Educational Institutions

University of Central Missouri Foundation

  • Warrensburg, MO
  • www.ucmo.edu/foundation

Mission Statement

To cultivate, manage and distribute resources in support of the University of Central Missouri.

Main Programs

  1. Opportunity Grant Program
  2. Red Lead
  3. Red Marketing
  4. Red Investment Management
  5. MoCents
Service Areas

Self-reported

Missouri

MO

ruling year

1980

Principal Officer since 2011

Self-reported

Dr. Jason S. Drummond

Keywords

Self-reported

UCM, Central Missouri, UCM Foundation, Central Missouri State University, UCM Mules

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Also Known As

University of Central Missouri Alumni Foundation

EIN

43-1181566

 Number

7620459568

Contact

Cause Area (NTEE Code)

Fund Raising and/or Fund Distribution (B12)

Raising & Fund Distribution (Pun)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Programs + Results

How does this organization make a difference?

Overview

Self-reported by organization

Accomplishments: For the fifth consecutive year, the UCM Foundation increased the payout from endowments in support of students and academic programs.The Foundation Board authorized a payout of $1.3-million for fiscal year 2017, which is a 9.72-percent increase from FY16 and nearly triple the payout since FY12.Fourteen projects received funding in FY16 through the UCM Foundation's Opportunity Grants Program, totaling $37,000. Grants start at $100 to an individual maximum of $5,000. Projects range from aerial drone with equipped video camera and a set of West African drums to the creation of a transmedia storytelling lab and an eight-week structured exploration in understanding masculinityExceeded FY16 fundraising goal prior to the fiscal year close.Received 30,960 student applications for our scholarship program, MoCents, an online application system. Goals: Invigorate EngagementInspire ServiceElevate Performance

Programs

Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Program 1

Opportunity Grant Program

The Foundation's Opportunity Grant Program supports faculty and staff who have ideas but insufficient resources for entrepreneurial projects that strengthen the university's learning environment and students' academic experience. The program provides one-time seed money for projects that result in significant outcomes and that advance the university's strategic positioning platform of engaged learning, worldly perspective, culture of service and future-focused academics. Forty-three projects have been funded to date, including the start of a campus food pantry, international service learning experiences, a new honor for veteran nursing graduates, new technology for several academic programs, faculty research, and more. Year three funding was increased to $37,000 in support of 14 projects, a 48 percent increase in funding since year one.

Category

Education, General/Other

Population(s) Served

Adults

Budget

Program 2

Red Lead

This student leadership team educates current students and the university's alumni about the value of engagement and philanthropy. Students come from all backgrounds: advertising, publicity, recruitment, professional development, future planning, student engagement, philanthropy, social media, events and programs.

Category

Education, General/Other

Population(s) Served

Adults

Budget

Program 3

Red Marketing

As part of their academic program, these hand-selected marketing students develop and implement innovative strategies to raise awareness and philanthropic engagement among current students and young alumni through such actions as analysis of eCommunications, launch of Twitter and Instagram sites, and research into crowdfunding.

Category

Philanthropy, Voluntarism & Grantmaking, General/Other

Population(s) Served

Adults

Budget

Program 4

Red Investment Management

With a $500,000 portfolio allocated by the Foundation Board, these undergraduate and graduate finance students perform detailed analysis of potential investments, security selection and performance. They conduct monthly research to review every asset in the portfolio, analyzing performance and comparing overall portfolio performance to benchmarks. Next, students make recommendations to buy or sell assets or rebalance asset allocation. They are required to make presentations to an advisory board and the Foundation executive director who decides whether to act on their recommendations.

Category

Education, General/Other

Population(s) Served

Adults

Budget

Program 5

MoCents

This online application system makes it easy and convenient for students to apply for Foundation scholarships and generates a spreadsheet of all qualifying applicants to the academic areas administering recipient selection, providing an efficient, effective method to make sure donor-funded scholarships help the most students.

Category

Education, General/Other

Population(s) Served

General Public/Unspecified

Budget

Charting Impact

Self-reported by organization

Five powerful questions that require reflection about what really matters - results.

