and Anticipated Resource Base
For fiscal year 1999, the University had total revenues of approximately
$182 million. The primary sources of funds were tuition and fees of $37.4
million, State of Iowa appropriations of $89 million, and a total of $55.7
million from other sources, including transfers from the UNI Foundation.
Total expenditures and transfers were $184.5 million. The difference between
total revenue and expenditures was funded from prior year fund balances.
For a detailed profile of UNI's current financial position, please refer
to University of Northern Iowaä1998-1999 Annual Financial Report, for
the year ending June 30, 1999, and, University of Northern Iowaä1998-1999
Supplement to Annual Financial Report, for the year ending June 30,
1999, at http://access.uni.edu/comm/cafr/1999/intro.pdf.
The UNI Foundation ▄ Building Success With
Alumni and Friends
The mission of the UNI Foundation is to sustain and promote the University
of Northern Iowa to be the nation's finest comprehensive university, known
for high quality learning environments and a genuine sense of community.
The UNI Foundation accomplishes its mission by building strong, meaningful
relationships ▄ partnerships ▄ with alumni and friends who are an ever-growing
source of support to the University through the Foundation.
The Foundation is governed by a Board of Trustees composed of 30 members,
including notable UNI graduates and friends throughout the country.
Although the UNI Foundation has been in operation since 1959, until the
late 1980s the primary focus of its activity was in the Cedar Valley area,
a radius of approximately 75 miles from Cedar Falls. At that time, the
Foundation decided to extend its reach. Since the last NCA Self-Study,
the UNI Foundation has completed two successful capital campaigns, and
a third campaign is now in the early implementation stages. Each of these
campaigns substantially "raised the bar" of expectations and successes
in reaching alumni and friends, sharing with them the value UNI provides,
and enlisting their support in helping the University achieve its goals.
The "Leading, Building, Sharing" campaign, conducted from 1990 through
1995, was the first major campaign to reach outside the Cedar Valley.
The campaign target was $25 million. At the conclusion of the campaign,
alumni and friends had responded with total campaign gifts of more than
$33 million. In addition to significantly increasing the endowment of
the Foundation, the "Leading, Building, Sharing" campaign generated support
for major campus facilities, including the Gallagher-Bluedorn Performing
Arts Center and the outdoor intercollegiate track.
Recognizing the critical need for scholarships to attract and retain students,
the second campaign, a two-year effort to raise $10 million focused on
student scholarships, was launched in 1997. This campaign, which raised
nearly $15 million, was the introductory phase of the current capital
campaign, "Students First." Putting "Students First" at UNI means addressing
the challenges that students face in gaining access to and completing
an outstanding education. The largest capital campaign in the University's
history, "Students First" aims to raise $75 million to meet student needs
with scholarships, program support, and facilities.
The priorities for this campaign were developed with the advice of academic
and non-academic department heads, deans and the President's Cabinet.
Trustees of the UNI Foundation advised the University on the feasibility
of raising funds for these priorities and on the campaign's overall dollar
$36 million ($14 million raised in first phase)
$16 million (professorships, visiting artists, chairs, academic program
Hall (music) renovation
Science Hall enhancement
Hall (classrooms) equipment
The campaign priorities reflect the University's strategic plan, which
sets goals for increased student financial assistance, enhanced faculty
scholarship, and improved facilities. The campaign's facilities projects
will contribute to academic programs that the University has identified
as outstanding targets for growth, including teacher education, biology
and music. The sports arena, which will accommodate men's and women's
basketball, volleyball and wrestling, will help the University foster
a broader sense of community among students, faculty, and staff and better
serve its home community, region and state.
Following are a few examples of partnerships with alumni and friends that
illustrate how the UNI Foundation is helping UNI reach its goals of providing
high-quality learning environments and a genuine sense of community:
1. A recent gift of $1 million from the R. J. McElroy
Trust, along with a $1-million commitment from a UNI alumna, makes possible
an early childhood education center at the Regents Center for Early Developmental
Education in Waterloo.
2. A gift from the estate of Everett Alderman in
the amount of $3.5 million has significantly increased scholarships in
the College of Social and Behavioral Sciences.
3. Gifts from Allen Memorial Hospital and Cedar
Valley Medical Specialists were designated for a graduate assistantship
in the UNI athletic training program. This position helps the UNI athletics
program by providing a much-needed additional certified trainer to work
with the Panthers' 450 student-athletes. It also gives outstanding real-life
experience to a graduate student interested in pursuing a career in sports
4. A public/private partnership involving funds
from the State of Iowa and hundreds of private donors allowed for the
April 2000 opening of the Gallagher-Bluedorn Performing Arts Center. A
$23-million, three-hall complex, this state-of-the-art facility is the
first major performing arts center to open in Iowa in more than 20 years.
Equipped for the teaching and performance of theater, dance, jazz, and
classical music, the 1,620-seat main hall will host more than 100 performances
annually, including UNI ensembles, the Waterloo-Cedar Falls Symphony Orchestra,
and international performers.
