,490 7,210 13,700 (720) -5.0%

MasseyDouble Shared 6,050 2,725 3,025 5,750 (300) -5.0%Buyout 7,910 3,560 3,955 7,515 (395) -5.0%

OrangeDouble Shared 7,210 3,245 3,605 6,850 (360) -5.0%Single 9,890 4,450 4,945 9,395 (495) -5.0%Buyout 14,420 6,490 7,210 13,700 (720) -5.0%

SUITES

BrownQuad Shared 7,730 3,480 3,865 7,345 (385) -5.0%Quad Buyout 15,460 6,960 7,730 14,690 (770) -5.0%Double Shared 8,140 3,665 4,070 7,735 (405) -5.0%Double Buyout 16,280 7,330 8,140 15,470 (810) -5.0%

ClementDouble Shared 6,900 3,105 3,450 6,555 (345) -5.0%Buyout 8,950 4,030 4,475 8,505 (445) -5.0%

DogwoodDouble Shared 7,730 3,480 3,865 7,345 (385) -5.0%Buyout 15,460 6,960 7,730 14,690 (770) -5.0%

MagnoliaDouble Shared 7,730 3,480 3,865 7,345 (385) -5.0%Buyout 15,460 6,960 7,730 14,690 (770) -5.0%

North CarrickDouble Shared 6,800 3,060 3,400 6,460 (340) -5.0%Buyout 8,820 3,970 4,410 8,380 (440) -5.0%

ReeseDouble Shared 6,800 3,060 3,400 6,460 (340) -5.0%Buyout 8,820 3,970 4,410 8,380 (440) -5.0%

South CarrickDouble Shared 6,800 3,060 3,400 6,460 (340) -5.0%Buyout 8,820 3,970 4,410 8,380 (440) -5.0%

StokelyTriple Private 9,790 4,405 4,895 9,300 (490) -5.0%Quad Shared 9,170 4,125 4,585 8,710 (460) -5.0%Quad Private 9,580 4,310 4,790 9,100 (480) -5.0%Buyout 18,340 8,250 9,170 17,420 (920) -5.0%

FY 2020-21 CHANGE

The fee schedule represents a reduction to Fall fees only based on a revised calendar with fewer days on campus. Spring rates will revert back to full rates assuming the campus can return to a normal calendar.


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FY 2019-20Fall Spring Total Amount Percent

HOUSING (CONTINUED)APARTMENTS

Dogwood - Quad Private 8,600 3,870 4,300 8,170 (430) -5.0%Laurel

Double Private 9,090 4,090 4,545 8,635 (455) -5.0%Double Shared 7,050 3,175 3,525 6,700 (350) -5.0%Buyout 14,100 6,350 7,050 13,400 (700) -5.0%

Orange - Quad Private 8,600 3,870 4,300 8,170 (430) -5.0%Vol Condo

Quad Private 8,240 - - - (8,240) -100.0%Triple Private 8,750 - - - (8,750) -100.0%

VolunteerQuad Private 8,700 3,915 4,350 8,265 (435) -5.0%Triple Private/Private Bath 10,350 4,660 5,175 9,835 (515) -5.0%Triple Private/Shared Bath 9,120 4,105 4,560 8,665 (455) -5.0%Double Private 10,350 4,660 5,175 9,835 (515) -5.0%

FOOD SERVICESMeal Plans

7-Day Access Unlimited meals + $300 Dining Dollars 4,348$ 1,987$ 2,174$ 4,161$ (187)$ -4.3%Any 10 meals/week + $300 Dining Dollars 4,070 1,862 2,035 3,897 (173) -4.3%Any 8 meals/week + $450 Dining Dollars 4,070 1,877 2,035 3,912 (158) -3.9%Any 5 meals/week + $500 Dining Dollars 2,950 1,378 1,475 2,853 (97) -3.3%Dining Dollar Plus $1,265 Dining Dollars 2,000 1,000 1,000 2,000 Dining Dollar $550 Dining Dollars 1,130 565 565 1,130 Flex Plan $300 Dining Dollars 600 300 300 600

Block Plans

Vol Block - 165 meals + $500 Dining Dollars 4,450$ -$ -$ -$ (4,450)$ -100.0%Block 100 - 100 meals + $150 Dining Dollars 2,120 1,060 1,060 2,120 Block 75 - 75 meals + $150 Dining Dollars 1,690 845 845 1,690 Block 50 - 50 meals + $300 Dining Dollars 1,690 845 845 1,690

All undergraduates taking 6 credit hours or more are required to purchase a flex or meal plan.

All first-year undergraduate students living on campus are required to purchase the 7-Day Access Meal Plan.

All plans except for the Flex Plan include 5 free guest meals per semester.

Dining Dollars can be used like cash at all campus dining locations.

Vol Condos will be used for isolation purposes for FY2020-21. Students will not be assigned to those spaces.

The Vol Block plan is not being offered in FY2020-21

FY 2020-21 CHANGE

The fee schedules represents a reduction to Fall fees only based on a revised calendar with fewer days on campus. Spring rates will revert back to full rates assuming the campus can return to a normal calendar.

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College of Law Fall and Spring Semesters


IN-STATE

Maintenance Fee 16,696$ 16,696$ Mandatory Fees 3,472 3,472


OUT-OF-STATE

Maintenance Fee 16,696$ 16,696$ Non-Resident Tuition 18,444 18,444



MANDATORY FEES

IN-STATE

Student Programs and Services Fee 1,038$ 1,038$ Other Mandatory Fees

Technology 240 240 Facilities 150 150Transportation 404 404Law Library Fee 250 250Law Enhancement Fee 1,390 1,390


OUT-OF-STATE

Student Programs and Services Fee 1,038$ 1,038$ Other Mandatory Fees

Technology 240 240 Facilities 150 150Transportation 634 634Law Library Fee 250 250Law Enhancement Fee 1,390 1,390





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Knoxville FY 2020-21 Annual Tuition and Fees

Space Institute Fall and Spring Semesters


IN-STATE

GraduateMaintenance Fee 11,468$ 11,468$ Student Activity Fee 180 180


OUT-OF-STATE


Total Out-of-State Tuition 29,656$ 29,656$ Student Activity Fee 180 180


DIFFERENTIAL TUITION Tickle College of Engineering 65$ 65$




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MartinFY 2020-21 Annual Tuition and Fees



UndergraduateMaintenance Fee 8,214$ 8,214$ Mandatory Fees 1,534 1,534




OUT-OF-STATE DOMESTIC


Total Out-of-State Tuition 14,254$ 14,254$ Mandatory Fees 1,534$ 1,534$





OUT-OF-STATE INTERNATIONAL








CHANGE


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Mandatory Fees


UNDERGRADUATE

Student Programs and Services Fee (SPSF)Student Activity - Non Athletic 262$ 262$ Student Activity - Athletic 408 408 Student Health & Counseling 60 60 Green 10 10 Debt Service 380 380

Total Student Programs and Services Fee 1,120$ 1,120$ Other Mandatory Fees

Technology 250 250 Publications 14 14Facilities 150 150


GRADUATE

Student Programs and Services Fee (SPSF)Student Activity - Non Athletic 262$ 262$ Student Activity - Athletic 408 408 Student Health & Counseling 60 60 Green 10 10 Debt Service 380 380


Technology 250 250 Facilities 150 150





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UndergraduateCourse Fee 363$ 363$ Online Support 56 56

Total 419$ 419$

GraduateCourse Fee 564$ 564$ Online Support 56 56

Total 620$ 620$

OUT-OF-STATE DOMESTIC


Total 455$ 455$


Total 676$ 676$

OUT-OF-STATE INTERNATIONAL


Total 495$ 495$


Total 733$ 733$



Online Fees

CHANGE

UT online course fees are charged per credit hour. The total amount depends on the number of credits taken. This applies to all students, including on-campus students.

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FY 2019-20 FY 2020-21 Amount PercentFOOD SERVICESMeal Plans Carte Blanche Meal Plan with $100 declining balance 3,478$ 3,478$ 15 Meal Plan per week with $80 declining balance 3,324 3,324 10 Meal Plan per week with $200 declining balance 3,364 3,364 5 Meal Plan per week with $475 declining balance 2,910 2,910

Block Plans100 Meals with $130 declining balance 1,888 1,888 75 Meals with $100 declining balance 1,496 1,496 70 Meals with $600 declining balance 3,086 3,086 50 Meals with $60 declining balance 1,002 1,002 25 Meals with $50 declining balance 646 646

Captain’s Cash Meal Plans $500 declining balance 1,000 1,000 $250 declining balance 500 500

Door Prices (Per Day)Breakfast 8.40 8.40 Lunch 9.40 9.40 Dinner 10.51 10.51 Saturday Brunch 9.40 9.40 Sunday Brunch: Adult 12.52 12.52 Sunday Brunch: Child under 10 5.92 5.92


CHANGE

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FY 2019-20 FY 2020-21 Amount PercentHOUSINGCOMMUNITY & POD RATESEllington Hall

Double Shared 2,920$ 2,920$ Single 4,490 4,490

Browning HallDouble Shared 2,920 2,920 Single 4,490 4,490

Cooper HallDouble Shared 3,500 3,500 Single 4,990 4,990

University Village IIDouble Shared 6,420 6,420 Single 7,640 7,640

University Village ISingle 6,750 6,750 Summer Lease 2,800 2,800

APARTMENTSUniversity Courts

1 Bedroom 4,270 4,270 2 Bedroom 4,580 4,580 3 Bedroom 5,400 5,400


CHANGE

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Maintenance Fee 27,504$ 27,504$ Mandatory Fees 1,832 1,832


OUT-OF-STATE

Maintenance Fee 27,504$ 27,504$ Non-Resident Tuition 27,036 27,036



MANDATORY FEESIN-STATE

Student Programs and Services Fee (SPSF)Student Programs 292$ 292$ Capital 438 438Health Services 202 202Student Counseling 106 106

Total Student Programs and Services Fee (SPSF) 1,038$ 1,038$ Other Mandatory Fees

Technology 240 240 Facilities 404 404 Transportation 150 150


OUT-OF-STATE

Student Programs and Services Fee (SPSF)Student Programs 292$ 292$ Capital 438 438Health Services 202 202Student Counseling 106 106


Technology 240 240 Facilities 634 634 Transportation 150 150



Veterinary MedicineFY 2020-21 Annual Tuition and Fees


CHANGE


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Health Science CenterFY 2020-21 Annual Tuition and Fees

Tuition

FY 2019-20 FY 2020-21 Amount Percent

Graduate Health Sciences 10,894$ 10,894$ MS Pharmacology & Forensic Dentistry 16,712 16,712 Medicine Doctor of Medicine 34,566 34,566 Physician Assistant 22,924 22,924 Dentistry General DDS 30,388 30,388 Transitional DDS 73,028 73,028 Dental Hygiene Bachelor of Science 9,988 9,988 Pharmacy 22,370 22,370 Nursing Bachelors 12,705 12,705 Graduate 18,698 18,698 Health Professions Medical Technology 7,990 7,990 Audiology & Speech Pathology **** 11,110 11,110 Entry Level Advanced Degrees * 13,814 13,814 Masters of Cytopathology Practice 13,814 9,900 (3,914)$ -28.3%Entry Lev Adv Degrees Audiology/Speech Path** 18,820 18,820 Post-Professional Degrees *** 10,068 10,068 Masters of Clinical Lab Science 10,068 10,068

Graduate Health Sciences 16,542$ 16,542$ MS Pharmacology & Forensic Dentistry 25,140 25,140 Medicine Doctor of Medicine 67,658 60,489 (7,169)$ -10.6%Physician Assistant 38,962 38,962 Dentistry General DDS 69,148 69,148 Transitional DDS 73,028 73,028 Dental Hygiene Bachelor of Science 19,976 19,976 Pharmacy 27,374 27,374 Nursing Bachelors 36,930 36,930 Graduate 43,538 43,538 Health Professions Entry Level Bachelor of ScienceMedical Technology 26,156 12,000 (14,156) -54.1%Audiology & Speech Pathology **** 29,300 29,300 Entry Level Advanced Degrees * 31,796 31,796 Masters of Cytopathology Practice 31,796 14,400 (17,396) -54.7%Entry Lev Adv Degrees Audiology/Speech Path** 43,396 43,396 Post-Professional Degrees *** 28,008 28,008 Masters of Clinical Lab Science 28,008 14,400 (13,608) -48.6%

* Entry Level Advanced Degrees ** Entry Level Advanced Degrees Audiology/Speech PathDoctor of Physical Therapy Doctor of AudiologyMaster of Occupational Therapy Master of Science in Speech-Language Pathology

Transitional Doctor of Audiology

*** Post-Professional Degrees **** Bachelor of Audiology & Speech PathologyDoctor of Science in Physical Therapy This is a joint degree with UTK where UTHSC will teach Master of Science in Physical Therapy the 4th year of the Bachelor's program but charge theTransitional Doctor of Physical Therapy UTK tuition rate.

These Fees were approved at the March 1, 2019 Board Meeting

Change

IN-STATE

OUT-OF-STATE

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OTHER FEES

Health Insurance 3,116$ 3,432$ 316$ 10.1%Disability Insurance 44 44 Malpractice Insurance

MedicineClass of 2020 and 2021 14 14 Class of 2018 and 2019 43 43

Pharmacy 20 20 Nursing 20 20 Health Professions 20 20 Dentistry 17 17

Course Proficiency Exam Fee 200 200 Other Fees - Health Professions CHP OT Board Review Fee 150 150 CHP OT Media Fee 150 150 Other Fees - NursingCON Pre-Licensure Digital Course Materials Fee-1st Term 617 617 CON Pre-Licensure Digital Course Materials Fee-2nd Term 617 617 CON Pre-Licensure Digital Course Materials Fee-3rd Term 617 617 CON DNP Digital Course Materials Fee 40 40 CON Nursing Kit 260 260CON Digital Equipment Fee 420 420 CON Board Review Fee 315 315 Other Fees - MedicineCOM Step 1 Exam Prep Fee 120 120 COM PA Digital Course Materials Fee 48 48 COM PA Medical Equipment Fee 476 476 COM PA Board Review Fee 268 268 Other Fees - PharmacyCOP Pre-Naplex Exam Fee-4th Year all in Fall Semester 80 80 COP MTM Certificate Fee-3rd Year all in Fall Semester 100 100 COP Point of Care Testing Certificate Fee 140 140 COP Board Review Fee 175 175 Other Fees - DentistryCOD Dentistry Student Government 60 60 COD Laboratory and Clinical Utilization Fee 3,200 3,200 COD Graduate Endodontics Clinical Utilization Fee 12,750 12,750 COD Graduate Orthodontics Clinical Utilization Fee 7,000 7,000

Audiology Mandatory Fees (UTK Campus) 1,932 1,932



Other Fees

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Health Science CenterFY 2020-21 Annual Tuition And Fees

Mandatory Fees


IN-STATE AND OUT-OF-STATE

Student Programs and Services Fee (SPSF)Student Activity 26$ 26$ Campus Recreation 40 40 Campus Improvement 50 50 Simulation Center Equipment Fee 300 300 Debt Service 54 54 Computer Based Testing Fee 50 50 Health Services 200 200 Counseling 280 280

Total Student Programs and Services Fee (SPSF) 1,000$ 1,000$ Other Mandatory Fees

Technology 240$ 240$ Graduation/Yearbook 50 50

Total Other Fees 1,290$ 1,290$


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Online Fees

FY 2019-20 FY 2020-21 Amount PercentUNDERGRADUATE MEDICAL TECHNOLOGY

IN-STATECourse Fee 350$ 350$ Online Support 46 46Total 396$ 396$

OUT-OF-STATECourse Fee 415$ 415$ Online Support 46 46Total 461$ 461$

Graduate



HEALTH INFORMATICS AND INFORMATION MANAGEMENT



NURSING DOCTORATE



These Fees were approved at the March 1, 2019 Board Meeting

Change

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CHANGEFY 2019-20 FY 2020-21 Amount

Disabled/Elderly PersonsCOURSES FOR CREDIT

Per Semester Hour 7$ 7$ Maximum Fee per Semester 70 70

AUDIT COURSES No Charge No Charge

University of Tennessee SystemFY 2020-21 Annual Tuition and Fees

Fees for Disabled and Elderly Persons

Fee levels mandated by Tennessee Code Annotated 49-7-113.

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Annual Report on the Internal Audit Function for Calendar Year

2019 June 26, 2020

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2019 Annual Report on the Internal Audit Function June 26, 2020

2

June 26, 2020

Ms. Amy Miles Chair Audit and Compliance Committee The University of Tennessee Board of Trustees

Dear Ms. Miles:

This report complies with Article VII, Section 7.4 (2) of the Bylaws of the University of Tennessee Board of Trustees, which requires the Chief Audit and Compliance Officer, through the Audit and Compliance Committee, to provide a report on the internal audit function to the Board of Trustees at its annual meeting.

