Dear Temple colleagues,

At the start of my tenure as Temple University’s 15th president, I shared that Temple’s historic mission has arguably never been more relevant than it is today. Now, seven weeks into this job, I am finding that to be completely true.  

The last several weeks have been informative and productive. I have had the benefit of visiting 16 of our 17 schools and colleges and have heard firsthand about both the opportunities and challenges that they foresee for Temple. One of the competitive advantages of Temple is that all its constituencies—students, faculty, staff, alumni and neighbors—are deeply committed to the university’s mission. There is a shared sense of purpose that is distinctive and palpable. I believe this is one of our most significant strengths moving forward.

For those of you whom I’ve met, thank you for your warm welcome, and I look forward to working with you. For those of you whom I haven’t visited with yet, I am excited to meet you in the months ahead.    

Like most other institutions of higher education, Temple faces uncertain times and complex challenges. However, we are well-positioned to face these challenges. This fall, we have seen momentum building across multiple priorities.  

As I have shared, campus and neighborhood safety must be our highest priority. One of the first meetings that I had when I started was with the police officers and staff members of the Department of Public Safety. All the department’s police officers, detectives, security officers, dispatchers, administrators and staff work tirelessly to ensure that students, faculty, staff and neighbors have a safe and welcoming environment in which to live, learn and work, and we are so thankful for their efforts and sacrifices.    

I have been impressed with the progress that has been made since the release of the 21CP report that was led by former Philadelphia Police Commissioner Charles Ramsey. This fall, Temple became the first university in the region to deploy ZeroEyes gun detection technology, and we also introduced a cutting-edge simulation technology to enhance police officer training. But, perhaps most importantly, the data shows that more and more members of the community are utilizing the safety resources that we provide.  

As we continue to invest in the academic experience, we have two capital projects that will substantially enhance the on-campus learning environment. In the spring semester, we will break ground on a new home for the Klein College of Media and Communication and the Center for the Performing and Cinematic Arts, just months before Paley Hall opens in the fall as the new home for the College of Public Health. These state-of-the art, world-class facilities will serve as fitting homes for our students and faculty, providing a backdrop for their scholarly and creative work. Both academic facilities will also serve as a community hub for gathering, learning and entertainment.  

Our ongoing commitment to research and innovation also received an external stamp of approval last month when Technical.ly Philly recognized the opening of the iNest with the 2024 Power Move of the Year Award.  

While Temple is Philadelphia’s public research university, our global footprint has arguably never been stronger. And that is especially true as we head into 2025.  

This year, Temple Rome moved to a new, central location at Piazza di Spagna, and next month, I am excited to join in celebrating the opening of Temple Japan’s new satellite location, Temple University, Japan Campus KYOTO. Kyoto will allow us to expand study abroad opportunities for students at Main Campus in Philadelphia, and its opening in January will truly be a great day for the entire Temple University community.  

Temple Athletics also has been building momentum this year. Last night, the Temple men’s basketball team won the 2,000th game in program history, becoming one of just six programs to reach this milestone. It is a momentous accomplishment that reflects the rich history of Temple basketball. The women’s basketball team also recently made headlines by winning the first-ever Women’s Big 5 Classic Championship. 

Earlier this month, we also welcomed K.C. Keeler as the new head coach of the Temple football team, who expressed his commitment to helping position the team to compete for conference championships and bowl games.  

I continue to be deeply impressed by the efforts of our student-athletes, both on the field and courts and in the classroom. This year, Temple Athletics was one of only 18 Football Bowl Subdivision schools to record a graduation success rate of 93% or above. I know our student-athletes will continue to provide us with lots to cheer for in 2025.  

Advancing our priorities 

As we move toward the new year, I would like to briefly share some early initiatives that we will be undertaking next semester.  

To emphasize our focus on campus and neighborhood safety, it is imperative that the Department of Public Safety is resourced for success. One of the next initiatives from the 21CP Report that will begin next month is an independent staffing study of the department. It is an important step to ensuring that we are fully equipped to serve the Temple and North Philadelphia communities. I look forward to sharing the results with our community.   