  1. What is the organization aiming to accomplish?
    Within its 145-year history, the University of Central Missouri is experiencing all-time high enrollment growth, exceeding 14,500 domestic and international students in spring 2016. Students are attracted by the university's commitment to hold tuition below the consumer price index; produce curriculum needed for today's global workforce; and provide a welcoming campus experience that transforms them into lifelong learners, dedicated to service, with the knowledge, skills and confidence to succeed. In keeping with these goals, the UCM Foundation seeks to empower students' dreams by making college more accessible, more affordable and focused on degree completion. A new strategic plan, entitled Transformation: 2025, aims to increase alumni and donor engagement by raising, managing and distributing resources in support of the university's commitment toward student success.
  2. What are the organization's key strategies for making this happen?
    Three goals with 10 strategies have been outlined as part of Transformation: 2025, the UCM Alumni Foundation's strategic plan. Transformation: 2025 re-imagines our traditional engagement approach, changing our emphasis from serving alumni to engaging alumni in the journey toward student success. By implementing alternatives to programs and services that keep alumni connected, we are sharpening our focus on helping students succeed through donor and alumni engagement – more mission-driven work. The first goal, to invigorate engagement, would enhance awareness of student needs, align interest and resources to increase student success, build a stronger alumni infrastructure, and drive participation in five identified engagement channels. The second goal, to inspire service, would implement academic-specific volunteer systems, expand leadership opportunities, and build a volunteer leadership program. The third goal, to elevate performance, would maximize fundraising performance, strengthen investment management practices, and create sustainability. Once implemented, this plan would significantly increase dollars for scholarships, implement an alumni mentoring program, fund more academic initiatives, and expand a volunteer leadership structure, all of which would serve to boost student success.
  3. What are the organization's capabilities for doing this?
    The UCM Alumni Foundation is a merger of two of the oldest and strongest organizations on campus – the Alumni Association with roots back to the university's founding and the UCM Foundation, which has raised nearly $110 million for student success since it was started as a nonprofit in 1979. Since the official merger of these two groups on July 1, 2015, the UCM Alumni Foundation has focused on strengthening internal organizational needs, such as a stronger, more engaged volunteer board with applied industry expertise whose members are actively and enthusiastically determined to increase external support for the university; staff members with the drive and skills to embrace big goals; a new and more flexible data base management system improving accuracy and constituency capabilities; a revised annual giving program with crowd funding capabilities; a new responsive web site with greater user functionality; and a targeted marketing and communication plan embracing a centralized campus-wide alumni brand messaging platform. The Alumni Foundation also is an active partner in the university's Strategic Resource Allocation model by aligning its goals for efficiency and effectiveness with established performance metrics, productivity, revenue growth, budget centralization and alignment, and administration organizational alignment.
  4. How will they know if they are making progress?
    The Alumni Foundation has identified scholarships, internships and mentorships as three broad areas where increased external resources will make a significant impact on graduation rates, student debt load and in-demand graduates. Measurement goals are set for each of the 10 strategies in Transformation: 2025.
  5. What have and haven't they accomplished so far?
    With “Transformation: 2025" set to begin July 1, the single largest area impacted by the Foundation to date has been scholarships, helping more students to attend UCM and graduate with a college degree with less debt. Thanks to smart investment management, our endowment payout rate has increased for five consecutive years, reaching $1.3 million in FY2017. Applications neared 43,000 in spring 2016 thanks to an online system implemented two years ago. The number of students receiving scholarships also has increased, reaching more than 1,200 students this spring. The impact of Foundation scholarships shows in both retention and four-year and six-year graduation rates, which often are double or triple in a comparison of recipients to non-recipients. Foundation Opportunity Grants are another significant area of achievement. Since the program began three years ago, nearly $100,000 in unrestricted gifts have been invested into innovative faculty ideas that improve students' learning experiences. However, the needs in both areas continue to grow. Students' financial needs far exceed our current scholarship capacity. A new retention scholarship is making a small difference, yet students still leave UCM mostly for financial reasons. Our goal is to improve the graduation rate for students who are non-scholarship recipients, currently at 16 percent for four years and at 38 percent for six years. Our development goals, in terms of major, planned and annual gifts, are ambitious, and while we are making progress, we have not always met goals. Many of our goals also have been established to turn around a decreasing alumni participation rate and engage them with today's students and their success.
Service Areas

Self-reported

Missouri

MO

Additional Documents

Funding Needs

Need-based scholarshipsRetention-incentive scholarships Missouri Innovation Center Performing Arts facilities (Campus Arts Gateway)

photos


External Reviews

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Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

UNIVERSITY OF CENTRAL MISSOURI FOUNDATION
Fiscal year: Jul 01-Jun 30
Yes, financials were audited by an independent accountant.

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  • Address, phone, website and contact information
  • Forms 990 for 2015, 2015 and 2015
  • Board Chair and Board Members
  • Access to the GuideStar Community
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Operations

The people, governance practices, and partners that make the organization tick.

University of Central Missouri Foundation

Leadership

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2015, 2015 and 2015
  • Board Chair and Board Members
  • Access to the GuideStar Community
Need the ability to download nonprofit data and more advanced search options? Consider a Premium or Pro Search subscription.

Principal Officer

Dr. Jason S. Drummond

BIO

Since joining UCM as vice president for Advancement and executive director of the Foundation in August 2011, Drummond has implemented a six-year strategic plan with specific goals for engagement and fundraising and expanded the board to include more industry experts. He is a graduate of MidAmerica Nazarene University, having earned Bachelor of Arts in Business Administration and Bachelor of Arts in Public Relations degrees. He also studied at the University of Kansas, Lawrence, where he completed his Master of Science in Education and Doctor of Education in Higher Education Administration degrees.

Governance

BOARD CHAIR

Richard Phillips

Retired, Educator

Term: July 2016 - June 2017

BOARD LEADERSHIP PRACTICES

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices. Self-reported by organization

Yes

BOARD ORIENTATION & EDUCATION

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?

Yes

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?

Yes

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Yes

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Yes

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?