The Bylaws require the report to include the annual audit plan, all prior-year audits completed and in progress, follow-up reviews, and any audits scheduled but not done. The information included in this report has been previously reported to the Audit and Compliance Committee through our office’s monthly reporting process or at regularly scheduled Committee meetings.

I appreciate the dedication and professionalism of the internal audit staff who work to fulfill the mission of the Office of Audit and Compliance—to provide objective and independent evaluations to reduce risk and improve operations at the University of Tennessee.

I am also grateful for the support our office receives from the Audit and Compliance Committee and management throughout the UT System.

Brian J. Daniels Chief Audit and Compliance Officer

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3

Background As required by the International Standards for the Professional Practice of Internal Auditing, a risk-based audit plan is developed each year and approved by the Audit and Compliance Committee. The Committee approved the 2019 plan in January. Following is the plan’s status as of December 31, 2019. Additions, cancellations, and deferrals (scheduled, but not started; deferred to 2020) are in the left-hand column. UT System and System Administration Engagements

Self-Assessment of Controls Complete E-commerce Pre-Approvals Complete Security Plan Assessments Complete Audit Follow-Up Complete Complete College Tennessee Act (2019) Complete President's Office Complete Conflict of Interests In Progress General and Application Controls—ANDI In Progress General and Application Controls—K@TE Complete Effort Reporting (College of Veterinary Medicine) In Progress Deferred Effort Reporting (College of Nursing) Scheduled Complete College Tennessee Act (2018) Complete Procurement Card Fraud Review Complete Payroll Data Analytics Complete Discounts for Dependents Complete Renewal and Replacement Funds Complete Added* Clery Act Compliance In Progress

*OAC broadened the scope of two planned campus-based audits (HSC and UTC) in order to assess Clery Act compliance throughout the entire UT System. UT Knoxville Engagements Chancellor’s Office Complete Emergency Management In Progress Athletics Debit Cards for Student Travel Complete Export Controls In Progress Key Business Controls Assessment In Progress UTSI—IT Security Complete Student Life—IT Security In Progress Added Department of Supply Chain Management In Progress Deferred Athletics NCAA Compliance—Eligibility (2019) Scheduled Theatre—IT Security In Progress Cancelled* WUOT Radio Center (External Audit Assist) Cancelled

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4

Registrar—Banner Interface Security Audit Complete Vine School Health Center—HIPAA Security Complete Bursar’s Office Reconciliation Process Complete Research Compliance Complete Renewal and Replacement Funds Complete Added McClung Museum Procurement Card Purchases Complete

*External auditors did not require assistance this year. UT Health Science Center Engagements

Cash Controls Complete University Health Services Revenue In Progress College of Dentistry Inventory Complete Cancelled* Key Business Controls Assessments Scheduled Collaborative Research Network Awards Complete Added College of Pharmacy Continuing Education Contracts Complete Deferred Office of Sponsored Programs Scheduled Consolidated** Clery Act Compliance Cancelled Programs for Minors Complete Renewal and Replacement Funds Complete College of Pharmacy Grant Accounting Complete

*OAC cancelled this audit because of resource constraints and reassignment of auditor time to higher priority projects. HSC team members were assigned to complete projects at UT Martin due to an auditor vacancy there and to the system-wide Clery Act Compliance audit. **Campus Clery activities included in a system-wide audit of Clery Act Compliance (see UT System and System Administration). UT Chattanooga Engagements

Programs for Minors Complete Athletics NCAA Compliance: Recruitment (2018) Complete

Deferred Athletics NCAA Compliance Eligibility (2019) Scheduled WUTC Radio Station (External Audit Assist) (2019) In Progress Consolidated* Clery Act Compliance Cancelled Office of Financial Aid In Progress Key Business Controls Assessment In Progress Deferred University Housing Scheduled IT Security Policy Audit Complete WUTC Radio Station-External Assist (2018) Complete Renewal and Replacement Funds Complete

*Campus Clery activities included in a system-wide audit of Clery Act Compliance (see UT System and System Administration).

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5

UT Martin Engagements

Summer Camps Cash Receipts Complete Deferred Athletics NCAA Compliance: Eligibility (2019) Scheduled

OVC Special Assistance Funds Complete IT Security Policy Complete Renewal and Replacement Funds Complete

Cancelled* Chancellor’s Office Cancelled

*OAC cancelled this audit because of a staff vacancy. The audit was scheduled as part of thestatutorily mandated annual audit of chancellors; this cancellation did not adversely affectcompliance with the statute.

UT Institute of Agriculture Engagements

Extension County Offices (2019) In Progress Lone Oaks Farm In Progress Entomology and Plant Pathology--IT Security In Progress Extension County Offices (2018) Complete

Added Extension Laptop Order In Progress Renewal and Replacement Funds Complete

UT Institute of Public Service

Tennessee Language Center In Progress Renewal and Replacement Funds Complete

Audit Plan Progress Update

In addition to those projects closed as of December 31, 2019, an additional 12 projects from that plan that were in progress have since been completed. Seven projects were deferred to the 2020 audit plan approved by the Audit and Compliance Committee at the February 2020 meeting. An audit of key business controls at the UT Health Science Center was cancelled as a result of emerging special projects and the now-completed System-wide Clery Act Compliance project. 24 projects are underway as of this report.

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Page 1


SPECIAL COMMITTEE ON UNIVERSITY OF TENNESSEE ATHLETICS PROGRAMSFINAL REPORT

JUNE 26, 2020


The Special Committee on University of Tennessee Athletics Programs (“Special Committee”) was charged to carry out six specific tasks that would provide assurance to the University’s Boardof Trustees (“Board”) that the athletics programs at the Chattanooga, Knoxville, and Martin campuses are operating effectively and in compliance with applicable University policies and NCAA and conference rules. The Special Committee was appointed for a term ending on the earlier of June 30, 2020 or completion of the assigned tasks.

Membership

The members of the Special Committee included Charlie Anderson (Chair), Trustee Kara Lawson,and Trustee Bill Rhodes.

Charge of Special Committee

The six tasks set forth in the Committee Charge (Attachment A) were as follows:

1. Recommending to the Board mission statements for the athletics departments that reflect the University's mission and academic values;

2. Recommending to the Board any Board policies necessary for the proper exercise of the Board's oversight responsibility with respect to intercollegiate athletics programs;

3. In consultation with the President and Chancellors, recommending to the Board standards of accountability and benchmarks against which to measure the success of the intercollegiate athletics programs;

4. Determining the adequacy of the compliance function within each athletics department, including the process for reporting and investigating alleged violations of NCAA rules;

5. Reviewing the policies and standards concerning admissions, academic progress, and academic integrity for student-athletes to determine whether they are generally consistent with policies and standards for the general student body; and

6. Recommending the kind of academic, fiscal, compliance, and other reports the full Board should receive on a regular basis concerning the intercollegiate athletics programs.

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Page 2

June 19, 2019 Special Committee Meeting

The Special Committee held its initial meeting on June 19, 2019. Chair Anderson led a review and discussion of the Committee Charge. Philip Fulmer, UTK Director of Athletics, provided the Special Committee with a comprehensive update on the state of the UTK intercollegiate athletics program, including a presentation on the “four pillars” of the UTK athletics department, a discussion of the Learfield Director’s Cup, academic successes, budget information, ticket sales, and capital projects for athletics.

September 12, 2019 Meeting

At its next meeting on September 12, 2019, the Special Committee completed three tasks from the Committee Charge as follows:

∑ Task 1 – Mission Statements: The Special Committee approved and recommended to the Boarda mission statement for each athletics department (collectively, the “Mission Statements”).

∑ Task 2 – Board Policy: The Special Committee approved and recommended to the Board aPolicy on Oversight of Intercollegiate Athletics (“Board Policy”).

.∑ Task 6 – Regular Reporting to Board: As part of the proposed Board Policy, the Special

Committee recommended that the Board should receive certain academic, fiscal, compliance, and other reports on a regular basis.

At its Fall Meeting held on November 8, 2019, the Board of Trustees approved the Mission Statements (Attachment B) and the Board Policy (Attachment C).

June 4, 2020 Special Committee Meeting

The Special Committee held its final meeting on June 4, 2020. At that meeting, the Special Committee considered the three remaining tasks of the Committee Charge as follows.

∑ Task 3 – Standards/Benchmarks: The “General Statement of Oversight Principles” in the Board Policy delegates responsibility for administration and control of the intercollegiate athletics programs to the chancellor of each campus with an intercollegiate athletics program. This delegation is consistent with the Statement on Intercollegiate Athletics of the Association of Governing Boards.

The Board Policy requires each chancellor to provide a written annual report to the Education, Research, and Service Committee of the Board. This report must include, among other items,the following:

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ÿ Description of how the chancellor measures the success of the intercollegiate athletics program;

ÿ The most recent published NCAA Academic Progress Rate (APR) scores for every team;

ÿ The most recent published NCAA Graduation Success Rate (GSR) scores for every team; and

ÿ Benchmarks used by the athletics department to assess APR data, graduation rate data, and other academic or admissions data.

The Special Committee has concluded that Task 3 has been completed through the delegationto, and required reporting by, the chancellors as set forth in the approved Board Policy.

∑ Task 4 – Compliance Function: The Special Committee heard presentations on the compliance program, and received written reports, from Andrew Donovan, Senior Associate Athletics Director for Compliance at UTK; Kenneth Jones, Director of Athletics Compliance at UTC; and Ashley Bynum, Assistant Athletics Director at UTM (see Attachments D, E, and F). The University’s System Chief Audit and Compliance Officer also attended this meeting. The Special Committee considered and determined the adequacy of the compliance function within each athletics department, including the process for reporting and investigating alleged violations of NCAA rules.

In addition to the reports provided to the Special Committee, the Board Policy requires ongoing annual written report to the Audit and Compliance Committee with information that will allow the Trustees to understand and monitor compliance with NCAA rules and the adequacy of the institution’s compliance program.

∑ Task 5 – Review Academic Policies/Standards: In addition to those items referenced previously regarding Task 3, the Board Policy also requires the chancellors’ written annual report to theEducation, Research, and Service Committee to include the following information:

ÿ The admissions policy for student-athletes, including exceptions to campus-based criteria;

ÿ Summary information on declared majors of student-athletes; and

ÿ Description of policies standards relating to academic integrity for student-athletes, including assurances that the policies/standards are generally consistent with those of the student body.

The Special Committee has determined that Task 5 is completed through the Board Policy’sdelegation of administration and control to the chancellors and the ongoing annual reporting requirement.

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Conclusion

The Special Committee has reviewed and completed all six Tasks included in the CommitteeCharge. We would like to thank the Athletic Directors – Phillip Fulmer, Kurt McGuffin, Mark Wharton – and members of their staff for the responsive, transparent, and detailed approach to our inquiries, as well as the efforts of David Miller (Senior Vice President and Chief Financial Officer), Matthew Scoggins (Chief of Staff, UTK, and former General Counsel), and Ryan Stinnett(General Counsel) for their administrative support.

Respectfully submitted,

s/Charlie AndersonCharlie Anderson, Chair

s/Kara LawsonKara Lawson, Trustee

s/Bill RhodesBill Rhodes, Trustee

Attachments

A- Committee ChargeB- Mission StatementsC- Board Policy Oversight of Intercollegiate AthleticsD- Compliance Report, UTCE- Compliance Report, UTKF- Compliance Report, UTM

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Attachment A

Purpose

THE UNIVERSITY OF TENNESSEE BOARD OF TRUSTEES SPECIAL COMMITTEE ON ATHLETICS PROGRAMS

COMMITTEE CHARGE

In accordance with applicable NCAA principles and rules, the Board of Trustees has delegated direct responsibility for administration and control of the intercollegiate athletics programs to the Chancellor of each campus with an athletics program. Nevertheless, the Board of Trustees must oversee and monitor the athletics programs and, through the President, hold the Chancellors accountable for the appropriate execution of their responsibility for administration and control of those programs.

In the exercise of the Board's oversight and monitoring responsibilities, this Special Committee on Athletics Programs shall carry out the following specific tasks to provide assurance to the Board of Trustees that the three athletics programs are operating effectively and in compliance with applicable University policies and NCAA and SEC rules:

1. Recommending to the Board mission statements for the athletics departments that reflect the University's mission and academic values;

2. Recommending to the Board any Board policies necessary for the proper exercise of the Board's oversight responsibility with respect to intercollegiate athletics programs;

3. In consultation with the President and Chancellors, recommending to the Board standards of accountability and benchmarks against which to measure the success of the intercollegiate athletics programs;

4. Determining the adequacy of the compliance function within each athletics department, including the process for reporting and investigating alleged violations of NCAA rules;

5. Reviewing the policies and standards concerning admissions, academic progress, and academic integrity for student-athletes to determine whether they are generally consistent with policies and standards for the general student body; and

6. Recommending the kind of academic, fiscal, compliance, and other reports the full Board should receive on a regular basis concerning the intercollegiate athletics programs.

In carrying out this charge, members of the special committee must avoid involvement in the day-to-day operations of the athletics programs, including personnel matters and matters involving particular student-athletes.

Term of Appointment

The Special Committee on Athletics Programs is appointed for a term ending on June 30, 2020 or upon the earlier completion of the tasks outlined in this charge.

Meetim~s

The provisions of Article V of the Bylaws of the Board of Trustees apply to meetings of the Special Committee on Athletics Programs. All meetings shall be open to the public except as authorized by a statutory or judicially recognized exception to the Tennessee Open Meetings Act, and adequate public notice of meetings must be given. Minutes of all meetings shall be prepared and provided to all members of the committee.


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Our Vision: To achieve excellence.

Our Mission: Equipping for Success.

Our Core Values: · Integrity· Accountability.· Respect.· Gratitude.· Competitiveness.· Pride.· Commitment.· Innovation.

Attachment B

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MISSION STATEMENT

As we model the Volunteer Creed...

We take great pride in providing an unrivaled student-athlete experience.

We prepare student-athletes to graduate, lead and positively impact the world.

We strive for championships, competing intensely with integrity.

We value all people while enhancing our university, community and state.

FOUNDATIONAL PILLARS Communication – Open and honest communication—no surprises—as we pursue our goals.

Trust – Trust is earned, not given. Every day…be trustworthy.

Warmth – You know that I care about you, and I know you care about me; together, we care about our

student-athletes, our university, our state, our fans and our community.

Intensity – We attack each day with great intensity to achieve our goals and be the very best at our

chosen calling.

Attachment B

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UT Martin Intercollegiate Athletics Mission Statement and Governing Values

Mission Statement

The University of Tennessee at Martin intercollegiate athletics program enhances the total collegiate experience for currently enrolled students and generates interest in UT

Martin from various stakeholders by developing competitive teams, academically successful student-athletes and staff and student-athletes who are involved in the

campus and external community. These goals are pursued while stressing the physical, emotional and social well being of student-athletes.

We value…

Academic and Athletic Program Excellence Student Experience and Success Inclusion Advocacy and Service

Attachment B

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System-wide Policy:

BT0033 - Policy on Oversight of Intercollegiate Athletics Version: 1 Effective Date:11/08/2019

Page 1 of 5

BOARD OF TRUSTEES POLICY ON OVERSIGHT OF INTERCOLLEGIATE ATHLETICS

PURPOSE

This policy details the oversight role of the Board of Trustees relating to intercollegiate athletics and specific responsibilities of the Chancellors and the intercollegiate athletics departments relating to the Board’s oversight role.

GENERAL STATEMENT OF OVERSIGHT PRINCIPLES

The Board delegates direct responsibility for administration and control of the intercollegiate athletics programs to the Chancellor of each campus with an intercollegiate athletics program. The Board exercises oversight and monitoring of the intercollegiate athletics programs and, through the President, holds the Chancellors accountable for the appropriate execution of their responsibility for administration and control of those programs. In addition to the requirements established by this policy, the Chancellor of each campus with an intercollegiate athletics program must keep the President informed of all matters necessary for the exercise of this oversight responsibility. Trustees must avoid involvement in the day-to-day operations of the intercollegiate athletics programs, including without limitation personnel matters and matters involving particular student-athletes.

MISSION STATEMENTS

Each institution must submit to the Board for approval a mission statement for its intercollegiate athletics department that reflects the University’s mission and academic values and any subsequent revisions to the mission statement.

