CRITERION IV: Planning


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Current and Anticipated Resource Base

Financial Resources
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 goal:

Scholarship Endowments $36 million ($14 million raised in first phase)
Program Support Endowments $16 million (professorships, visiting artists, chairs, academic program support)
Facilities $23 million
Sports arena $15 million
Early childhood center $2 million
Russell Hall (music) renovation $1.5 million
McCollum Science Hall enhancement $1.5 million
Human Performance Center $1.5 million
Lang Hall (classrooms) equipment $1 million


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 medicine.

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 is www.pgdc.net/UNIF.

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.

Physical Resources
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 stadium.

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 student fees;

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)

Human Resources
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 positions.

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, as well.

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.

Introduction

Criteria I
Criteria II
Criteria III
Criteria IV
Criteria V
Summary &
Recommendations
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