Educational Institutions

University of Nebraska Foundation

  • Lincoln, NE
  • nufoundation.org

Mission Statement

MISSION:
We advance the University of Nebraska by building relationships, connecting the philanthropic visions of donors with the goals of the university, and providing responsible stewardship of gifts from those passionate about the university and its mission.
VISION:
To be recognized as the trusted partner of those wishing to support the University of Nebraska.

Main Programs

  1. Core programs
Service Areas

Self-reported

Nebraska

Nebraska

ruling year

1963

President

Self-reported

Brian F. Hastings

Keywords

Self-reported

Nebraska Education Students Scholarships Professorships Academic

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EIN

47-0379839

 Number

6232948912

Physical Address

1010 Lincoln Mall Suite 300

Lincoln, 68508 2886

Also Known As

NU Foundation

Contact

Cause Area (NTEE Code)

Single Organization Support (B11)

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

The University of Nebraska Foundation connects the dreams and passions of donors to the mission of the University of Nebraska, the state's only public university and home to a diverse student body of 52,000 students. It's a four-campus, public university founded in 1869, which strives to serve Nebraskans through quality teaching, research, outreach and engagement.
 
A tremendous asset to Nebraska and its citizens—academically, culturally and economically—the university helps build and sustain a state that offers educational and economic opportunities and an excellent quality of life. 

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

Core programs

The University of Nebraska Foundation was founded in 1936 for one purpose and that is to advance the University of Nebraska. The foundation helps advance the university by raising private funds to support the mission of the university.

Category

Education

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?
    Short-term goals
    The foundation's vision is to be recognized as the trusted partner of those wishing to support the University of Nebraska, and the mission is to advance the University of Nebraska by building relationships, connecting the philanthropic visions of donors with the goals of the university, and providing responsible stewardship of gifts from those passionate about the university and its mission. The foundation's 2015-2016 fiscal year goals include: 1. Fundraising -- $247 million in new fundraising activity; 2. Stewardship -- enhance fund stewardship and fund reporting; 3. Donors - achieve 41,328 donors; 4. Strategic Plan -- implement and complete six strategic plan priorities.

    One of the foundation's current fundraising priorities is the Our Students, Our Future initiative, intended to raise $200 million in direct student support by the end of 2017. This initiative will provide direct support for university students through need- and merit-based scholarships that will make their college education more affordable; support for programs that improve student outcomes, particularly among traditionally underrepresented students; improvements to facilities that will enhance the learning experience; and other student-focused priorities.

    Long-term goals
    Our long-term goals are guided by the University of Nebraska Advancement Agenda, a shared set of objectives to guide future efforts in university advancement. The agenda is comprised of a core set of awareness, engagement and financial goals that will drive how we work together and measure our effectiveness in creating more awareness among our constituents, increasing the level of engagement and ultimately growing the financial resources available to support university priorities.
  2. What are the organization's key strategies for making this happen?
    Through long-term, meaningful and sustainable engagement, the University of Nebraska Foundation works with alumni, donors corporations and other foundations to support the mission of the University of Nebraska. In addition, numerous area organizations and agencies collaborate with the University of Nebraska every day to deliver services throughout the state. In Lincoln, the foundation is a key partner in Lincoln Vital Signs, with representatives on both the Prosper Lincoln Steering Committee and Prosper Lincoln Engagement team. In Omaha, the foundation has partnered with Heritage Services to make possible UNO/Omaha Community Arena, now known as Baxter Arena. The University of Nebraska Medical Center has strong partnerships with Bright Futures, Girls Inc., area school districts (through High School Alliance), OneWorld Community Health Center, the Charles Drew Health Center and others. The University of Nebraska Foundation is proud to be a prominent member of Nebraska's philanthropic community.
  3. What are the organization's capabilities for doing this?
    The foundation is building on our strengths by focusing strategically on operational excellence in four key areas: 1) talent development, 2) culture and employee engagement, 3) technology and data integrity, and 4) continuous improvement/efficiency. The foundation is also focused on enhancing and augmenting stewardship and donor relations efforts through a multi-year focus on the Donor Experience.

    Two of the foundation's key strengths have been the supportive culture internally and the donor-centric approach to fundraising. The University of Nebraska Foundation team is mission-focused and passionate about both the university they support and the donors who provide that support. These are probably best evidenced by two of our core beliefs: 1) the university determines priorities, and 2) donors determine where to direct their gifts.
  4. How will they know if they are making progress?
    Organizationally, the foundation compares its performance with other top public university advancement programs. This is done primarily through the Voluntary Support of Education (VSE) Survey conducted annually by the Council for Aid to Education (CAE). The foundation also participates with other large public universities in benchmarking normalized alumni annual giving results through Target Analytics and is one of five members of a benchmarking cohort organized by Grenzebach Glier + Associates. The foundation also measures the impact and effectiveness in terms of the results on the university (successful completion of campaigns, fundraising projects and initiatives, etc.), progress toward overarching objectives for university advancement NU system-wide, fundraising efficiency measures, and through periodic assessment of the satisfaction level among our donors and the level of connectivity alumni and non-alumni donors feel to the university.