ANNUAL REPORT TO THE FINANCE AND ADMINISTRATION COMMITTEE

Annually at the Winter Meeting of the Board,1 the Chancellor of each campus with an intercollegiate athletics program must provide a written report to the Finance and Administration Committee, through the Chief Financial Officer, to ensure that the Board receives information sufficient to understand and monitor the finances of the intercollegiate athletics program.

1 This requirement is effective beginning with the Winter Meeting of the Board in 2020.

Attachment C

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System-wide Policy:


Page 2 of 5

The written annual report must contain the following minimum information:

1. Information on the current annual operating budget and most recent annualoperating budget performance for intercollegiate athletics, including withoutlimitation:

(a) Amounts and sources of generated revenue (e.g., ticket sales, donorcontributions, NCAA/conference distributions, corporatesponsorships, licensing, etc.) and institutional funding (institutional orgovernment support, student fees);

(b) Amounts and uses of funds by expenditure type (e.g., salaries &benefits, scholarships, facilities, debt service, team travel, etc.); and

(c) A description of how deficits, if anticipated or otherwise, will behandled by the institution.

2. Athletics department’s most recent fiscal year-end unrestricted fund balances;

3. The amount of the athletics fee, or any similarly termed student fee designatedfor athletics, at the institution, if applicable, for the most recent five fiscal years;

4. The capital master plan for athletics facilities and any associated financingactivities;

5. Total debt outstanding and annual debt service requirements on athleticsfacilities;

6. Projected amount of annual compensation, excluding performance bonuses,for the next five years of all coaches with whom the University has employmentagreements, and the length of the term of the employment agreements; and

7. Future material financial considerations and trends.

The Chief Financial Officer should present the Finance and Administration Committee with an oral summary of the reports for each campus, highlighting information the Committee needs to know to ensure the Board carries out its oversight role of the finances of the intercollegiate athletics program.

Attachment C

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System-wide Policy:


Page 3 of 5

ANNUAL REPORT TO THE EDUCATION, RESEARCH, AND SERVICE COMMITTEE

Annually at the Fall Meeting of the Board, the Chancellor of each campus with an intercollegiate athletics program must provide a written report to the Education, Research, and Service Committee, through the Vice President for Academic Affairs and Student Success, to ensure that the Board receives information sufficient to understand and monitor issues relating to student-athlete academic progress and academic integrity in the intercollegiate athletics programs.2


1. Description of the role of intercollegiate athletics at the campus;

2. Information on the role of the institution’s faculty athletics representative inthe oversight of the intercollegiate athletics program (e.g., ensuring theacademic integrity of the intercollegiate athletics program; serving as anadvocate for student-athlete well-being; helping maintain institutional controlof the intercollegiate athletics program);

3. Description of how the Chancellor measures the success of the intercollegiateathletics program;

4. The most recent published NCAA Academic Progress Rate (APR) scores forevery team, five-year APR trend data for every team, and a report on correctiveactions the institution intends to take with respect to unsatisfactory APR scores;

5. The most recent published NCAA Graduation Success Rate (GSR) scores forevery team and five-year GSR trend data for every team;

6. Benchmarks used by the athletics department to assess APR data, graduationrate data, and other academic or admissions data;

7. The admissions policy for student-athletes including the definitions utilizedfor exceptions to campus-based criteria; if the admissions policy does not limitthe number of special admissions of student-athletes, then the institution mustalso provide the number and rates of special admission of student-athletescompared with those of the regular student body;

2 This requirement is effective beginning with the Fall Meeting of the Board in 2020.

Attachment C

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System-wide Policy:


Page 4 of 5

8. Summary information on the declared majors of student-athletes and asummary comparison on the declared majors of the student body; and

9. Description of the policies and standards relating to academic integrity forstudent-athletes, including an assurance that those policies and standards aregenerally consistent with those for the student-body.

The Vice President for Academic Affairs and Student Success should present the Education, Research, and Service Committee with an oral summary of the reports for each campus, highlighting the most critical information the Committee needs to know to ensure the Board carries out its oversight role of student-athlete academic progress and academic integrity in the intercollegiate athletics programs.

ANNUAL REPORT TO THE AUDIT AND COMPLIANCE COMMITTEE

Annually, the Chancellor of each campus with an intercollegiate athletics program must provide a written report to the Audit and Compliance Committee, through the General Counsel, to ensure that the Board receives information sufficient to understand and monitor the institution’s compliance with the rules and regulations of the National Collegiate Athletic Association (NCAA) and determine the adequacy of the institution’s athletics compliance function.


1. An explanation of the institution’s reporting structure for the intercollegiateathletics compliance office and whether and to whom the intercollegiateathletics compliance office reports outside of the athletics department;

2. Description of the process for reporting and investigating alleged violations ofNCAA rules;

3. The number of full-time employees in the athletics compliance office and acomparison of that number with the institution’s athletics peers; and

4. A description of all NCAA rules infractions since the last annual report.

The General Counsel should present the Audit and Compliance Committee with an oral summary of the reports for each campus and highlight the most critical information the

Attachment C

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System-wide Policy:


Page 5 of 5

Committee needs to know to ensure the Board carries out its oversight role of ensuring that the institutions are controlling their intercollegiate athletics programs in compliance with NCAA rules and regulations and adequately staffing their athletics compliance functions.

OTHER REPORTING REQUIREMENTS

1. Copies of all annual reports to committees of the Board must be provided tothe full Board.

2. Each intercollegiate athletics department must immediately notify theChancellor, who in turn must immediately notify the President forcommunication to the Chair of the Board, of all NCAA Level I and Level IIinfractions and NCAA investigations that may result in findings of NCAALevel I or Level II infractions.

3. NCAA member institutions are required to submit detailed financial dataincluding operating revenues, operating expenses, and capital expendituresrelated to its intercollegiate athletics program to the NCAA on an annual basis.Prior to submission to the NCAA, the financial data is subject to annual agreed-upon verification procedures approved by the NCAA membership performedby a qualified independent accountant (e.g., the Department of State Audit inthe Tennessee Comptroller of the Treasury). The report of the qualifiedindependent accountant must be submitted annually to the Audit andCompliance Committee.

4. At least once every five years, the General Counsel is required to provide aconfidential, attorney-client privileged report to the Audit and ComplianceCommittee concerning each institution’s compliance with the provisions ofTitle IX of the Education Amendments of 1972 specific to intercollegiateathletics.

History:

Adopted 11/08/2019

Revised

Attachment C

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ATTACHMENT D

COMPLIANCE REPORT - UTC

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University of Tennessee Chattanooga Compliance Presentation

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Compliance Intern Assistant Director of Compliance

Compliance Graphic Designer

Associate AD of Compliance

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Pillars of Institutional Control

Monitoring/Enforcement

Rules Education

Compliance Systems

Commitment to Compliance

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Compliance Systems

Implemented Systems in Following Areas

Financial aid Eligibility certification Admissions Recruiting Amateurism Sports wagering Camps and clinics

Student-athlete employment Extra benefits Playing and practice season Booster activities Investigations and self-

reporting of violations

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If an alleged or rumored violation is communicated to any athletic department staff member, or individual other than an athletic department staff member, the individual has an obligation to report the alleged violation to any or all of the following persons in a timely manner:

• Any Compliance Staff Member• The Director of Athletics• The Faculty Athletics Representative• Online at gomocs.com/Compliance Violation Reporting

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Violations

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YEAR CASE TYPE SUB CASE TYPE SPORTS

2015 Level III Eligibility, Freshman Academic Requirements WSB

2015 Level III Eligibility, Eligibility for Financial Aid WSB

2016 Level III Awards and Benefits MBB

2016 Level III Eligibility, Transfer Regulations MFB

2016 Level III Eligibility, Eligibility for Financial Aid MFB

2016 Level III Athletically Related Activities MGO

2016 Level II Awards and Benefits MTE

2016 Level II Awards and Benefits/Reinstatement MTE

2017 Level III Financial Aid, Maximum Award Limitations By Sport MBB

2017 Level III Other, Recruiting WBB

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YEAR CASE TYPE SUB CASE TYPE SPORTS

2018 Level III Other, Other, Recruiting MFB

2018 Level III Financial Aid, Offers and Inducements MFB

2018 Level III Offers and Inducements/Reinstatement WCC

2018 Level III Offers and Inducements, Recruiting WTO, MCC, WCC

2019 Level III Publicity, Recruiting MFB

2019 Level III Official Visits, Recruiting WCC

2019 Level III Eligibility, Institutional Responsibility WTO

2019 Level III Eligibility, Institutional Responsibility WTO

2020 Level III Recruiting, Sports Camps and Clinics MGO

2020 Level III Awards and Benefits WBB

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Examples Include:• Established policies and procedures for review of documentation generated by

the systems on a yearly basis; Policies and Procedures set the foundation for enforcement.

• Ensure compliance forms are being used and used properly; ARMS Software Teamworks Software

• Made clear expectations of NCAA rules through; Policies and Procedures Job DescriptionsMission Statements

• Conduct independent, external audits of compliance systems; Three audits conducted during the 2019-20 academic year.

Monitoring/EnforcementRegularly Check and Document Operation of Compliance Systems

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Examples Include:• Established regular communication with administrators, coaches and

student-athletes.

• Established regular communication with personnel outside of athletics charged with compliance responsibilities (e.g., financial aid, registrar, academic services).

• Established formal procedures for reporting and investigating violations;

Reporting of violations helps with enforcement

• Visible at practices and competitions

Monitoring/EnforcementCompliance Personnel Visible and Proactive

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Examples Include:• Compliance Software (e.g., ARMS, Teamworks).

• Resources to create educational items.

• Adequate number of compliance staff members

Monitoring/EnforcementProvide Sufficient Resources and Tools to Fulfill Compliance Responsibilities

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• Goal is to educate all individuals and organizations promoting the institution’s athletics interests;

• Institutional administrators with compliance responsibilities.• Coaches.• Student-athletes.• Academic advisors.• Tutors. • Season-Ticket Holders. • Booster organizations.• Registrar. • Financial aid office.• Sponsors.

Rules Education Efforts are Comprehensive and On-going

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Conduct Education using Different Components

• Tailor educational materials to audience.

• Incorporate educational outlets; • Social Media • Posters • Teamworks • ARMS • Direct Dialogue

• New personnel should be trained shortly after beginning employment; New employee orientation includes polices and procedures review and

ARMS training.

• Refresher of educational rules should be conducted on a regular basis; Compliance takes a marketing approach to education

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Commitment to Compliance• Expectation of compliance is communicated from the top level

down.

• Impose appropriate discipline for those found in violation of rules.

• Specific compliance obligations are stated in writing.

• Make clear all persons in athletics department share a role in ensuring compliance.

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Interpretation ProcessAll Interpretation Questions are Submitted to Compliance

1.Submission process is user friendly and may be submitted by; • Text message• Verbal conversation • Email • Teamworks • ARMS

2. Responses to interpretative questions should be made verbally and by email;

If compliance is unsure of the answer, the interpretative question is submitted to the conference office

If the conference is unsure of the answer, the conference office submits the interpretative question to the NCAA

3. All interpretative questions are documented and saved for future references.

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Waivers

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YEAR Waiver CASE TYPE SPORT RESULTS2015 PTD Percentage of Degree MFB Approved

2015 LRW Delayed Enrollment MGO Denied

2015 LRW Academic Reasons/Residence Requirement MBB Approved

2015 IEW GPA, Test Score WSB Approved

2015 IEW GPA, Test Score MFB Approved

2016 PTD 18/27-Hour Requirement, Credit Hour MFB Approved

2016 LRW Family Member Injury or Illness MBB Approved

2016 LRW Delayed Enrollment MGO Approved

2017 PTD 18/27-Hour Requirement, Credit Hour MFB Partial Approval

2017 IEW Core Course MBB Approved

2017 IEW Core Course MFB Approved



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YEAR Waiver CASE TYPE SPORT RESULTS2018 PTD 4-Year Degree Program, Percentage of Degree WSB Approved

2018 LRW Family Member Injury or Illness MBB Approved

2018 IEW Education-Impacting Disability, GPA, Test Score MFB Approved

2019 PTD 18/27-Hour Requirement, 6-Hour Requirement WBB Approved

2019 PTD Less Than Full Time WBB Approved

2019 LRW Graduate/Postbaccalaureate MBB Approved

2019 LRW Delayed Enrollment MTE Approved

2019 LRW No Participation Opportunity MBB Approved

2019 LRW Egregious Behavior WBB Approved

2019 LRW Egregious Behavior MBB Approved

2019 LRW Participation/Residence Requirement WBB Approved

2019 LRW Amateurism; Financial Aid; Awards, Benefits WBB Approved

2019 LRW Participation/Residence Requirement MBB Approved

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ATHLETICS COMPLIANCE

ANDR EW D ONO VANS E N I O R A S S O C I A T E A T H L E T I C S D I R E C T O R F O R R E G U L A T O R Y A F F A I R S

Attachment E 2020 - Annual Meeting of the Board of Trustees - VIII. Committee Reports

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COMPLIANCE STAFF ORGANIZATIONAL CHART

(AS OF 08.21.19)

Donde Plowman Chancellor

Phillip Fulmer Vice Chancellor / Director of Athletics

Andrew Donovan Sr. Associate Athletics Director

for Regulatory Affairs

William Timpano Director of Compliance

Scott Eichner

Sr. Director of Compliance

Sarah Beth Clark

Sr. Director of Compliance

Don Bruce Faculty Athletics Representative

Adam Tate Assistant Athletics Director

for Compliance

Compliance Interns Tayloe Locke

Associate Director of Compliance


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COMPLIANCE OFFICE STAFF GUIDELINES

(AS OF 08.21.19)

1

The UT Compliance Office operates on a combined bylaw-based and sport-specific responsibility approach. This organizational structure is designed to provide department-wide consistency in procedural matters, a streamlined method of communication for coaches, support staff and administrators, and the opportunity for each Compliance Office staff member to work within all areas of NCAA legislation and with all UT sports. Ultimately, UT coaches, support staff and administrative staff members are afforded direct and efficient lines of communication buoyed by legislative and procedural expertise, and Compliance Office staff members are positioned to grow in a diverse and meaningful manner. BYLAW PRACTITIONER

Bylaw Practitioner responsibilities pertain to front-end procedural matters for all sports. For example, the Compliance Office staff member who is the Bylaw Practitioner for Playing and Practice Seasons is charged with monitoring and documenting legislative requirements within NCAA Bylaw 17 for all sports, including:

1) Countable athletically related activities (CARA) logs; 2) Playing and practice season declarations; 3) Student-athlete outside competition documentation; and 4) Time Management Plans (TMPs).

SPORT/ADMINISTRATIVE FACILITATOR

Sport/Administrative Facilitator responsibilities apply to as-needed requests, inquiries and issues related to the Compliance Office staff member’s assigned sports and administrative units. For example, the Compliance Office staff member who is the Sport Facilitator for Softball is charged with completing the following tasks for Softball, regardless of his/her Bylaw Practitioner duties:

1) Responding to directly-received interpretive inquiries; 2) Preparing and submitting waiver requests (except academic eligibility waivers); and 3) Investigating and filing Level III violations.

