BAG established the following underlying principles to guide decisions and to ensure actions will not negatively impact programs and services that directly support the University mission and vision. The University also remains committed to ongoing initiatives and enhancements in the following areas, even if they do not directly impact the budget:

Tuition and Fees

Tuition increases will be kept low and within the parameters of the 3-3-0 model and Tennessee Higher Education Commission (THEC) policy; fees will be consistently monitored.


The University is committed to outreach/engagement and service to improve communities and quality of life of Tennessee residents.


All campuses will strive to increase undergraduate enrollment, degrees granted and graduate and professional school enrollment as appropriate for each entity.


The University is committed to raising faculty and staff salaries to be competitive with peers.

Capital Outlay

The University will remain successful in developing capital construction proposals that are recommended for funding by THEC.

Complete College Tennessee Act (CCTA)

The University is committed to performing within the Top 5 Tennessee institutions for CCTA metrics.

Parameters and Controls

In addition to the underlying principles, BAG developed parameters and controls to guide campus plans and action steps:

  • In-state undergraduate enrollment goals will be set and approved annually and will align with campus strategic plans and Drive to 55. Each campus will develop a plan with specific tactics for enrollment growth and related goals over the current two-year period.
  • Campuses/institutes may use increased out-of-state enrollment as part of a revenue generation model and/or to achieve general enrollment growth, but out-of-state enrollment should not exceed 25 percent of total undergraduate enrollment by the campus. Campuses/institutes will outline goals and objectives for increasing out-of-state enrollment and how any new funds generated will be used.
  • Undergraduate tuition should not exceed the previous year’s Higher Education Performance Index (HEPI).
  • Graduate/professional tuition should not exceed the previous year’s HEPI plus 3 percent.
  • Executive program tuition should align with comparable programs at peer institutions.
  • Out-of-state tuition may be reduced to be more competitive.
  • Tuition and fees will be transparent and in keeping with THEC boundaries.
  • Outreach goals should be established and outlined for the Institute for Public Service, Institute of Agriculture and Health Science Center; effective existing outreach programs should not be sacrificed in support of other activities without a supporting rationale and a clear plan of action.
    • Units may consider a variety of workforce development strategies to meet reallocation or cost-savings goals. Such plans should be effectively communicated and have clear guidelines and decision-making processes. Plans should also include appropriate internal controls to ensure that savings achieved are not immediately negated by subsequent hiring practices or increases in operations that significantly reduce cost-savings or the ability to reallocate funds realized as part of the process.