Building on our enrollment success from this year, early indicators for fall 2025 first-year enrollment are also trending positive. While it is gratifying that we are seeing such strong interest in Temple from prospective students, we must ensure every student has the support they need to realize their full potential. Thus, we are working quickly to create a comprehensive student success infrastructure that allows us to provide proactive and timely service before students encounter academic and social difficulties.   

Next semester, we will launch the Direct-TU One Stop Student Services Center to streamline processes and eliminate navigational barriers across student services, providing students with a seamless and more accessible experience. Soon after, we will also launch a Student Success Management Platform that will optimize student support by integrating academic advising, communication and data analytics to improve retention, boost student success and foster collaboration among all stakeholders.  

Temple is Philadelphia’s public research university and along with Temple Health, we are anchor institutions in this city. Together, we need to continue to leverage our collective power as a “force multiplier” for this part of Philadelphia.  

One of the organizations which we are already fostering a strong relationship with is the North Broad Renaissance, and in the new year our partnership will further grow, as I have accepted their invitation to serve on the organization’s board and to invest in their work. Together, we recognize how Temple can play a key role in helping this part of the city thrive and further serve its residents and the larger Philadelphia community.    

Just yesterday, we announced that Iron Hill Brewery has signed a letter of intent to open a new restaurant right next to the Liacouras Center. This is the type of community asset that can enhance the economic vitality and overall quality of life for the Temple community and residents of North Philadelphia. It is also a great step toward enhancing the work already underway to make this part of North Broad Street a safe and lively destination for both the arts and entertainment.  

In the months to come, we will be reimagining how we think about community impact and engagement to ensure that we are scaling existing initiatives and creating new opportunities through better coordination and integration of efforts that are happening across the university.   

I have asked Valerie Harrison, vice president for diversity, equity, inclusion and community impact, to lead these efforts that will be aimed at leveraging the university’s economic strength, social capital and other resources to support and advance the well-being of North Philadelphia families at every life stage.    

This includes implementing a robust social network that connects Temple faculty, staff, students and community members through volunteerism, partnerships, mentoring and other activities. It is the perfect way to further amplify and grow the powerful work already underway in community engagement, such as the Temple Community Gateway. As we continue this work, we will determine the appropriate structure and resources necessary for the university’s civic work to have the greatest impact.   

Preparing for success  

To continue to make progress on our priorities, we need to ensure that we have the resources necessary to succeed. Like many universities in the Northeast, we continue to face budgetary constraints, and it is imperative that we do all we can to ensure that a Temple education remains both accessible and affordable to all qualified students.  

One of the greatest concerns raised during my early conversations with deans and faculty relates to the Responsibility Center Management (RCM) budget model. While no financial budgeting tool is perfect, there have been enough issues raised that I will be bringing together a group to begin a full review of RCM next semester.  

As we look to build support for our institutional priorities, one of our most exciting opportunities is philanthropy. We are just a decade away from Temple’s 150th anniversary, making now the optimal time to lay the groundwork for what will be a comprehensive fundraising campaign. To ensure that we have the right resources and structure to launch a significant campaign, we will be conducting a thorough review of Institutional Advancement and Alumni Relations at Temple next semester.  

As a university, we will continue to explore innovative ways to prioritize the health and wellness of our employees, and we will share details on additional initiatives early next year. As you may have seen, Temple and Temple Health recently announced enhancements to PPO plans. It is a great step toward building synergy between the university and its health system and an indicator of future collaborations to come.  

In closing, I want to thank you all for your continued commitment, service and dedication to Temple University. People are at the heart of what makes Temple distinctive and successful, and they remain this institution’s greatest asset. As we approach the end of the calendar year, I encourage all members of this community to take time for themselves to enjoy the well-deserved upcoming break, and I wish all of you and your families a healthy and fulfilling new year.  

Warm regards, 

John Fry 
President