The Sport/Administrative Facilitator is also responsible for conducting and documenting rules education meetings with his/her sports and administrative units. Rules education topics are coordinated by the Bylaw Practitioner for Rules Education Initiatives. INTERNAL PROCESSES AND PROCEDURES

In order to optimize the benefits of this organizational structure, open and frequent communication among Compliance Office staff members is imperative, and staff members must adhere to internal processes and procedures as it relates to the specific duties charged to the Bylaw Practitioner and Sport/Administrative Facilitator roles. Bylaw Practitioner duties – front-end procedural documentation and monitoring within a specific legislative area for all teams – shall only extend to the Sport/Administrative Facilitator if the Bylaw Practitioner requests the assistance of the Sport/Administrative Facilitator in soliciting completion

Attachment E

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2

of an unfulfilled/delinquent task. In such a case, the Bylaw Practitioner shall exhaust all reasonable avenues for completion of the task prior to requesting the Sport/Administrative Facilitator’s involvement. The Bylaw Practitioner is responsible for all necessary procedural and documentation requirements within his/her legislative area(s) including, but not limited to: Conduct and Employment of Athletics Personnel (Bylaw 11)

- Coaches Certification Tests - Coaching/non-coaching staff declarations and limitations - New Coaches/Staff Orientation - Outside athletically related income and benefits - Personnel approvals (student managers, coaching and non-coaching sport-specific staff

members, including volunteer assistant coaches) - Potential hire record of rules compliance reviews

Amateurism and Athletics Eligibility (Bylaw 12)

- Amateurism certification - Assignment and verification of Beginning of the Year (BOY) student-athlete paperwork - Student-athlete employment/fee-for-lesson documentation - Participation reports - Promotional activities

Recruiting (Bylaw 13)

- Camps and clinics - Local sports clubs - Notification of valid National Letter of Intent (NLI), SEC Financial Aid Agreement

(SECFAA) and/or Institutional Financial Aid Agreement (IFAA) - Prospective student-athlete complimentary admissions - Recruiting calendars - Recruiting contacts and evaluations - Recruiting materials - Recruiting staff travel requisitions - Recruiting telephone logs - Recruiting visits (official and unofficial) - Recruiting visit requisitions - Recruiting/scouting services

Eligibility: Academic and General Requirements (Bylaw 14)

- Initial, continuing and transfer student-athlete eligibility certification - Prospective student-athlete transcript evaluations and status reports - Roster management - Squad lists - Permission to contact and transfer release requests - Walk-on/tryout certification

Attachment E

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3

Financial Aid (Bylaw 15) - Athletically related financial aid - Outside grant/scholarship certification - Preparation and validation of NLI, SECFAA and/or IFAA - Scholarship check disbursement - Scholarship renewals/non-renewals/reductions - Student Assistance Fund (SAF)

Awards, Benefits and Expenses for Enrolled Student-Athletes (Bylaw 16)

- Student-athlete complimentary admissions - Student-athlete awards - Student-athlete meals and per diem - Team travel requisitions - Vacation period expenses

Playing and Practice Seasons (Bylaw 17)

- Countable athletically related activities (CARA) logs - Playing and practice season declarations - Student-athlete outside competition documentation - Time Management Plans (TMPs)

The purpose of the Sport/Administrative Facilitator is to provide coaches and administrative staff members a consistent and dependable entry point into the varying areas of expertise within the Compliance Office, and to allow Compliance Office staff members the opportunity to gain meaningful experience in all areas of legislation. Accordingly, Sport/Administrative Facilitator responsibilities – as-needed requests, inquiries and issues related to assigned sports and administrative units – shall operate under the following principles: Interpretations

1) The Compliance Office staff member who receives the inquiry is responsible for responding to the inquiry.

2) If the Sport/Administrative Facilitator receives an interpretive request from his/her sport or administrative unit, he/she shall not provide an interpretation without first discussing the issue with the applicable Bylaw Practitioner (and other staff, as needed) unless the Sport/Administrative Facilitator is certain of the accurate interpretation.

3) If the Bylaw Practitioner receives an interpretive request from a sport or administrative unit outside of his/her Sport/Administrative Facilitator assignment(s), he/she shall not provide an interpretative without first discussing the issue with the applicable Sport/Administrative Facilitator (and other staff, as needed) unless the Bylaw Practitioner is certain of the accurate interpretation.

4) If a Compliance Office staff member receives an interpretive request outside of his/her Bylaw Practitioner and Sport/Administrative Facilitator assignment(s), he/she shall forward the request to the applicable Sport/Administrative Facilitator who shall then follow the procedure outlined in Step 2 above. The staff member who received the interpretive request shall notify the inquiring party that his/her request will be processed by the Sport/Administrative Facilitator.

Attachment E

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4

5) Interpretive inquiries shall not be sent to the SEC without prior discussion with/approval from the Senior Associate Athletics Director for Regulatory Affairs or Assistant Athletics Director for Compliance.

6) All interpretations shall be issued in writing with all Compliance Office staff members Cc’d or Bcc’d.

Waiver Requests

1) The Sport/Administrative Facilitator is responsible for submitting all waiver requests related to his/her sports and administrative units with the exception of academic eligibility waivers, which are the responsibility of the Bylaw Practitioner for Amateurism and Athletics Eligibility (Bylaw 12) and Eligibility: Academic and General Requirements (Bylaw 14).

2) The Sport/Administrative Facilitator is encouraged to seek input/guidance – as needed – from the Bylaw Practitioner in the applicable legislative area (or any other Compliance Office staff member) in preparing the waiver request.

Level III Violations

1) The Sport/Administrative Facilitator is responsible for filing all Level III violations related to his/her sports and administrative units.

2) The Sport/Administrative Facilitator is encouraged to seek input/guidance – as needed – from the Bylaw Practitioner in the applicable legislative area (or any other Compliance Office staff member) in investigating and filing the violation.

Attachment E

3.4

154

COMPLIANCE OFFICE STAFF ROSTER AND RESPONSIBILITIES (AS OF 08.21.19)

UTSPORTS.COM/COMPLIANCE @VOL_COMPLIANCE

Name Office Cell E-mail (@utk.edu) Bylaw Practitioner Sport Facilitator Administrative Facilitator

Andrew Donovan Sr. Associate Athletics Director

for Regulatory Affairs (865) 974-9696 adonovan

Bylaw 10: Ethical Conduct Bylaw 20: Division Membership

NCAA and SEC Governance Responsibility of Head Coach

Banned Substance Education and Testing

Senior Staff Faculty Athletics Representative

Faculty Senate Athletics Committee General Counsel

Institutional Compliance Committee Intercollegiate Athletics Board

Adam Tate Assistant Athletics Director

for Compliance (865) 974-4186 atate

Athlete Agent Program Elite Student-Athlete Program

PTD and LOV Insurance Program Football

Admissions’ Volunteer Team Lettermen Program

Sports Nutrition / Smokey’s Grill Strength & Conditioning

Tennessee Fund The Colonnade Group

Sarah Beth Clark Sr. Director of Compliance

(865) 974-3308 sbclark Bylaw 12: Amateurism and Athletics Eligibility

Bylaw 14: Eligibility Volleyball

Admissions Equipment Room

Information Technology (IT) NCAA Eligibility Center

Registrar Thornton Center

Scott Eichner Sr. Director of Compliance

(865) 974-4043 seichner Bylaw 13: Recruiting

Rules Education Initiatives

Baseball Men’s Basketball

Soccer Softball

Broadcasting Event Management

Facility Services JumpForward

Media Relations

William Timpano Director of Compliance

(865) 974-3822 timpano Bylaw 11: Athletics Personnel

Bylaw 17: Playing and Practice Seasons New Coach/Staff Orientation Program

Women’s Basketball Swimming & Diving

Men’s Tennis Women’s Tennis

Track & Field / CC

Fan Experience Human Resources (Tyler Johnson)

IMG Learfield Ticket Solutions Sports Medicine

Tennessee Aquatics Vol Network (IMG College)

Tayloe Locke Associate Director

of Compliance (865) 974-2908 tlocke

Bylaw 15: Financial Aid Bylaw 16: Awards, Benefits and Expenses

Rowing Men’s Golf

Women’s Golf

Business & Internal Affairs Financial Aid / Bursar

Housing Spirit Squad

Student-Athlete Advisory Committee Ticket Office

Andrew Atnip Claire Stauber

Compliance Interns (865) 974-3871 utcompliance Duties as assigned

Bylaw Practitioner responsibilities pertain to front-end procedural matters. The Bylaw Practitioner is responsible for monitoring and documenting legislative requirements within the applicable bylaw for all sports/units.

Sport/Administrative Facilitator responsibilities apply to as-needed requests, inquiries and issues related to the staff member’s assigned sports and administrative units. The Facilitator is responsible for responding to directly-received interpretive inquiries, preparing and submitting waiver requests, and investigating and filing Level III violations for the applicable sport/unit regardless of his/her Bylaw Practitioner duties.


3.4

155

COMPLIANCE OFFICE STAFF RESPONSIBILITIES

(AS OF 08.21.19)

UTSPORTS.COM/COMPLIANCE @VOL_COMPLIANCE

BYLAW PRACTITIONER ASSIGNMENTS

Procedural documentation and monitoring for all sports/administrative units

10: Ethical Conduct Andrew Donovan 11: Athletics Personnel William Timpano

12: Amateurism and Athletics Eligibility Sarah Beth Clark 13: Recruiting Scott Eichner 14: Eligibility Sarah Beth Clark

15: Financial Aid Tayloe Locke 16: Awards, Benefits and Expenses Tayloe Locke

17: Playing and Practice Seasons William Timpano 20: Division Membership Andrew Donovan

Athlete Agent Program Adam Tate Elite Student-Athlete Program Adam Tate

New Coach/Staff Orientation Program William Timpano PTD and LOV Insurance Program Adam Tate

SPORT FACILITATOR ASSIGNMENTS

As-needed requests, inquiries and issues (Rules Interpretations / Violations / Waivers)

Baseball Scott Eichner Men’s Basketball Scott Eichner

Women’s Basketball William Timpano Football Adam Tate

Men’s Golf Tayloe Locke Women’s Golf Tayloe Locke

Rowing Tayloe Locke Soccer Scott Eichner

Softball Scott Eichner Swimming & Diving William Timpano

Men’s Tennis William Timpano Women’s Tennis William Timpano

Track & Field / Cross Country William Timpano Volleyball Sarah Beth Clark

ADMINISTRATIVE FACILITATOR ASSIGNMENTS

As-needed requests, inquiries and issues (Rules Interpretations / Violations / Waivers)

Admissions Sarah Beth Clark Admissions’ Volunteer Team Adam Tate

Broadcasting Scott Eichner Business & Internal Affairs Tayloe Locke

Equipment Room Sarah Beth Clark Event Management Scott Eichner

Facility Services Scott Eichner Faculty Athletics Representative Andrew Donovan

Fan Experience William Timpano Financial Aid / Bursar Tayloe Locke

Housing Tayloe Locke Human Resources (Tyler Johnson) William Timpano

IMG Learfield Ticket Solutions William Timpano Information Technology (IT) Sarah Beth Clark

JumpForward Scott Eichner Lettermen Program Adam Tate

Media Relations Scott Eichner NCAA Eligibility Center Sarah Beth Clark

Registrar Sarah Beth Clark Student-Athlete Advisory Committee

(SAAC) Tayloe Locke

Spirit Squad Tayloe Locke Sports Medicine William Timpano

Sports Nutrition / Smokey’s Grill Adam Tate Strength & Conditioning Adam Tate

Tennessee Aquatics William Timpano Tennessee Fund Adam Tate

The Colonnade Group Adam Tate Thornton Center Sarah Beth Clark

Ticket Office Tayloe Locke Vol Network (IMG College) William Timpano


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156

In-person

E-mails / Text Messages

“Vendor” Letters

Athletics Publications

Twitter @Vol_Compliance

Policies and Procedures

JumpForward (Software)

Required Documentation

Audits / Self-Assessment


3.4

157

PER MONTH

2018 2019

January 37 92

February 47 75

March 76 63

April 79 76

May 56 94

June 76 93

July 42 84

August 114 89

September 104 96

October 93 95

November 96 76

December 50 55

870 988

PER SPORT

2018 2019

Baseball 55 72

Men’s Basketball 73 128

Women’s Basketball 52 87

Football 112 49

Men’s Golf 34 21

Women’s Golf 22 18

Rowing 6 20

Soccer 35 61

Softball 56 45

Swimming & Diving 59 67

Men’s Tennis 17 18

Women’s Tennis 37 43

Track & Field 36 50

Volleyball 37 41

631 720

PER BYLAW

2018 2019

Bylaw 5 0 2

Bylaw 10 2 0

Bylaw 11 53 80

Bylaw 12 93 113

Bylaw 13 519 564

Bylaw 14 24 33

Bylaw 15 34 54

Bylaw 16 126 153

Bylaw 17 105 121

Bylaw 18 0 0

Bylaw 20 1 0

Bylaw 31 1 1

SEC 10 19

UT 2 3

970 1,143


3.4

158

PER MONTH

2018 2019

January 3 0

February 3 2

March 1 4

April 1 4

May 0 1

June 1 2

July 2 3

August 3 1

September 0 2

October 0 3

November 2 1

December 3 1

19 27

Approved 19/19 24/27

100% 89%

PER SPORT

2018 2019

Baseball 3 3



Football 4 4

Men’s Golf 0 0

Women’s Golf 0 0

Rowing 1 0

Soccer 2 1

Softball 2 3


Men’s Tennis 0 1


Track & Field 2 5

Volleyball 1 1

19 28

PER BYLAW

2018 2019

Bylaw 5 0 0

Bylaw 10 0 0

Bylaw 11 2 2

Bylaw 12 1 6

Bylaw 13 6 5

Bylaw 14 5 4

Bylaw 15 1 6

Bylaw 16 0 2

Bylaw 17 4 2

Bylaw 18 0 0

Bylaw 20 0 0

Bylaw 31 0 0

19 27


3.4

159

PER MONTH

2018 2019

January 0 2

February 1 1

March 2 3

April 0 0

May 2 1

June 0 2

July 3 1

August 2 0

September 0 3

October 1 0

November 2 0

December 1 1

14 14

PER SPORT

2018 2019

Baseball 0 0



Football 4 7

Men’s Golf 0 0

Women’s Golf 1 0

Rowing 0 1

Soccer 0 1

Softball 1 1


Men’s Tennis 0 1


Track & Field 0 1

Volleyball 0 0

14 14

PER BYLAW

2018 2019

Bylaw 5 0 0

Bylaw 10 0 0

Bylaw 11 2 3

Bylaw 12 0 2

Bylaw 13 9 6

Bylaw 14 0 1

Bylaw 15 0 1

Bylaw 16 1 1

Bylaw 17 2 0

Bylaw 18 0 0

Bylaw 20 0 0

Bylaw 31 0 0

14 14


3.4

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(Revised 08.2019)

STAFF MEMBER CERTIFICATION OF COMPLIANCE FORM The University of Tennessee (UT) is committed to the principle of institutional control and responsibility which obligates it to be in compliance with the rules and regulations of the National Collegiate Athletic Association (NCAA), the Southeastern Conference (SEC) and the institution. Any coach, employee, student-athlete, or other individual associated with the UT athletics department or an employee of UT who has NCAA compliance responsibilities (including UT employees who work outside of the athletics department) must notify appropriate institutional officials immediately of any suspected or known violation(s) of NCAA legislation or UT or SEC policies or procedures. Notification must take place by contacting (in-person or by telephone or e-mail) an Athletics Compliance Office staff member, the Director of Athletics or the Faculty Athletics Representative. NCAA Bylaw 10.1 outlines various actions of unethical conduct that may jeopardize a staff member’s employment status. Any individual who performs work for the institution or the athletics department, even if he or she does not receive compensation for such work, is subject to Bylaw 10.1, which includes, but is not limited to, the following:

- Refusal to furnish information relevant to an investigation of a possible violation of an NCAA regulation when requested to do so by the NCAA or the individual's institution;

- Knowing involvement in offering or providing a prospective or an enrolled student-athlete an improper inducement or extra benefit or improper financial aid;

- Knowingly furnishing or knowingly influencing others to furnish the NCAA or the individual's institution false or misleading information concerning an individual's involvement in or knowledge of matters relevant to a possible violation of an NCAA regulation;

- Receipt of benefits by an institutional staff member for facilitating or arranging a meeting between a student-athlete and an agent, financial advisor or a representative of an agent or advisor (e.g., "runner"); and

- Knowing involvement in providing a banned substance or impermissible supplement to student-athletes, or knowingly providing medications to student-athletes contrary to medical licensure, commonly accepted standards of care in sports medicine practice, or state and federal law.

By signing below, I confirm that I have reviewed and understand the information contained in this Certification of Compliance Form. I acknowledge that I have a responsibility to immediately report any suspected or known violation(s) of NCAA legislation or UT or SEC policies or procedures to an Athletics Compliance Office staff member, the Director of Athletics or the Faculty Athletics Representative. I further acknowledge the requirement to engage in ethical conduct. I understand that failure to abide by any of those requirements may subject me to institutional disciplinary action, up to and including termination of employment.

Name (PRINT) Signature Date

Attachment E

3.4

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Build relationships through presence and communication

Act as an advocate, not an adversary

Prioritize based on risk assessment

Anticipate and adapt

Customer service / Follow-up


3.4

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QUESTIONS?


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UT Martin Report to the UT Board’s Special Committee on Athletics

The Department of Intercollegiate Athletics at the University of Tennessee at Martin places a

special emphasis on compliance with all applicable NCAA, OVC, and institutional regulations. All

administrative staff members, coaches, and other members of the department are educated and trained to

ensure a culture of compliance within the department. The purpose of this report is to outline the

compliance function within the athletics department, with an emphasis on monitoring, investigating, and

reporting NCAA violations.

Staff Structure / Guidelines

As stated above, the entire Department of Intercollegiate Athletics is trained and education on

compliance and NCAA regulations. While budgetary concerns prevents multiple full-time staff members

within the compliance office, the extra measures taken by other staff members within the department

allows monitoring and reporting to be achieved at a level that ensures compliance.

