Strategic Priorities

Each year the EVP/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. Our 2012-13 Strategic Priorities are as follows:

  • Oversee the complex financial affairs for a $2.5 billion budget, including $1.1 billion for the University and $1.4 billion for the Health System, with responsibility for a myriad of internal controls and external reporting requirements;
  • Administer the human resource activities for a 6000 employee, $515 million compensation expenditure, involving a very large labor relations component;
  • Manage one of the largest and most sophisticated computing and telecommunications infrastructures in American higher education for an industry leader in the use of technology;
  • Monitor the Temple University Health System, Physicians Practice and School of Medicine finances and operations; and advise the President and Board on risk and exposure for the university;
  • Drive the implementation of both the main campus and health sciences campus master facilities plans including a $200 million bond issue in FY 2012-13 financing and provide financial oversight for the construction - of Morgan Hall, a 21st Century Library, and the Science, Education and Research Building – totaling nearly $559 million in strategic capital investment;
  • Lead the capital planning process for the reuse of Paley Library, the demolition of Barton Hall, and the building of a new central campus quad;
  • 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;
  • Support strong student demand and revenue growth by aligning resources with priorities and opportunities;
  • Transition from a reliance on public funding to support the Provost and Deans through the transformation of the university’s budget to a more strategic, revenue-based, and decentralized model;
  • Maximize the utility of ResilienceOne to strengthen and formalize Mission Continuity Planning as well as enhance benchmarking and budgeting initiatives; and
  • Assess efficiency across all administrative functions by developing a comprehensive benchmarking regime.

 

 

Temple flag