5. A gift of $1 million from the Roy J. Carver Trust
will fund biology and chemistry equipment for the upcoming expansion and
improvement of McCollum Science Hall.
6. The University recently received the largest
gift in its history▄$4 million▄from Clark and Mary McLeod to support scholarships
and construction of a new sports arena.
The UNI Foundation has taken innovative steps in both staffing and the
use of technology to facilitate its efforts. In the past two years, the
Foundation has built a staff designed to maximize the effectiveness of
fund raising for the colleges in the context of overall fund raising for
UNI. A director of major gifts is assigned to each college and works exclusively
with the college to make contacts, nurture relationships, and involve
college faculty and staff when appropriate. The Foundation also established
a web site in cooperation with Firstar Bank to provide lawyers, accountants,
and financial advisors with a free, comprehensive resource center they
can use to assist their clients with planning needs. The site address
As the University moves toward its strategic goals, the UNI Foundation
will continue to play a vital role in creating relationships with alumni
and friends that meet the needs of our students for enriched educational
experiences, scholarships, and facilities.
The University of Northern Iowa embodies the commitment of the people
of Iowa to education. The University has grown from its original campus
site of 40 acres and one building to more than 40 principal buildings
on a campus of 915 acres. As of June 30, 1999, the book value of the University's
fixed assets was approximately $303 million. In addition to classroom
and research buildings, several of the relatively long-standing major
buildings on campus include Rod Library, with shelving capacity of more
than one million volumes; Maucker Union, which serves as the informal
center of campus life; the Commons, which houses the University's development
division; and the UNI-Dome, the University's sports and general-purpose
A number of buildings on the University's campus have been recently completed
or are currently under construction:
1. A Wellness/Recreation Center opened in 1998 at
a cost of $18.6 million, financed by Academic Building Revenue Bonds and
2. The Gallagher-Bluedorn Performing Arts Center
was dedicated April 7, 2000. The total cost of the facility was approximately
$23 million, financed from State appropriations and the UNI Foundation;
3. Lang Hall is currently being renovated at a cost
of $13.5 million. This project is scheduled for completion in 2001 and
financed by State appropriations;
4. Seerley Hall was renovated and its murals restored in 1993 at
a cost of $4.7 million;
5. The energy-efficient Center for Energy and Environmental Education,
completed in 1994, was funded through a $4-million grant from the United
States Department of Energy; and
6. A 63,000-square-foot fourth floor was constructed atop Rod Library
in 1993-1995 at a cost of $7 million.
The University currently has ten residence halls, which have a design
capacity of 4,925 students. The newest residence hall, housing 382 students
in apartment- and suite-style accommodations, was completed in 1994. One
dining center closed in Spring 2000, and another is undergoing major remodeling;
when it is completed, there will be three dining centers on campus. A
total of 365 one- and two-bedroom apartments are available for married
students, families, and graduate students.
A $5.2-million telecommunications project in progress includes a telephone
switch system and a video system in all classrooms, financed with cash
and through the Board of Regents' Master Lease Agreement.
For a complete listing of building construction and renovation from 1990
through 2001, (Additional information is avavilable in the NCA Report
Appendix. Print copies are available for review at UNI's Rod Library)
The University of Northern Iowa recognizes that its primary strength is
in its human resources ▄ its students, faculty, staff, and administrators.
We are a dynamic community of approximately 15,000 persons. The University
therefore monitors carefully these resources.
Enrollment predictions suggest that student enrollment will rise slightly
toward a student population of about 14,000. See Criterion II, page 50,
for enrollment projections to year 2010.
The University in the past has been able to replace retiring faculty.
UNI's enrollment has grown nearly eight percent in the last five years,
however, and the most recent salary bill allocation was inadequate to
fund fully the institution's salary policy and increased benefits costs.
Moreover, UNI's 2001-2006 Strategic Plan calls for 75 percent of all classes
to be taught by tenured and tenure-track faculty. In order to maintain
a faculty appropriate for its academic programs without increasing class
size, the University has undertaken a major initiative to seek from Iowa's
2001 legislature the faculty resources it needs: full funding of salary
and benefits costs and the addition of 65 critical tenure-track faculty
The institution is reasonably well positioned to maintain a staff (Merit
staff, Confidential and Supervisory Merit staff, and Professional and
Scientific personnel) with excellent credentials and accomplishments.
As with faculty resources, the University's strategic initiatives will
determine to what extent new staff resources will be needed. For instance,
there is currently a desire to improve the first-year experience of our
students. Some of the programs under consideration to accomplish this
goal ▄ first-year seminars, learning communities, an expanded learning
assistance center, supplemental instruction ▄ would require a large investment
of staff resources. We know from UNI's experience with implementing the
Presidential Scholars program that some programs, such as cluster courses
and a University-wide honors program, would require more faculty resources,
In summary, then, the University can anticipate a robust student enrollment
but will need to enlarge its faculty and staff to keep pace. Recent increases
in enrollments, as well as anticipated strategic initiatives, will require
growth in human resources to meet future needs.