Please see the below graphic for the structure of the UT Martin Athletics Department, with a

special emphasis on the compliance department:

18

Annual Report to the Audit and Compliance Committee

The following report highlights the requested information by the Audit and Compliance

Committee.

Reporting & Investigative Structure for Compliance Office

Please see the chart below for the reporting structure for the intercollegiate athletics

office as a whole, but more specifically the compliance reporting structure. :

Process for Reporting & Investigating Alleged Violations

The process of taking reports of violations and investigating potential NCAA violations

starts with a report to the Associate AD for Compliance/Academics. All staff members within the athletics department knows that if there is a report made to them, that the information should

be relayed to the compliance office. Rules education is a key tool in this process, as keeping staff

informed on the regulations is necessary in order for them to identify a possible violation. Once

the information in initially obtained, the compliance office will write up a report and begin an investigation. Depending on the level of the violation, the compliance office will notify the

Athletics Director, the Faculty Athletics Representative, and possibly the Chancellor. The

majority of violations are Level III violations that are reported to the Athletics Director and the

Faculty Athletics Representative upon intake of the report. Level II violations require

ATHLETICS DIRECTOR

Ass istant AD Bu siness

Adm in istration

Sr Ass ociate AD for Adm in &

SW A

Ass ociate AD for Com pl ian ce/

Academ ics

Ass ociate AD for M ark eting &

Prom ation s

Ass ociate AD for E xterna l Operations

Ass ista nt AD for Sp orts M ed icine

Tra ve l / Bi llingT ick e t

OperationsGam e day GA

Com pl ian ce Coordinator

Academ ic Adv isor

Acade m ic Adv isor

FB Academ ics

M arketing Ass ista nt

M arketing GA

Spo rts Inform ation

Directo r

Head Athletic Tra ine r

S& C Coa ch S& C Coa ch

GA

Ass istant Spo rts Info

Directo r

Ass istant Athle tic

Tra ine r

Ass istant S& C

Coach

Ass istant Athletic T ra iner

UT MARTIN

ATHLETICS

Attachment F

3.4

164


Rules Education

Rules education is the process of educating coaches, administrative staff members, student-

athletes, donors, and any other constituent that could impact UT Martin’s compliance with NCAA

regulations. The compliance office at UT Martin achieves rules education through a multitude of avenues.

Student-athletes are required to attend a preseason meeting in which the compliance director educates

them on any and all regulations that could impact their eligibility or athletics career. In addition to this,

the compliance director maintains contact with student-athletes via email, sending out any pertinent

information that should be dispersed to the student-athletes. The Student-Athlete Advisory Committee

meets on a monthly basis, during these meetings, there is a session in which the compliance director

addresses a new area of compliance for the leaders of the programs to take back to their teammates.

Lastly, the compliance director educates the coaching staffs on student-athlete oriented legislation for

them to relay to their athletes.

For coaches, the compliance director provides rules education on a monthly basis. This happens

either via an independent compliance meeting or through a presentation during the monthly Head

Coaches’ Meeting. Emails are forwarded from the Ohio Valley Conference to the coaching staffs on an

irregular basis, whenever is appropriate. These emails are more frequent during the Spring semester as

this is when the NCAA undergoes the legislative process of voting on new legislation. Email

communication is the quickest and most efficient way of dispersing this information to the coaching

staffs. Emails are also sent that provide reminders of pertinent information, for example, information on

campus and clinics is usually sent out around April since camps and clinics typically take place in the

summer. Recruiting calendar reminders are sent out, countable athletically related activity reminders

(shutdown the week before finals) are sent out, and any other email that may help avoid an inadvertent

violation is sent to coaching staffs.

Administrative staff members are included on coaches’ rules education emails that are applicable

to their area of expertise to ensure that the department maintains compliance with NCAA regulations. The

compliance director also updates the administrative staff on changes, upcoming events that could result in

a violation, and any other information that would help facilitate a culture of compliance during weekly

staff meetings. While the education provided to administrative staff members is slightly less structured

than that of coaches and student-athletes, open lines of communication between the administrative staff

allows for administrators that may have a compliance question the ability to address it immediately and

expeditiously.

Monitoring

The compliance office utilizes Jumpforward, a compliance software, to help monitor recruiting

regulations. The coaches are required to log all communication (in-person, electronic, telephone, or other)

via the compliance software. At the end of the month, the coaches are also responsible for submitting a

report that summarizes all of their contacts, evaluations, and other communications with student-athletes

during the previous month. The compliance office also audits practice times and other countable

athletically related activity by requiring the submission of a calendar and log of activity via the

compliance software on a weekly basis. Upon receipt of the calendar, the compliance office will attend

practices sporadically to ensure compliance. In addition to this, student-athletes are asked to verify the

accuracy of the activity log once it is received from the coaching staff.

Many other areas of NCAA regulations are covered by existing institutional policies, which

relieves the compliance office of the obligation to monitor the area. Instead, the compliance office can

rely on the policies and procedures of the institution.

Attachment F

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165


Submissions to the NCAA

Submission Type # Submitted in

2019-20

Interpretations 1

Extension of

Eligibility Waiver

2

Initial Eligibility

Waiver

1

Immediate Eligibility

Waiver

2

Progress Toward

Degree Waiver

2

Legislative Relief

Waiver

1

Violations 1

Student-Athlete

Reinstatement

Requests

1

Interpretations

Interpretations are a request for further clarification from the NCAA regarding a bylaw that

cannot be adequately interpreted and applied by campus administrators. Interpretation requests are

submitted by the compliance director after discussions with Ohio Valley Conference administrators that

can also provide further insight into the NCAA bylaws. If the institution and the conference cannot come

to a consensus on the application of the bylaw, the institution will submit an interpretation request to the

NCAA for clarification.

Waivers

Waivers are requests of the NCAA to waive the application of legislation that applies to a specific

student-athlete that has circumstances that would warrant the waiver of the regulations. Typically, the

coaches will bring a factual scenario to the compliance director, who will then research and evaluate the

probability of success for the waiver. Then, further information is requested from both the coach and the

student-athlete. Once all the documentation has been gathered, it is submitted to the NCAA for review.

Violations

The process of taking reports of violations and investigating potential NCAA violations starts

with a report to the Associate AD for Compliance/Academics. All staff members within the athletics

department knows that if there is a report made to them, that the information should be relayed to the

compliance office. Rules education is a key tool in this process, as keeping staff informed on the

regulations is necessary in order for them to identify a possible violation. Once the information in initially

obtained, the compliance office will write up a report and begin an investigation. Depending on the level

of the violation, the compliance office will notify the Athletics Director, the Faculty Athletics Representative, and possibly the Chancellor. The majority of violations are Level III violations that are

reported to the Athletics Director and the Faculty Athletics Representative upon intake of the report.

Level II violations require notification to the Athletics Director, the Faculty Athletics Representative, and

Attachment F

3.4

166


the Chancellor. Level I violations will be reported to all three parties upon initial intake of the report as

well. The last party that could possibly be notified would be the Title IX Coordinator if the possible

violation is in any way associated with gender inequity or assault that requires reporting to the

abovementioned party.

Once the initial report is taken and the proper parties are notified, the compliance office will begin

interviewing any parties that were possibly involved in the violation. Upon completion of the interview

process, the compliance office will confer with the Athletics Director on the plan of action for the

particular situation. This can range from a determination that no violation occurred to the requirement that

the report be forwarded to the conference office and/or the NCAA. Regardless of the actions taken after

the initial investigation, additional rules education will be provided to the staff members in question. Even

if there is no violation, the education provides a preventative measure that allows for the parties in

question to avoid any future reports of possible violation in the same realm. Once a decision is handed

down from the NCAA, if reported, the compliance office will ensure that the staff complies with any

punishment that is assessed.

Attachment F

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167

2020 - Annual Meeting of the Board of Trustees - IX. Board Governance Matters

Page 1

AGENDA ITEM SUMMARY


Item: Election of the Chair of the Board

Type: Action

Section 2.2 of the Bylaws provides the following:

The Chair shall be elected at the Annual Meeting to serve a two-year term, beginning July 1 of the year of election and ending June 30 of the second succeeding year, and until a successor is elected. The Chair may be elected to serve no more than three (3) consecutive terms except upon an affirmative roll-call vote of a majority of the total voting membership of the Board.

The Board shall elect from its voting appointed members a Chair to serve for a term beginning on the July 1, 2020 and ending June 30, 2022. Amy Miles, Chair of the Audit and Compliance Committee, will open the floor for nominations.

4.1

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Page 1

AGENDA ITEM SUMMARY


Item: Appointment of Standing Committees and Committee Chairs

Type: Action

Under Section 4.13 of the Bylaws, except as otherwise provided for the student and faculty members of the Education, Research, and Service Committee, the Board of Trustees shall appoint the members and chairs of the standing committees. Appointments shall be made at the Annual Meeting for a two-year term, beginning July 1 of the year of appointment and ending June 30 of the second succeeding year.

No member may serve more than three (3) consecutive terms as chair of the same committee except upon an affirmative roll-call vote of a majority of the total voting membership of the Board.

The proposed standing committee appointments and committee chair appointments set forth in the Resolution (attached) are presented for the Board’s consideration.

All committee members would serve as voting members, including the Student Trustee and the Faculty Representative serving on the Education, Research, and Service Committee, which will have responsibility for matters related to academic affairs and student success along with other matters related to the University’s mission.

Consistent with the Bylaws, the proposed appointments provide for the Chair of theBoard to serve as an ex officio voting member of all standing committees. The proposed Bylaws also provide for an external member of the Audit and Compliance Committee. The proposed external member is Crawford Gallimore, a former Trustee and Chair of the Audit and Compliance Committee of the former Board.

[Resolution appears on the next page.]

4.2

169


The University of Tennessee Board of Trustees

Resolution ___-2020Appointment of Standing Committees and Committee Chairs

(July 1, 2020 – June 30, 2022)

The Board of Trustees hereby appoints the following standing committees and committee chairs for a two-year term beginning July 1, 2020 and ending June 30, 2022:

Executive Committee∑ John Compton, Chair*∑ Amy Miles∑ Bill Rhodes∑ Donnie Smith∑ Kim White(*) Chair of the Board is ex officio Chair of the Executive Committee

Audit and Compliance Committee∑ Amy Miles, Chair∑ Crawford Gallimore, External Member∑ Brad Box∑ Decosta Jenkins∑ Chair of the Board, Ex Officio Voting

Education, Research, and Service Committee∑ Donnie Smith, Chair∑ Kara Lawson∑ Alan Wilson∑ Jamie Woodson∑ Commissioner of Agriculture, Ex Officio Voting∑ Student Trustee, Voting∑ Faculty Representative, Voting∑ Chair of the Board, Ex Officio Voting

Finance and Administration Committee∑ Bill Rhodes, Chair∑ Amy Miles∑ Kim White∑ Chair of the Board, Ex Officio Voting

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Page 1

AGENDA ITEM SUMMARY


Item: Proposed Revision to Bylaws

Type: Action

Presenter: Cynthia C. Moore, Secretary and Special Counsel


Section 3.1 of the Bylaws calls for “any required annual reports” to be delivered at the Annual Meeting of the Board of Trustees. In most years, the Annual Meeting is held in June prior to the conclusion of the fiscal year. As presently structured, the current timing does not permit the preparation of annual reports with complete fiscal year information.For example, the Board Policy on Related Foundations (BT0029) requires that the University of Tennessee Research Foundation (UTRF), the University of Chattanooga Foundation (UC Foundation), and the University of Tennessee Foundation (UTFI) each provide an annual report that highlights, among other things the operations for the year. Moreover, the Related Foundations are also required to present an annual audit to the Audit and Compliance Committee. Aligning the annual reporting obligations with the completion of the annual audits is supported by the executive leadership of the Related Foundations. Additionally, there are a number of other required annual reports, which has resulted in a disproportionate number of written reports being presented to the Board at a single meeting.

To address these concerns, the proposed revision (highlighted below) eliminates the restriction that required annual reports be delivered at the Annual Meeting. With this revision, required annual reports can be presented at any Board meeting allowing for scheduling flexibility and improved reporting.

Proposed Revision

ARTICLE IIIMeetings of the Board

Section 3.1 Regular Meetings. The Board of Trustees shall hold at least three (3) regular meetings annually on a day or days determined by the Board from year to year. One regular meeting shall be the Annual Meeting, at which the Board shall elect the Chair of the Board and appoint standing committees upon expiration of a two-year term, receive any required annual reports, and conduct any ordinary business that may be necessary.

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Page 2

Board Action


Resolved:

1. The Board of Trustees hereby adopts the proposed amendment to Section 3.1 of the Bylaws of the Board as presented at the meeting, which shall be attached tothis Resolution after adoption; and

2. The Board of Trustees hereby waives the presentation of any required annual reports that would have otherwise been presented by the Related Foundations to the Board at this meeting.

3. The Secretary is authorized to make format changes and any necessary grammatical, spelling, or other technical corrections to the Bylaws before publication.

4. The Secretary is also authorized to make conforming changes to any other corporate documents as may be required to reflect the amendment to the Bylaws.

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172

2020 - Annual Meeting of the Board of Trustees - X. Consent Agenda

AGENDA ITEM SUMMARY


Item: Consent Agenda

Type: Action

Presenter: John C. Compton, Chair of the Board

Certain items have been placed on the Consent Agenda of the full Board meeting, including all or most items recommended by a standing committee that met in conjunction with this regular meeting of the Board. Only the Minutes of Prior Meetings and the items in Tabs 5.B-D were not considered in a committee meeting.

Items on the Consent Agenda will not be presented or discussed in the Board meeting unless a Board member requests removal of an item from the Consent Agenda. In accordance with the Bylaws, before calling for a motion to approve the Consent Agenda, the Chair will ask if any member of the Committee requests that an item be removed from the Consent Agenda. The Bylaws provide that an item will not be removed from the Consent Agenda solely for the purpose of asking questions for clarification. Those questions should be presented to the Secretary before the meeting.

Board Action

If there are no requests to remove items on the Consent Agenda, the Chair will call for a motion for approval of all of the items on the Consent Agenda by adoption of the applicable Resolutions as set forth in the meeting materials.

5

173


AGENDA ITEM SUMMARY


Item: Minutes of Prior Meetings

Type: Action

Minutes of the following meetings of the Board of Trustees follow this memorandum.

∑ Winter Meeting of the Board of Trustees – February 18 and 19, 2020∑ Special Meeting of the Board of Trustees – March 27, 2020∑ Special Meeting of the Board of Trustees – April 24, 2020

Resolved:

The reading of the minutes of: (i) the Winter Meeting of the Board of Trustees (February 18 and 19, 2020), (ii) Special Meeting of the Board of Trustees (March 27, 2020), and (iii) Special Meeting of the Board of Trustees (April 24, 2020) is omitted, and the minutes are approved, provided that the Secretary is authorized to make any necessary edits to correct spelling, grammatical, or format errors or other technical errors subsequently identified.

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Page 1Board of Trustees Winter Meeting

February 18, 2020


MINUTES OF THE WINTER MEETING (SPECIAL FOCUS SESSION – CAMPUS SAFETY)

February 18, 2020Chattanooga, Tennessee

A Special Focus Session on Campus Safety was held in conjunction with the Winter Meeting of The University of Tennessee Board of Trustees began at 1:00 p.m. EST, on Thursday, February 18, 2020, inthe UTC University Center on the campus of University of Tennessee at Chattanooga.

I. Call to Order

The Chair of the Board, John C. Compton, called the meeting to order.

II. Roll Call

Board Secretary Cynthia Moore called the roll, and the following members of the Board were present: John C. Compton, Chair; Student Trustee Spencer Ammen; Brad Box; Decosta E. Jenkins; William (Bill) C. Rhodes III; Donald J. Smith; Kim H. White, Alan Wilson and Jamie Woodson.

The Secretary announced the presence of a quorum. Trustees Charlie Hatcher, Amy Miles and Kara Lawson were unable to attend the meeting. Others present included University faculty, staff, and students, members of the general public, and media representatives.

III. Welcome and Opening Remarks of the Chair

Board Chair Compton welcomed everyone to the meeting of the Board of Trustees. He announced that there was a single agenda item – Campus Safety – on the meeting agenda, which is a follow-up item based on the recommendations made in the Comptroller’s Performance Audit Report (Sunset Audit).

IV. Campus Safety and Security Update

Interim President Boyd opened by stressing the importance of campus safety and security for the members of the University community and reporting on recent visits to each of the campuses to assesssafety and security measures. He thanked Mike Krause, Executive Director of Tennessee Higher Education (THEC), for his support of public safety initiatives and noted the recent $10 million in state funding for enhancing safety and security. Interim President Boyd acknowledged the value of continual improvement processes, noting that there will always be more work to be done.

