Each year the CFO and senior administrators within the portfolio review the University's strategic priorities and develop a set of goals to define how departments will best support the mission. Select 2014-2015 Strategic Priorities for the CFO portfolio are as follows:
- Implement the university’s new strategic, revenue-based, decentralized budget model and begin to prepare for its review in FY2017.
- Oversee the complex financial affairs for a $1.5 billion university budget including responsibility for a myriad of internal controls and external reporting requirements.
- Monitor the Temple University Health System, Physicians Practice and School of Medicine finances and operations; advise the President and Board on risk and exposure for the university.
- Assess efficiency across all administrative functions by developing a comprehensive benchmarking regime.
- Facilitate and implement recommendations that will engineer Temple's shift to a more customer-centric culture aligned with solutions-focused processes.
- Administer the human resource activities for a 6000 employee, $515 million compensation expenditure, involving a very large labor relations component.
- Support strong student demand and revenue growth by aligning resources with priorities and opportunities and ensuring Visualize Temple is achieved.
- Safeguard the viability of future strategic investment by protecting and enhancing Temple’s balance sheet and growing the over $2 billion in university assets.
- Ensure the availability of robust financial resources over the next decade, especially in light of State funding trends, by continued expenditure control, revenue diversification, and endowment and investment maximization (investment model implementation).
- Maximize the utility of Resilience One to strengthen and formalize Mission Continuity Planning as well as enhance benchmarking and budgeting initiatives.