Dear Colleagues,

This afternoon, Temple University's Board of Trustees, acting through its executive committee, approved the proposed operating budget for the 2027 fiscal year, which began July 1. Included within the budget are the tuition rates for the 2026-27 academic year. This budget is the result of a significant and thoughtful effort by each school, college and administrative unit, as we have collectively been able to reduce the operating budget by approximately $60 million. The importance of this cannot be overstated as it is a key step toward putting Temple on firm financial footing going forward.

As I have shared, Temple has spent the past few years navigating a structural deficit in its operating budget, with recurring expenses exceeding recurring revenues. At its core, this gap reflects the reality that Temple’s domestic enrollment decreased by more than 25% between Fall 2017 and Fall 2025, substantially reducing tuition revenue. To support our students, we have also intentionally increased our investment in financial aid during this same period. Despite these shifts, the university’s recurring expenses have not been reduced in proportion to the decrease in revenue. While unbudgeted one-time events have offset the deficit in previous years, right-sizing our budget is required; continuing on our current path will further exacerbate our challenges. Implementing these targeted budget reductions and undertaking other organizational realignments is a critical first step toward returning the university to a balanced budget over the next three years.

A significant portion of the reductions has been accomplished through the elimination of 236 positions across the university, with more than 80% of these coming through voluntary retirements, resignations or elimination of vacant positions. This includes the more than 70 faculty members who opted into the voluntary retirement incentive program (VRIP).

We have worked diligently, pursuing every measure to ensure that the number of individuals affected was as minimal as possible. In particular, we have worked to limit the impact on student-facing roles in support of our first priority of student success. Unfortunately, approximately 40 employees will be affected, which represents less than 1% of the university’s total workforce. I recognize the impact that this news has on members of our community. It affects not just the individuals in the eliminated jobs but also their colleagues who remain at Temple. Please know that great care has been taken to ensure that any employee’s separation from the university is handled with respect, compassion, and gratitude for their service.

The realignment of roles and overall reduction will require a fundamental shift in how we operate as a university. We have begun structural changes that are necessary to bring our operating expenses in line with our budget. While the hard work in planning for the current fiscal year is now complete, planning for the future is ongoing. As we begin the transition to our new “One Temple” budget model, we must remain steadfast in our commitment to being responsible stewards of university resources. We will need a collective effort to manage the budget this year, and planning for next year’s budget has already begun.
While challenges do persist, progress is evident, especially as we continue to move forward with the implementation of our strategic plan, Forward with Purpose. As you may be aware, nearly 80% of our operating budget is supported by tuition and fees, and our decline in enrollment and investment in financial support for students has been the most significant factor impacting our budget.

Having said that, I am very pleased to share that as of July 1, the university has received a record number of deposits from first-year admitted undergraduate students and transfer deposits are up significantly compared to last year. This is an excellent sign that we should once again be positioned to welcome a strong class of highly-qualified, talented first-year and transfer students this fall. While this is undoubtedly a positive indicator, it will take several more years until we see a meaningful increase in our overall domestic enrollment due to the larger graduating classes in the two years prior.

We know that recruiting the incoming class is just the first step. Our commitment to student success requires us to ensure that students are positioned to thrive from the moment they choose Temple. This year, colleagues from Student Affairs, Enrollment Management, and Academic Affairs have come together to redesign the first-year experience for our new students. Guided by the National Institute for Student Success diagnostic and informed by our own data, the teams have taken a comprehensive look at how students transition to Temple and identified where we can better support their success. This work has helped us identify barriers and create a more coordinated approach to orientation, advising, communication and student support. The resulting changes to New Owl Orientation have helped students complete important milestones before they arrive on campus, positioning them for a stronger start. Importantly, as of July 5, we have 3,268 first-year students registered for fall, compared to 2,407 students on this date last year. While much work remains, this collaborative approach reflects our commitment to improving student success through intentional university-wide efforts, rather than isolated initiatives.

Even with encouraging developments in enrollment, I understand that navigating through these financial challenges is very difficult. Thank you all for your continued commitment to Temple and our mission. We are on our way to creating a more financially sustainable institution that will be well-equipped to provide students with an excellent and affordable education for years to come.

Sincerely,

John Fry
President

NOTE: The number of first-year students registered as of July 5, 2025, was initially misreported in this message. It was updated on July 10, 2026.