5.1

175



February 18, 2020

He introduced Mr. Brian Daniels, Chief Audit and Compliance Officer, who began his remarks by reviewing the four main categories of audit findings set forth in the Sunset Report:

∑ System Effectiveness and Efficiency;∑ Institutional Oversight;∑ Campus Safety and Security; and ∑ Mental Health.

Mr. Daniels advised the Board that the University has filed a Corrective Action Plan (Plan) with the Comptroller’s office to address each of the aforementioned areas. With respect to the topic of Campus Safety and Security, he reviewed the specific follow-up actions included in the Plan.

In connection with the recent campus safety visits conducted by President Boyd, Mr. Daniels, Mr. Austin Oakes (Executive Director of Capital Projects) and Mike Gregory (Director of Emergency Management), the following topics were discussed with representatives from each of the campus locations: (i) Post-Audit matters; (ii) Clery Act Compliance; (iii) Title IX Compliance; (iv) Emergency Management, and (v) Campus Police.

Mr. Daniels presented the following information to the Board members

∑ Starting salaries of police officers at all four campus locations, along with market comparisons;∑ Campus Police Accreditation for each campus;∑ Security Cameras by campus, with comparative data based on student population and square

footage of campus; and∑ Number of Police officers, with comparative data based on student population and square

footage of campus.

Mr. Daniels introduced Dr. Andy Lewter, UT Martin Vice Chancellor for Student Affairs and Ms. Christina Moradian, UT System Deputy Title IX Coordinator, who provided information as to how the UT Martin campus and the UT System have collaborated on Clery compliance. They provided an overview of the Clery Act, highlighted the overlap between the Clery Act and Title IX, identified the multiple offices and safety partners responsible involved in Clery Compliance, discussed the formation of a multi-disciplinary review team. In addition, they shared the enhancements to compliance that have resulted from this collaborative effort. Dr. Lewter shared updates on a number of post-audit improvements, including updates to the UT Martin website, reporting forms, tracking and training, and increased support staffing.

Recent upgrades in security and/or other safety measures undertaken at each of the other campuses were presented.

The following items were identified as UT System-wide opportunities and recommendations: (i) a System Clery Coordinator (similar to the System Title IX Coordinator role); (ii) annual meetings of all campus emergency personnel to share best practices and compliance; and (iii) assessing the need for coordinated systems and software.

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The Board members commended the collaborative approach taken to address the findings in the report and to leverage the expertise of individual across the system. The Board members expressed their desire for the University Administration to focus its efforts on standardization of recordkeeping, reporting and other processes to the extent possible. In response to follow-up reporting, Mr. Daniels indicated that the annual safety reports are prepared in the fall and would be presented to the Board at that time.

XIV. Closing Remarks

Board Chair Compton commended the University Administration for their efforts to address the areas noted in the Sunset Audit.

XV. Adjournment

With no further business to come before the Board, the Chair adjourned the meeting.

Respectfully Submitted,

____________________________________Cynthia C. MooreSecretary and Special Counsel

Attachments

∑ Campus Safety & Security Update PowerPoint Presentation

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February 19, 2020


MINUTES OF THE WINTER MEETING February 19, 2020

Chattanooga, Tennessee

The Winter Meeting of The University of Tennessee Board of Trustees was held at 1:30 p.m. EST, on Friday, February 19, 2020, in the UTC University Center on the campus of University of Tennessee at Chattanooga.

I. Call to Order and Invocation

The Chair of the Board, John C. Compton, called the meeting to order and recognized UTC Campus Minister Jason Leonard, who gave the invocation.

II. Roll Call

Board Secretary Cynthia Moore called the roll, and the following members of the Board were present: John C. Compton, Chair; Student Trustee Spencer Ammen; Brad Box; Commissioner Charlie Hatcher; Decosta E. Jenkins; William (Bill) C. Rhodes III; Donald J. Smith; Kim H. White, Alan Wilson and Jamie Woodson.

The Secretary announced the presence of a quorum. Trustees Amy Miles and Kara Lawson were unable to attend the meeting. Others present included University faculty, staff, and students, members of the general public, and media representatives. The meeting was webcast for the convenience of the University community, the general public, and the media.

III. Welcome and Opening Remarks of the Chair

Chair Compton thanked Chancellor Angle and his team for all their efforts in hosting the Board. He expressed the Board’s appreciation for the opportunity to engage with students, tour a number of the campus facilities, and learn more about programs offered at UTC in support of student success.

IV. Honorary Resolution

Bill Rhodes, Chair of the Finance and Administration Committee, and David Miller, Chief Financial Officer and Senior Vice Chancellor, presented a resolution honoring Mr. James (Ron) Maples for his 43 years of dedicated and exceptional service to the University, most recently in the role of Treasurer.Upon motion duly made and seconded, the Board approved Honorary Resolution 001-2020.

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V. Requests to Address the Board

Chair Compton recognized Ms. Katie Galyon, a senior at UTK and President and founder of Students Protecting Student Funding. Ms. Galyon explained that the organization is dedicated to advocating for change in the allocation of the student programming and services fee (SPSF). She expressed the students’ concerns regarding the record low number of events funded by SPSF and the limited involvement of students in planning and executing such events. The organization is seeking greater transparency as to how the SPSF is being awarded.

Donde Plowman, Chancellor of UTK, discussed recent changes in staffing, as well as improvements to the website to provide more transparency regarding the use of the SPSF. Interim President Boyd indicated that the new process was meant to allow for meaningful student input, continued leadership opportunities, and broader support of more student organizations. He noted that, as this is the first year under the new policy, a year-end review would be appropriate. The Board members requested a follow-up report.

A copy of the prepared remarks of Ms. Galyon are filed with these minutes.

VI. President’s Address

Chair Compton made a change in the agenda order and requested that Interim President Boyd provide his update to the Board.

Interim President Boyd began his address by expressing his gratitude to Chancellor Angle and the entire team at UTC for the wonderful welcome. He stated that the highlight for him was the opportunity to directly engage with students and other members of the UTC community.

A New World’s Record

Interim President Boyd then made a surprise introduction of the UTC student rocket team (the Rocket Mocs), including past members of the team who serve as advisors and the team’s faculty advisor –

∑ Andrew Byrd, Sean Conway, Jonathan DeGuzman, Mason Gregoire, and Alex Trotter;∑ Ashwyn Sam, advisor and member of the 2018 Rocket Mocs;∑ Dillon Grider, advisor and member of 2017 Rocket Mocs;∑ John Brand, simulation advisor; and ∑ Dr. Trevor Elliott, UC Foundation Assistant Professor, UTC Mechanical Engineering

Interim President Boyd advised that the Rocket Mocs are the #1 team in the country. The team recentlyset a world record with a rocket launch of 17,267 feet; the previous world record was 15,101 feet. The Rocket Mocs’ win was announced this week by the Tripoli Rocketry Association. The members of the Board of Trustees and the audience gave a round of applause to congratulate the team for its extraordinary accomplishment.

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Greatest Decade in the History of the University of Tennessee

Interim President Boyd indicated that this is the first meeting of the Board in what will be the “Greatest Decade in the History of the University of Tennessee.” He explained that he does not mean any disrespect to those who have come before, but that the leadership team has an obligation to continue to build upon the University’s strong foundation. In this regard, Interim President Boyd shared information as to the many accomplishments made during the era of 1961-1971 under the leadership of President Andy Holt. He stated his confidence that, in working together, the University community will meet this challenge.

Government Relations Update

The successful efforts of the University’s government relations team were highlighted. Interim President Boyd noted that the improved relationship with the state legislature is reflected in the increased level of state funding support. He presented a summary of additional funding streams to the University, as contemplated under the Governor’s budget proposal, including $10 million for the Oak Ridge Institute (ORI). In addition to state funding, the University is seeking federal research fundingfor ORI in the amount of $20 million, through a competitive award process. He concluded his remarks in this area, by updating the Board on the successful results of the legislative hearings held regarding the Performance Audit (Sunset Audit), along with the confirmation hearings for Trustee Brad Box.

Enrollment/Access/UT Promise

Interim President Boyd affirmed the University’s commitment to improving access. He discussed the expected increase in enrollment from the UT Promise initiative, and he provided statistical information on how the introduction of the TN Promise resulted in a 7% increase in enrollment for higher education institutions state-wide. He also explained how the mentoring part of the UT Promise program will improve retention, noting that students with a mentor have a 400% greater chance of graduating. Additionally, the UT Promise should continue to lower the number of students graduating with debt. He concluded his remarks pertaining to the program by making an appeal for UT Promise mentors.

Research and Engagement

Updates on research were presented at the Education, Research and Service Committee meeting held earlier in the day. Interim President Boyd indicated that the budget for ORI will be presented at a future meeting, once more information is known regarding the funding provided at both the state and federal level. Interim President Boyd also shared information on other research efforts, including the OneHealth initiative.

Engagement/Outreach

Interim President Boyd gave an update on UT Day on the Hill, and the University’s new approach in asking what we can do for the State of Tennessee. He outlined a number of opportunities where the University can partner and be of service to the state through both the Institute for Public Service (IPS) and the UT Institute of Agriculture (UTIA) and its extension offices.

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Interim President Boyd concluded his remarks by repeating that this will be the “Greatest Decade in the History of Tennessee.”

Questions/Comments

In response to a question from the Chair, Interim President Boyd indicated that one of the biggest challenges, which also has the highest level of opportunity, is the critical need to continue to advance collaboration across the UT System (a One UT mindset). Commissioner Hatcher thanked Interim President Boyd for the University’s efforts and willingness to leverage its resources in support of priorities that will serve the State of Tennessee.

VII. Review of Lecturer Compensation Analysis

Chair Compton stated that the next item on the agenda is in response to concerns regarding lecturer pay that were raised by Dr. Anne Langendorfer, a lecturer at UTK, who addressed the Board at its last meeting. Mr. Miller presented the findings of a benchmarking study (by campus and college), with peer data for non-tenure track adjunct faculty. He reported that the assessment shows some very large salary swings, along with a wide differential in the mean and median, in lecturer salaries. He reviewed the data source for the report and discussed the challenges associated with the inconsistent terminology used internally/externally (i.e., lecturer, instructor, other non-rank, non-tenure track faculty). Mr. Miller concluded his remarks by indicating that the assessment demonstrates the need to perform further analysis. Interim President Boyd shared his views that, to be a top employer both within the State of Tennessee and among institutions of higher education, the University must prioritize fair and competitive salary and benefits and that a more holistic study, not limited to lecturers, is needed.

VIII. Update on UTIA/UTK Reunification

Chancellor Plowman and Senior Vice President and Senior Vice Chancellor Tim Cross provided an update on the work being done to advance the UTIA/UTK Reunification. They highlighted the emphasis that has been placed on the land grant mission and the establishment of working groups (comprised of faculty, staff and students) to address a number of areas (student services, research, academic affairs and shared governance, communications and marketing, and finance and administration processes). Chancellor Plowman shared that UTIA is represented on all strategic visioning committees. Dr. Cross explained that the reunification process has identified long-standing issues for students, such as difficulties for getting to class on time (bus schedule), that will be resolvedthrough these efforts. The members of the Board thanked Chancellor Plowman and Dr. Cross for their leadership in this very important undertaking.

IX. Appointment of Mark Paganelli as Treasurer

Interim President Boyd presented his recommendation for the promotion and appointment of Mr. Mark Paganelli as Treasurer of the University. Information regarding Mr. Paganelli’s qualifications and the initial salary associated with the position was provided to the Board in advance of the meeting. Upon motion duly made and seconded, the Board approved the appointment of Mark Paganelli as Treasurer, including his initial compensation, as set forth in Resolution 003-2020.

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X. Committee Reports

Report and Recommendations of the Finance and Administration Committee.

Committee Chair Rhodes provided a review of the items recommended by the Committee for approval by the Board. As all of the Board members attended the Finance and Administration Committee meeting earlier in the morning where these items were discussed at length, he advised that he would keep his remarks brief in connection with bringing forward the proposed action items.

ÿ Revised FY 2019-20 Operating Budget

Committee Chair Rhodes explained that the University is required to develop and submit a revised operating budget each year to adjust for changes that occur after the original budget is adopted. The revisions to the operating budget are nominal. The revised Unrestricted Educational and General (E&G) Operating Budget shows an increase of 0.5% over the original budget, and the revised Unrestricted Auxiliary Operating Budget has an insignificant change of approximately $4,200. Upon motion duly made and seconded, the Board approved the revised operating budget, as set forth in Resolution 004-2020, by unanimous roll call vote.

ÿ FY 2020-21 Tuition and Fees for UT Health Science Center

Committee Chair Rhodes reminded the Board that the academic calendar for UTHSC is different than the other campuses, which requires presentation and approval of FY 2020-21 Tuition and Fees at this meeting. He commended the work of Chancellor Schwab and his team, along with the Advisory Board, for bringing forward a schedule that includes no tuition increases for the upcoming year and for reductions in certain programs. Upon motion duly made and seconded, the Board approved the proposed tuition and fees schedule, as set forth in Resolution 005-2020, byunanimous roll call vote.

ÿ UTHSC Campus Master Plan Update

Committee Chair Rhodes expressed his gratitude to the remarkable work done by Chancellor Schwab and Dr. Ken Brown, Executive Vice Chancellor and Chief Operations Officer, on the campus master plan update for UTHSC. The changes to the campus have been remarkable, and the future vision for the campus is inspiring. The Committee is recommending approval of the campus master plan update, which is on the Consent Agenda for today’s meeting.

Report of the Executive Committee

ÿ Amendments to the Bylaws

Upon the recommendation of the Executive Committee, amendments to the Bylaws have been proposed, most of which are technical clarifications. Chair Compton indicated that there is one substantive change, which relates to removing the president as an ex officio, voting member of the Education, Research and Service Committee and the Finance and Administration Committee. He explained that, as the president does not serve on the Board, it would be a best governance practice to not have the president serve as a voting member of a Board standing committee.

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Interim President Boyd expressed his support for the revision to the Bylaws. The change also eliminates potential concerns regarding the status of any discussions between the president and individual board members under the Tennessee Open Meetings Act. Upon motion duly made and seconded, the Board approved the proposed revisions to the Bylaws, as set forth in Resolution 006-2020, by unanimous roll call vote.

XI. Annual Performance Review of Interim President Boyd

As announced at the last Board meeting and in accordance with the Board’s Policy on Presidential Performance Reviews, Chair Compton indicated that he conducted an annual review of Interim President Randy Boyd’s performance. Trustee Amy Miles, Chair of the Audit and Compliance Committee, and Trustee Bill Rhodes, Chair of the Finance and Administration Committee, participated in the review process. A full copy of the written assessment was made available was distributed to the members of the Executive Committee, the full Board, and to the public in the meeting materials posted in connection with today’s meeting. Chair Compton outlined the process, as well as highlights from the performance review.

The Review Process

∑ Interim President Boyd submitted a written self-assessment.

∑ An electronic survey (360-degree review) was distributed, soliciting feedback from various constituencies, including -

ÿ Trustees;ÿ Senior Leadership (Campus and System);ÿ Faculty, Student and Staff Leadership; andÿ The Boards of the UT Alumni Association and the Foundations.

Survey Results

Over 100 individuals participated in the survey, representing an aggregate response rate of almost 90%.

The electronic survey produced high marks overall for Interim President Boyd, with approximately 94% of respondents rating his performance as exceeding expectations. Overall, he received the highest ratings for:

ÿ Visionary leadership;ÿ Demonstrating integrity;ÿ Providing leadership to ensure the University maintains highly effective relationships with the

state legislature and state officials; and ÿ Serving as an effective spokesperson for public higher education in Tennessee.

Interviews

∑ Chancellors – Individual interviews were conducted with the Chancellors of each of the campuses.

∑ Tennessee Legislative Officials – As required under the Board Policy, Interim President Boyd’s performance was discussed with Lt. Governor and Speaker of the Senate Randy McNally and Speaker of the House of Representatives Cameron Sexton. In addition, feedback was solicited from

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Senator Dolores Gresham, who serves as the Chair of the Senate’s Standing Committee on Education.

Chair Compton reported that the reviews of Interim President Boyd’s performance were very positive. Through his efforts to engage, listen, and communicate regularly, Interim President Boyd has been effective in improving the perception of the University and in building relationships with members of the state legislature. His ability to think big, resolve issues, and be innovative were listed among his strongest leadership qualities. Appreciation was expressed for Interim President Boyd’s commitment to being active across the state, advancing the University’s relationship with the Oak Ridge National Laboratory, and considering new ways for the University to serve as a resource for the state and not exist solely as an entity of the state. Chair Compton also thanked the members of the Board for their efforts in engaging and listening to constituencies, which has not gone unnoticed by members of the legislature.