    Generally, the University of Nebraska ranks among the top 20 public universities in its results, both in terms of annual total private support and endowment market value. The University of Nebraska Foundation last comprehensive campaign, Campaign for Nebraska: Unlimited Possibilities, ended December 31, 2014, with $1.892 billion raised against a $1.2 billion goal.
  5. What have and haven't they accomplished so far?
    The foundation is building on our strengths by focusing strategically on operational excellence in four key areas: 1) talent development, 2) culture and employee engagement, 3) technology and data integrity, and 4) continuous improvement/efficiency. The foundation is also focused on enhancing and augmenting stewardship and donor relations efforts through a multi-year focus on the Donor Experience.

    The foundation is addressing the lack of shared goals with our advancement partners by working with the president and chancellors to create a common framework of financial, engagement and awareness objectives for the University of Nebraska. This "NU Advancement Agenda" provides a core set of shared goals that the university and all of its affiliated partners (foundation, alumni associations, etc.) are asked to align to and help support. On the technology side, the primary system is Blackbaud Raiser's Edge, which is not sufficient in supporting the business needs of the foundation or the alumni associations that also utilize the primary system. The foundation is now in the process of embarking on a conversion to a Constituent Relationship Management (CRM) system. That project is expected to start in January 2016 and conclude in Summer 2017.
Service Areas

Self-reported

Nebraska

Nebraska

Additional Documents

Social Media

Blog

Funding Needs

Our Students, Our Future is a fundraising initiative to support the University of Nebraska's most important resource: its students. And through these students the university is helping Nebraska and the nation by creating a smart, educated workforce of the future. That starts with access to higher education and providing direct scholarship aid to Nebraskans who want to attend the University of Nebraska. And it means attracting more students from outside the state to the university, to meet the workforce needs. That's why, even though enrollment is currently at a 22-year high, the university has an ambitious goal to grow even further. Each of the four university campuses, as well as the institutes such as the Buffett Early Childhood Institute, Rural Futures Institute and Robert B. Daugherty Water for Food Institute, have a role to play in Our Students, Our Future. The priorities and programs of each may look a little different, but the goal is the same: to provide direct support to a student at the University of Nebraska. Our futures depend on it.

Affiliations + Memberships

Council for Advancement and Support of Education (CASE)

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 Nebraska Foundation
Fiscal year: Jul 01-Jun 30
Yes, financials were audited by an independent accountant.

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Operations

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

University of Nebraska Foundation

Leadership

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2014, 2014 and 2013
  • Board Chair and Board Members
  • Access to the GuideStar Community
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President

Brian F. Hastings

BIO

Brian Hastings joined the University of Nebraska Foundation as president and CEO in September 2012, becoming the organization's ninth leader.
Hastings most recently served as senior associate vice president and campaign executive director at The Ohio State University, overseeing the central fundraising programs, co-leading integration of advancement functions (alumni relations, communications, and development) universitywide, and working with university and volunteer leadership in planning and executing Ohio State's $2.5 billion comprehensive fundraising campaign.
With more than 20 years of experience in higher education fundraising, Hastings has broad experience and success ranging from annual giving to principal gifts, including many senior leadership roles. In addition to his time with the University of Nebraska Foundation and Ohio State, he also was on staff at the University of Dayton. Hastings has served as a faculty member for many national fundraising conferences, including the Summer Institute in Educational Fundraising hosted each summer by the Council for Advancement and Support of Education.
Hastings is a first-generation college graduate and lifelong Midwesterner.

Governance

BOARD CHAIR

Mr. Mark Chronister

UNIVERSITY OF NEBRASKA FOUNDATION

Term: Oct 2015 - Oct 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?

No

BOARD PERFORMANCE

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


ORGANIZATIONAL DEMOGRAPHICS

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

Gender
Sexual Orientation

We do not display sexual orientation information for organizations with fewer than 15 staff.

Disability

We do not display disability information for organizations with fewer than 15 staff.

Diversity Strategies
No
We track retention of staff, board, and volunteers across demographic categories
No
We track income levels of staff, senior staff, and board across demographic categories
No
We track the age of staff, senior staff, and board
No
We track the diversity of vendors (e.g., consultants, professional service firms)
No
We have a diversity committee in place
No
We have a diversity manager in place
No
We have a diversity plan
No
We use other methods to support diversity