Proposed 2020 Goals

On January 17, 2020, at the meeting of the Executive Committee of the Board of Trustees, Interim President Boyd presented his proposed goals for 2020. The goals include a mix of qualitative and quantitative measures, along with stretch goals the full efforts of which may not be fully realized for several years. Following discussion, members of the Executive Committee expressed their support of the goals identified.

Highlights of Performance Review

Chair Compton advised that he met with Interim President Boyd on January 24, 2020 to review his performance and goals.

In addition to the constituent feedback, Interim President Boyd’s performance was measured against the goals identified in the Strategic Plan 2019-2025. Chair Compton said that Interim President Boyd had an exceptional first year, during which time he has championed three major initiatives – UT Promise, UTIA/UTK reunification, and the Oak Ridge Institute that should be legacy defining. Chair Compton advised that a detailed summary of accomplishments by goal area was included in the written assessment. In closing his remarks, Chair Compton summarized Interim President Boyd’s strengths as follows:

∑ Visionary, Servant Leader;∑ Empowers People to Be Better and Think Bigger;∑ Passion for UT, which includes serving in voluntary/unpaid capacity;∑ Willingness to Engage with all Stakeholders; Takes feedback well; and∑ Government Relations Advocate, with strong presence in Nashville and across the state.

Chair Compton opened the floor for questions and comments from other members of the Board regarding Interim President Boyd’s performance. Trustees expressed their gratitude to Chair Compton for the transparent and thorough performance review, which process involved a large and varied group of key internal and external stakeholders. The Board members voiced their appreciation for Interim President Boyd’s servant style of leadership and the open lines of communication. Student Trustee

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Spencer Ammen remarked on the students’ favorable view of Interim President Boyd. The board members thanked Interim President Boyd for his efforts in advancing the reputation of the University and his willingness to tackle a number of very important issues in a relatively short period of time. Trustees conveyed that they have received calls from alumni and other individuals for the Board to remove the interim title.

Interim President Boyd thanked his team for all their efforts. He stated that it has been an honor to serve the University and to work with the Board. Interim President Boyd believes that, together, a lot of great things can be accomplished, and he hopes to have the opportunity to continue to serve for a few more years.

Chair Compton excused Interim President Boyd for the next portion of the board meeting, and the Board took a five-minute recess.

Next Steps

Chair Compton encouraged all individuals present, in addition to the Trustees, to share their views and to actively participate in the Board’s next discussion.

Chair Compton reminded the members of the Board that the interim appointment of Randy Boyd was for a two-year period, which is set to expire in November. He indicated that the major question for consideration by the Board is what to do next with respect to filling the president position, in light of the findings from the annual performance review process. Chair Compton reviewed the language set forth in the bylaws, which calls for the Chair to outline a formal search process when a chair has determined that a search should take place.

In this regard, Chair Compton expressed his opinion that a search should not be undertaken given: (i)the current positive momentum: (ii) the strong results of the annual performance review; (iii) the length of time involved with conducting a formal search process; and (iv) the level of uncertainty associated with conducting a search (noting other recent failed searches in higher education). He explained that the legislative leadership is in favor of the University proceeding without a search. While an important stakeholder, they represent just one of many important voices that need to be considered.

Chair Compton solicited the views of the other members of the Board as to whether to proceed without a formal search, recognizing that such an approach is unusual in the higher education environment. The Trustees expressed their concerns over challenges facing higher education institutions (projected declines in high school graduates, cost pressures, and the increasingly competitive landscape). While the survey provides support for proceeding without a search, it reflects a small percentage of key stakeholders (faculty, staff and students). After a lengthy discussion, Chair Compton asked whether anyone was in favor of conducting a formal search process. Hearing no support for such action, he turned to the issue of how to best ensure that the faculty and students are aligned with the position of the Board and other key stakeholders.

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As a final step in the process, it was suggested that a series of public forums would be held on each of the UT campuses, where Randy Boyd would be asked to share his vision for serving as the next president of the University, based on a limited, term appointment of an additional five-years (until 2025). The forums would allow for an open dialogue and direct feedback. The Board’s website would also be open for receiving public comment. Members of the Board, the Advisory Boards, and leadership of the faculty senates student government associations would be invited to participate. Following the forums, a special meeting of the Board would be scheduled. The Chancellors expressed their support for hosting the forums. Natalie Campbell, Student Government President for UTK, remarked that the student government presidents had each been given the opportunity to participate in the survey process. She voiced her support for the public forums and thanked Chair Compton and the Board for granting the students an opportunity to contribute to this important conversation.

Interim President Boyd was invited back into the meeting. Chair Compton recapped the Board’s discussion and advised that the Board is requesting that he participate in a series of public forums as a final step in the process. Interim President Boyd expressed his enthusiasm for the forums and having the opportunity to share his vision for the University.

Upon motion duly made and seconded, the Board approved the annual performance review and the 2020 goals, as set forth in Resolution 007-2020.

XII. Consent Agenda

The Chair asked whether any Trustee wanted to move any item from the Consent Agenda for discussion. Hearing no requests, the Chair called for a motion to adopt the relevant Resolutions set forth in the materials. Upon motion duly made and seconded, the Board approved the items set forth in the Consent Agenda. (A complete list of the approved items on the Consent Agenda appears at the end of these minutes.)

XIII. Other Business

None.

XIV. Closing Remarks

Chair Compton thanked everyone for their participation and advised that a special meeting of the Board would be scheduled in the near future.

XV. Adjournment




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Approved Consent Agenda Items

∑ Minutes of the Last Meeting (November 8, 2019)∑ Ratification of Corrected 2019 Annual Report to the General Assembly ∑ Items from the Education, Research, and Service Committee

1) 2020 Institutional Mission Profile Statements2) Proposed Department Name Chance, Haslam College of Business, UTK3) Grant of Tenure upon Initial Appointment, UTK4) New Academic Programs:

ÿ Bachelor of Science Degree in Education, Deaf Studies Major, American Sign Language Concentration, UTK

ÿ Master of Legal Studies, UTK5) Proposed Faculty Handbook Revision, UTK

∑ Items from the Finance and Administration Committee1) UTHSC Long-Range Master Plan2) Distribution of Corpus from Robert L. Barksdale Men’s Tennis Program Endowment, UTK3) Knoxville Utilities Board Gas Line Easement, UTK

Attachments. Copies of the following documents are filed with the official minutes of this meeting.∑ Remarks of Katie Galyon∑ Annual Performance Review of Interim President Boyd

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Page 1Board of Trustees Special Meeting

March 27, 2020


MINUTES OF THE SPECIAL MEETING March 27, 2020

Knoxville, Tennessee

A Special Meeting of The University of Tennessee Board of Trustees was held at 3:30 p.m. EDT, on Friday, March 27, 2020. The meeting was held virtually and was hosted at the Executive Conference Room, in the Joint Institute for Advanced Materials (JIAM), located at Cherokee Farm in Knoxville, Tennessee.

I. Call to Order and Roll Call.


Board Secretary Cynthia Moore called the roll, and the following members of the Board were present: John C. Compton, Chair; Spencer Ammen (Student Trustee); Brad Box; Commissioner Charlie Hatcher; Decosta E. Jenkins; Kara M. Lawson; Amy E. Miles; William (Bill) C. Rhodes III; Donald J. Smith; Kim H. White, Alan Wilson and Jamie Woodson.

The Secretary announced the presence of a quorum and provided a few announcements associated with holding the meeting electronically. Others participating remotely included University members of the University’s senior leadership team. The meeting was webcast for the convenience of the University community, the general public, and the media.

III. Opening Remarks of the Chair

He began his remarks by reflecting on the changes that have transpired in the world since the last Board meeting in Chattanooga just five weeks ago. Following guidance issued from the U.S. Centers for Disease Control and Prevention, he announced that the meeting is being held virtually, via the web and teleconference. Meeting electronically is necessary to protect the health, safety and welfare of participants in light of the coronavirus situation.

Chair Compton advised that the Board extended the opportunity to the public to address the Board at this special meeting and to participate remotely. He stated that, in the spirit of access and transparency, the Board has taken measures to accommodate stakeholders in the decisions that are before the Board today.

The Board typically begins its meetings with a prayer. Given all that everyone has gone through – and is going through – Chair Compton requested a moment of silence and personal reflection. He asked for reflection on the University’s campuses and its students, faculty, and staff, along with consideration for the parents, the student athletes, research partners, and everyone associated with the UT System, who has been impacted in one way or another. He expressed his hope that the decisions to be made by

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the Board will bring some measure of relief and comfort to members of the University community and key stakeholders.

Chair Compton reviewed a number of recent events since the last Board meeting, including –

∑ On March 11, the University announced that it would suspend in-person instruction until early April (following spring break for most of the campuses);

∑ On March 12, Governor Lee declared a state of emergency;∑ On March 13, President Trump declared national emergency;∑ On March 16, the University announced online classes would continue through the end of the

academic term and the cancellation of traditional commencement ceremonies in May; and∑ All of University’s sporting and other group events were cancelled.

He stated that, in typical Volunteer spirit, our teams have rallied and moved fast to make the best of a very tough situation. Interim President Boyd has been keeping the Board updated daily, often multiple times a day. The sacrifices that everyone has made are profound –

∑ Interrupted study abroad programs;∑ International travel and travel outside of Tennessee were cancelled; ∑ Students were asked to move out weeks many earlier than expected and missing the fun and

excitement of spring on campuses; and∑ Graduating seniors and graduate students will miss the glory of commencement exercises, which

is such an important day for students and their loved ones, and many may face an uncertain job future.

He acknowledged that the recent actions have been especially acute for some students, who may not have other options for housing, food, and other support services. In addition, online classes bring other challenges associated with access to the needed technology and reliable internet services, as well as grading concerns. These changes impact not only students, but faculty and staff members throughout the organization.

Chair Compton expressed his appreciation for the leadership demonstrated by Interim President Boyd,the Chancellors, and other members of the Senior Administration team in responding to the ever-changing situation. On behalf of the Board, Chair Compton thanked the faculty members, who acted quickly to move classes online to ensure that students can continue their academic progress, who are working clinically to care for patients, and for those who are applying their research talents in this situation.

In conclusion, Chair Compton noted that Interim President Randy has been championing a OneUT spirit, which is something that is needed now more than ever. He shared some personal reflections on the stress that individuals are facing adjusting to this unprecedented situation, and he highlighted some shining examples of extraordinary and creative efforts undertaken by faculty and members of the University’s alumni organization to support our students, including Peyton Manning’s surprise visit to a Communications class via zoom.

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Chair Compton advised that this Special Meeting of the Board was scheduled several weeks ago to follow the public town hall meetings. Now, more than ever, it is important for the Board to move forward on the matter of addressing the appointment of a president and solidifying the leadership team.

He stated that the Agenda focuses on three critical items: (i) action to consider the appointment of Randy Boyd as President of the University of Tennessee system for a limited, term appointment of 5 years (through June 30, 2025); (ii) an update on the actions taken or which may be necessary in response to COVID-19; and (iii) necessary actions to revise the Board policy on tenure.

III. Requests to Address the Board

Chair Compton reported that there were no requests to address the Board pertaining to matters set forth on the meeting agenda.

IV. Appointment of the President of the University of Tennessee System.

Chair Compton referred the Board members to the meeting materials circulated in advance of the meeting and made available to the public. The information provided outlines the steps that the Board has taken, to date, in considering Randy Boyd for appointment as president of the University. These steps have included: (i) the completion of an annual Presidential Performance Review, including a holistic 360-degree survey assessment by key stakeholders; (ii) a discussion by the Board at the Winter Meeting held in February as to Interim President Boyd’s performance, the findings from the Survey, and the advantages/disadvantages of undertaking a national search; and (iii) engagement with the University community and the public at large through a series of five Town Hall meetings. Chair Compton indicated that the feedback he has received from the series of Town Hall meetings has been overwhelmingly positive and supportive of the appointment of Mr. Boyd. As Chair, it is his responsibility to make a recommendation to the Board on the appointment of a president, and he fully supports the appointment of Randy Boyd as President for limited term of five years, through June 30, 2025.

Chair Compton opened the floor for discussion by the Trustees and to members of the leadership team participating in the meeting. The Trustees expressed their gratitude to Chair Compton for a thoughtful, transparent and open process. The members of the Board individually offered their support of Mr. Boyd’s nomination. The Town Hall meetings were well attended and the feedback has been very positive. The Trustees complimented Mr. Boyd’s servant leadership style, his passion for the University, and his broad engagement across the UT System. Beyond his day-to-day performance, recent events have also demonstrated his ability to perform in a crisis situation. The Trustees expressed their views that it is especially important to move forward with the appointment and that it would not be the right time for making a leadership change. Student Trustee Spencer Ammen voiced the students support for Mr. Boyd continuing in this role. There was unanimous support for Mr. Boyd’s appointment.

Chair Compton expressed his gratitude to the faculty and campus administration for their involvement in the process. He thanked the faculty for the trust they have placed in the Board in making this

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important decision. He indicated that the board recognizes that this candidate and process has been unique and that what may be appropriate in this instance, may not be appropriate for a future selection of a president.

Upon motion duly made and seconded, the Board approved the appointment of Randy Boyd as President of the University of Tennessee, subject to the terms and conditions set forth in Resolution 018-2020, by unanimous roll call vote.

Board Chair introduced Randy Boyd as the 26th President of the University of Tennessee.

President Boyd thanked the members of the Board for the trust and confidence that they have placed in him. He said it was the most detailed and lengthy job interview he has ever had, but that he learned a lot through the process. President Boyd stated that it is the honor of his life to be able to serve his alma mater in this role. He looks forward to working with all the members of the University and the Board of Trustees to making certain that this is the “Greatest Decade in the History of the University of Tennessee.”

V. Update – Coronavirus (COVID-19)

Chair Compton asked President Boyd, as his first official act, to provide the Board with an update on actions the University Administration has been taking in response to COVID-19. President Boyd informed the Board that the University Administration is committed to serving its students, faculty and staff. The highest priority is to ensure that our students’ academic progress is not interrupted, while protecting the health and safety.

President Boyd expressed his gratitude to the faculty for their heroic efforts to transition in-person instruction to remote (online) delivery. He provided an update on the work being done at UTHSC to address the situation, including the production of hand sanitizer, converting labs to process COVID-19 tests, research efforts for treatment and cure for the disease, and the establishment of a testing site where students are volunteering. He also discussed ways in which things are changing for employees –learning to work from home, through the expanded use of technology. President Boyd stated that the full financial impact from the crisis will not be known for some time. The University has begun processing refunds to students for residence hall, dining and other services that will not be used or available. In this regard, he noted that the University has sufficient financial reserves to address these refunds. Lastly, he advised that the additional funding contemplated under the Governor’s recommended budget in support of extension offices, UTHSC, and ORI have been put on hold. He expressed his hopes that some of this funding could be restored when the legislature reconvenes. He believes that strong support for the University remains, but there may be a delay.

Chair Compton opened the floor for discussion regarding lessons learned so far. The Chancellors shared their perspectives and concerns regarding barriers to student success, which have been amplified in this situation. They also were inspired by how their teams have pulled together to address the challenges. President Boyd conveyed how difficult the last two weeks have been given that everyone has been impacted professionally and personally by this unprecedented situation. He still believes that this will still be the “Greatest Decade in the History of the University of Tennessee.”

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Chair Compton asked Linda Martin, Vice President for Academic Affairs and Student Success, to present the proposed revision to the Board tenure policy. Dr. Martin explained that the revision provides flexibility for extending the probationary period associated for tenure due to a significant disruption of University operations that has impeded the faculty member’s opportunity to conduct required research or other scholarly activity, teaching and/or service. The revision also streamlines the process for granting such an extension. She confirmed that the Policy change was developed in consultation with the Chancellors and chief academic officers for each campus, as well as the University Faculty Council.

The University administration requests that the revision to the Board policy be implemented immediately to allow each campus to expeditiously address needed extensions of the probationary period to allay concerns on the part of tenure-track faculty members in light of the coronavirus crisis.

Upon motion duly made and seconded, the Board approved the revision to the Board tenure policy, as set forth in Resolution 019-2020, by unanimous roll call vote.

VI. Closing Remarks

Chair Compton thanked everyone for participating in the meeting, and he wished everyone continued good health.

VII. Adjournment




Attachment. A copy of the following document is filed with the official minutes of this meeting.

∑ Recommendation of John C. Compton, Chair of the Board of Trustees, regarding the Appointment of a President of the University of Tennessee system, dated March 27, 2020

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April 24, 2020


MINUTES OF THE SPECIAL MEETING April 24, 2020

Knoxville, Tennessee

A Special Meeting of The University of Tennessee Board of Trustees was held at 8:00 a.m. EDT, on Friday, April 24, 2020. The meeting was held virtually and was hosted from the University of Tennessee, Knoxville campus.

I. Call to Order and Roll Call.


Board Secretary Cynthia Moore called the roll, and the following members of the Board were present: John C. Compton, Chair; Spencer Ammen (Student Trustee); Brad Box; Commissioner Charlie Hatcher; Decosta E. Jenkins; Kara M. Lawson; Amy E. Miles; William (Bill) C. Rhodes III; Donald J. Smith; Kim H. White, Alan Wilson and Jamie Woodson.

The Secretary announced the presence of a quorum and provided a few announcements associated with holding the meeting electronically. Others participating remotely included University members of the University’s senior leadership team. The meeting was webcast for the convenience of the University community, the general public, and the media.

II. Opening Remarks of the Chair

Chair Compton thanked the members of the Board for participating in the special meeting on short notice. For health and safety reasons due to the coronavirus, he noted that it was still not appropriate to meet in-person.

While the Board has continued to receive regular updates from President Boyd, Chair Compton indicated that he felt that it would be best to convene the Board in order to: (i) lend support to the leadership team during this crisis, (ii) learn more about the new and/or ongoing challenges facing the University, (iii) provide an opportunity for the Board members to ask questions and provide advice as a collective body, and (iv) consider the potential impacts, financial and otherwise, to the University and its community.

Chair Compton stated that no action items are planned for today’s meeting.

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III. Coronavirus (COVID-19) Briefing

President Boyd began his remarks by reviewing actions taken in response to the pandemic.

Date Action TakenFebruary 28 System-wide meeting to discuss collaborative efforts.March 6 Launched System-wide COVID-19 resource page.March 11 Announced suspension of on-campus instruction through the end of March. March 16 Announced online for remainder of spring and alternative commencement options.March 24 Staff transitioned to telecommuting.April 1 Announced classes will remain remote for summer.

President Boyd identified the following three items as being central to the University’s approach to this situation –

∑ Communication – be clear and err on the side of over-communicating;∑ Transparent – share what we know and, equally important, what we do not know;∑ Be decisive – based on the best information available at the time.

President Boyd advised that he has daily calls with the Chancellors, as well as regular weekly calls with the leadership teams. While there may be unique circumstances and considerations from campus to campus, every effort is being made to coordinate and be consistent across the UT System, where possible.

Student Success

President Boyd stated that the primary goal is keeping students safe, while ensuring their academic progress. He commended the faculty and staff for their heroic actions, highlighting the major shift in instructional delivery. President Boyd indicated that there had been almost a ten-fold increase in the number of online semester credit hours (SCH) being offered in just two weeks (from less than 60,000 SCH to more than 567,000 SCH). The University has taken steps to loan laptops and hotspots to help students from a technology perspective. A mental health task force is meeting weekly and their work is especially important in light of the current crisis. President Boyd also reported that more than $200,000 has been raised across the UT System to assist students in need.

Faculty and Staff

President Boyd advised that approximately 90% of UT System and Campus workforce is working off-site. The University has been providing learning and development resources online. Additionally, a pulse survey of UT System employees was conducted to assess engagement and employee support. In this regard, President Boyd shared that there has been a wide-range of employee experiences associated

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with working from home. While many are doing well, some employees are having a more difficult time.

Here to Serve

President Boyd commended the work of UTHSC in its efforts in fighting the coronavirus. Among other things, it has been (i) producing hand sanitizer; (ii) processing tests (capacity for 1,500/day); (iii)performing research on the virus through its regional biocontainment laboratory (RBL); and (iv) serving the local community by running a drive-thru testing site staffed with medical students. He also shared information on the use of system-wide resources, such as 3D printers, to produce personal protective equipment (PPE). The state has requested the University’s assistance in directing surge hospitals in both Knoxville and Memphis. The University stands willing to serve in a similar capacity in Chattanooga, if requested.

The Institute for Public Service (IPS) has been actively serving the state. It conducted a webinar, withexperts from UTHSC and the Baker Center on health and economic impacts. The Naifeh Center has trained state agencies in using Zoom/WebEx and is providing several state agencies with professional development online. The Center for Industrial Services has identified manufacturers with capacity to produce PPE and has connected them to federal and state emergency management agencies and local hospitals.

Financial Impact

President Boyd reported that the financial impact associated with COVID-19 has been significant and the full effect is still unknown. He advised that refunds have been issued for certain Spring 2020 charges. The potential fiscal impact of refunds and lost revenues is currently estimated to be approximately $40 million, largely related to housing and dining. He explained that, fortunately, the University has substantial reserves that can help offset some of these losses. Federal relief may offersome measure of relief to the University and/or its students. The Coronavirus Aid, Relief, and Economic Security (CARES) Act, provides for the following:

∑ $14 billion to higher education—$34.9 million to UT campuses; and∑ $30.75 billion for “Governor’s Emergency Education Relief Fund” – $63.5 million for Tennessee to

be used at Governor’s discretion.

With respect to the $34.9 million available to UT campuses, at least half must be disbursed directly to students as emergency financial aid grants. These funds may not be used as reimbursement for refunds or aid already provided to students. They also cannot be applied to student account balances. Up to half of the funding may be used by the University to offset the financial impact of the coronavirus on campus finances. Information regarding the distribution of the $34.9 million by campus was presented.

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The University may be able to submit a reimbursement claim with the Federal Emergency Management Agency (FEMA) for up to 75% of COVID-19 expenses, including labor, supplies, and equipment; however, the specific requirements are still evolving.

Government Response and Impact on UT

On March 19, 2020, a revised state budget was approved. President Boyd remarked that the University is in a much better position than a number of other higher education institutions, which have had or are expected to have major cuts in their state appropriations. The Tennessee legislature has adjourned until June 1. Except for the Sunset bill, which granted a four-year extension to the University, all other substantive legislation impacting the University has been tabled.

President Boyd also mentioned that the Governor established a COVID-19 Unified Command, led by Stuart McWhorter, and an Economic Recovery Group, led by Commissioner Mark Ezell.

Next Steps

President Boyd outlined next steps, including the establishment of a system-wide task force to consider best practices. The campuses, through their task forces, are reimagining the Fall 2020 semester. The UT System is considering a variety of scenarios and financial models.

He concluded his remarks by stating --

“These challenges will not defeat us; they will define us. This will be the Greatest Decade in the History of the University of Tennessee not in spite of our challenges, but because of how we overcame them. We will be transformed in how we educate, how we discover, how we serve and how we work. We will be a better and stronger UT as a result.”

Discussion

Chair Compton thanked President Boyd for the comprehensive update. He opened the floor for questions and/or comments from the Trustees and participation by the senior leadership team. Highlights from the dialogue are set forth below.

ÿ Instruction. The Trustees raised questions pertaining to the format for instruction anticipated for the Fall 2020 academic semester and whether it would include some form of hybrid model (in-person and online). Chancellor Plowman indicated that the UTK task force is considering how to reimagine the fall semester, as the virus will not be gone. The task force is considering three scenarios (in-person, online, and a hybrid). She stated that it has been an unbelievable seven weeks. Although there has been great energy in tackling the immediate challenge at hand, there is a level of exhaustion as well. She is hopeful that the summer will allow for additional training and other support for faculty.

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ÿ Lessons Learned. In response to a question as to what has been learned and what positive changes may result from this situation, President Boyd expressed his belief that the way in which employees work will change. As an example, he discussed the planned relocation of the UT System administration to the new “UT” Tower. Based on feedback previously provided by employees, most felt that they could not work from home. President Boyd believes that a much higher percentage of employees will continue to work from home for some portion of the work week and that certain efficiencies and cost savings may result from such a change.

ÿ Enrollment. The Chancellors shared summer enrollment figures which were, in most instances, flat or above the prior year’s summer enrollment figures. Chancellor Schwab shared his concerns surrounding adverse consequences to students if clinical rotations do not resume. He explained that the situation is the result of actions taken by the accrediting bodies, not affiliated hospital partners. Resident and fellows are deployed. Until a change is made by the accrediting bodies, medical students will remain at risk of disruption to their academic progress.

With respect to Fall 2020, the President and Chancellors were cautiously optimistic, but it is too soon to predict. Students from Tennessee may prefer to remain local and not travel far away from home (especially to areas where there may be an outbreak). Additionally, financial constraints may impact whether a student will choose to remain in-state or attend a public institution of higher education given the lower cost of tuition and fees.

ÿ Financial Impacts. From a financial perspective, David Miller, Senior Vice President and Chief Financial Officer, explained that the $40 million in anticipated losses is a gross figure. The campuses are working to determine the net figure; however, he reminded the Board members that the fixed costs associated with auxiliary operations are fairly high (primarily debt service).

ÿ Athletics. Trustees raised a number of questions regarding the decision-making process for determining whether fall sports will proceed. Chancellor Plowman provided information on the interaction that both she and Athletics Director Phillip Fulmer have with their Southeastern Conference (SEC) counterparts. As to financial implications, it was noted that, if the fall athletic season is cancelled, the resulting loss could not be fully absorbed by the athletics department.

ÿ CARES Act. Mr. Miller advised that the CARES Act cannot be used for athletics. There are certain restrictions pertaining to the use of these funds. Moreover, the funding is available under a cost reimbursable application (like a federal grant). For funding being made available to students, the University would serve as a custodian (for the benefit of the students) not as the recipient of the funding.

ÿ Budget Preparation. In connection with the development of the University’s operating budget for the upcoming fiscal year, the Board requested that the University Administration be sensitive to the current economic landscape – especially when considering tuition, fees, and other charges – as students may have an increased level of financial need due to the loss of jobs, internships, research opportunities and other adverse impacts associated with COVID-19.

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ÿ Benchmarking. President Boyd also indicated that the University leadership team is actively engaged in conversations both internally and externally on this particular issue. The Tennessee Higher Education Commission (THEC) facilitates discussions among public and private institutions of higher education from across the state.

IV. Closing Remarks

Chair Compton thanked the Trustees for participating in the meeting and the leadership team, the faculty, and staff for all their efforts in support of the University’s students. He advised that the next meeting of the Executive Committee will be held on May 8th and that the Annual Meeting of the Board would be held in June. He closed the meeting by extending best wishes for Happy Mother’s Day.

V. Adjournment




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AGENDA ITEM SUMMARY


Item: Resolution Appointing a Managerial Group for U.S. Government Contracts

Type: Action

The Department of Energy, Department of Defense, and other federal agencies with which the University has contracts impacting national security require the Board to appoint a Managerial Group and delegate to that group responsibility for negotiation, execution, and administration of U.S. government contracts. Only members of the Managerial Group will receive security clearance to access classified information related to these contracts.

A new Resolution is required periodically to reflect changes in Trustees and University personnel. The following Resolution reflects the change in the student appointment to the Board (effective on July 1, 2020), along with recent appointment by the Board of Mark Paganelli as Treasurer (removal of interim title) who are not included in the Managerial Group and do not have access to classified information related to government contracts.

[Resolution in Required Form Follows]

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Resolution ___ - 2020Appointment of the Managerial Group for Contracts between

The University of Tennessee and the United States GovernmentPursuant to the National Industrial Security Program Operating Manual

BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE UNIVERSITY OF TENNESSEE THAT:

1. Those persons occupying the following positions at The University of Tennessee shall be known as the Managerial Group, having the authority and responsibility for the negotiation, execution, and administration of U.S. Government contracts as described in the National Industrial Security Program Operating Manual:

President Chief Financial OfficerGeneral CounselChancellor, The University of Tennessee, Knoxville Vice Chancellor for Research and Engagement, The University of Tennessee, KnoxvilleExecutive Director, The University of Tennessee Space InstituteFacility Security Officer

2. The Chief Executive and the members of the Managerial Group are cleared, or will be processed for clearance, to the level of The University of Tennessee’s facility clearance. If uncleared, pending issuance of the requested access authorization, such individual shall be excluded from all access and shall not participate in any decision or other matter pertaining to the protection of classified information and/or special nuclear material.

3. The above-named Managerial Group is hereby delegated all of the Board’s duties and responsibilities pertaining to the protection of classified information and/or special nuclear material released to The University of Tennessee.

4. In the future, when any individual is appointed to the Managerial Group as an additional member or replacement member, such individual shall immediately be processed for an access authorization at the same level as The University of Tennessee’s facility clearance. Pending issuance of this requested access authorization, such individual shall be excluded from all access and shall not participate in any decision or other matter pertaining to the protection of classified information and/or special nuclear material.

5. The following named officers and members of the Board of Trustees of The University of Tennessee shall not require, shall not have, and can be effectively excluded from access to all classified information and/or special nuclear material released to The University of Tennessee and do not occupy positions that would enable them to affect adversely the policies or practices of The University of Tennessee’s performance of classified contracts for the U.S. Government:

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Officers

Name Title

Steve R. Angle Chancellor, The University of Tennessee at Chattanooga William H. Byrd III Vice President, Institute for Public ServiceKeith S. Carver Chancellor, The University of Tennessee at MartinTim L. Cross Senior Vice Chancellor and Senior Vice President for AgricultureBrian J. Daniels Chief Audit and Compliance OfficerAnthony C. Haynes Vice President for Government Relations and AdvocacyMark Paganelli TreasurerLinda C. Martin Vice President for Academic Affairs and Student SuccessCynthia C. Moore Secretary and Special Counsel to the Board of TrusteesStacey S. Patterson Vice President for Research, Outreach, and Economic DevelopmentSteve J. Schwab Chancellor, The University of Tennessee Health Science Center Kerry W. Witcher Vice President for Development and Alumni Affairs and Programs

Members of the Board of Trustees

Name Title

Leighton Chappell Trustee (Student)Bradford D. Box TrusteeJohn C. Compton Trustee and Chair of the BoardKara Lawson Barling TrusteeDecosta E. Jenkins TrusteeAmy E. Miles TrusteeWilliam C. Rhodes III TrusteeDonald J. Smith TrusteeKim H. White TrusteeAlan D. Wilson TrusteeJamie R. Woodson TrusteeCommissioner of Agriculture Ex Officio Trustee

Effective as of July 1, 2020.

Certificate

I certify that the above Resolution was adopted by the Board of Trustees of The University of Tennessee onJune 26, 2020.

____________________________________________Cynthia C. Moore, Secretary and Special Counsel

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AGENDA ITEM SUMMARY


Item: Reappointment of a UT Members of the University Health System Board of Directors

Type: Action

University Health System, Inc. (UHS) is a not-for-profit corporation created in 1998 to operate the UT Medical Center in Knoxville. The UHS charter provides for a board of directors that includes three members appointed by the University President with the approval of the Board of Trustees. The current UT members are Dr. Joe Johnson, Mr. Michael Strickland, and Ms. Sharon Pryse.

The appointments of Dr. Johnson and Mr. Strickland are scheduled to expire on June 30, 2020, and President Boyd recommends their reappointment for another three-year term.

Resolved:

The Board of Trustees approves the reappointment of Dr. Joe Johnson and Mr. Michael Strickland to the Board of Directors of University Health System, Inc., for a three-year term beginning July 1, 2020 and ending June 30, 2023.

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AGENDA ITEM SUMMARY


Item: Approval of Board Meeting Dates (2020-2021)

Type: Action

Pursuant to Section 3.1 of the Bylaws, the Board of Trustees shall hold at least three (3) regular meetings annually on a day or days determined by the Board from year to year.

A resolution to adopt the proposed meeting schedule, adjusting the date of the 2020 Fall Meeting and setting forth the meeting dates for calendar year 2021 is as follows.

Resolved:

The Board of Trustees hereby approves the following dates for the upcoming regular meetings of the Board.

2020 DatesFall Meeting, Knoxville October 22-23, 2020

2021Winter Meeting, Memphis February 25-26, 2021Annual Meeting, Knoxville June 24-25, 2021Fall Meeting, Knoxville October 21-22, 2021

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AGENDA ITEM SUMMARY


Item: Items from the Education, Research, and Service Committee

Type: Action

Education, Research, and Service Committee agenda items approved in the Committee and coming forward to the full Board Consent Agenda are in the meeting book of the Committee and not repeated here.

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AGENDA ITEM SUMMARY


Item: Items from the Finance and Administration Committee

Type: Action

Finance and Administration Committee agenda items approved in the committee and coming forward to the full Board Consent Agenda are in the meeting book of the Committee and not repeated here.

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