Educational Institutions

University of Central Florida Foundation Inc.

  • Orlando, FL
  • www.ucffoundation.org

Mission Statement

The UCF Foundation, Inc. encourages, stewards and celebrates charitable contributions from alumni and friends to support the University of Central Florida.

Main Programs

  1. Colleges
  2. Scholarships and Fellowships
  3. Faculty and Program Support
  4. Facilities
  5. Research
Service Areas

Self-reported

Florida

ruling year

1968

Principal Officer since 2015

Self-reported

Mr. Michael J. Morsberger

Keywords

Self-reported

UCF, UCF Foundation, education, literacy, arts, WUCFTV, college, youth opera, opera

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Also Known As

UCF Foundation, Inc.

EIN

59-6211832

Contact

Cause Area (NTEE Code)

Single Organization Support (B11)

Fund Raising and/or Fund Distribution (B12)

Scholarships, Student Financial Aid, Awards (B82)

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 Central Florida (UCF) continues to fulfill its vision of becoming a new kind of university that provides leadership and service to the Central Florida city-state. President Hitt's drive to establish UCF as America's leading partnership university has made UCF synonymous with the progress and prosperity of Central Florida and the Sunshine State. UCF's emergence as a leading major metropolitan research university has brought international distinction to the university and more high-tech jobs to the region. Since President Hitt's arrival at UCF, research funding has escalated from $28.4 million to more than $100 million annually for the last eight years. The direct, indirect and induced impact of the UCF operations, student spending and the Central Florida Research Park resulted in an economic output of more than $4.3 billion for fiscal year 2011. The same economic activity is responsible for more than 45,000 jobs. In 2013-2014, UCF celebrated several accomplishments, including: - Reached a campaign milestone of raising $175 million for strategic fundraising priorities for the university. - Increased the number of permanently endowed funds that will sustain the university in the future. - Received the largest charitable gift commitment in the history of UCF Athletics to fund Wayne Densch Center for Student-Athletic Leadership. The center will serve student-athletes' personal, professional and academic development. Goals for the 2014-2015 year to include: 1. Secure commitments totaling $225 million by June 30, 2015 2. Increase number of private gifts in support of students, faculty, programs and facilities. In a remarkably short time, UCF has become a vital force for Central Florida and a metropolitan research university of global impact. While sustaining bedrock capabilities in the future, UCF will purposely pursue new strengths by leveraging innovative partnerships, effective interdisciplinarity, and a culture of sustainability highlighted by a steadfast commitment to inclusiveness, excellence, and opportunity for all.

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

Colleges

* College of Arts and Humanities -www.cah.ucf.edu * Burnett Honors College -www.honors.ucf.edu * College of Business Administration -www.bus.ucf.edu * College of Education -www.education.ucf.edu * College of Engineering and Computer Science -www.cecs.ucf.edu * College of Graduate Studies -www.graduate.ucf.edu * College of Health and Public Affairs -www.cohpa.ucf.edu * College of Medicine -www.med.ucf.edu * College of Nursing -www.nursing.ucf.edu * College of Optics and Photonics -www.creol.ucf.edu * Rosen College of Hospitality Management -www.hospitality.ucf.edu * College of Sciences -www.cos.ucf.edu

Category

Education, General/Other

Population(s) Served

Adults

Budget

Program 2

Scholarships and Fellowships

Scholarships and fellowships reward and encourage some of UCF's most accomplished students. Need-based scholarships can help make the dream of a higher education achievable and enable students to focus on their academic success. Donors may establish an endowed scholarship with a gift of at least $25,000. Endowed gifts are invested in perpetuity, and enable a donor to leave a legacy of giving for deserving students for years to come.

Category

Education, General/Other

Population(s) Served

Adults

Budget

Program 3

Faculty and Program Support

Outstanding faculty inspire students, enhance academic programs and serve as a key element to institutional greatness. Endowed chairs, eminent scholars and distinguished visiting professors are prestigious academic positions held by our most qualified faculty. Providing private support for these positions ensures academic excellence will continue to grow. Support for research projects and innovative programs are at the heart of the UCF learning experience. Curriculum development, internships, interdisciplinary work, research opportunities and academic enrichment all require private support.

Category

Education, General/Other

Population(s) Served

Adults

Budget

Program 4

Facilities

During the last 40 years, UCF has grown to meet the needs of a growing student population. The quality of our facilities is enhanced by private contributions. From the Morgridge International Reading Center to the Performing Arts Center, each facility fulfills a unique purpose that helps to provide students the complete university experience.

Category

Education, General/Other

Population(s) Served

Adults

Budget

Program 5

Research

Research is conducted on an individual and collaborative basis by faculty who focus on particular areas of academic discipline. UCF has numerous nationally and internationally recognized research institutes devoted to innovative research and development. Contributions to research help develop strategies that have universal applications and result in outcomes that improve human life.

Category

Education, General/Other

Population(s) Served

Adults

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?
    The University of Central Florida is a public multi-campus, metropolitan research university that stands for opportunity. The university anchors the Central Florida city-state in meeting its economic, cultural, intellectual, environmental and societal needs by providing high-quality, broad-based education and experienced-based learning; pioneering scholarship and impactful research; enriched student development and leadership growth; and highly relevant continuing education and public service initiatives that address pressing local, state, national, and international issues in support of the global community. The ultimate goal of the university is to become a top-tier research institution by creating opportunity through access, partnerships, interdisciplinarity and engagement.
  2. What are the organization's key strategies for making this happen?
    In order to accomplish our goal, UCF will focus on five strategic efforts: Health Sciences and Multi-disciplinary Biosciences; STEM and Emerging Technologies, Access and Student Success, Sustainability and Innovation, Creativity and Commercialization. Throughout its history, UCF has been an institution that works with others to accomplish ambitious goals. Our highly successful and prestigious programs in optics and photonics, which grew from the Center for Research and Education in Optics and Lasers (CREOL), owe much of their initial support to local businesses whose products are based on laser technology. In the same way, UCF's Institute for Simulation and Training (IST) has achieved recognition and success through its work in collaboration with the military simulation and training commands located in the adjacent research park.In recognition of the growing need for additional physicians in Florida and the nation, and in the belief that Central Florida's economy will benefit dramatically from the development of biomedical, life sciences, and biotech businesses that grow to surround medical schools in city-states, UCF sought and obtained approval for the development of a medical school. Through the generosity of the Tavistock Group, the new medical school sits on 50 acres of prime land in Lake Nona, a 7,000-acre green-field development near the Orlando International Airport. These are just a few examples of the building blocks that will ensure the future success of UCF and the Central Florida community.
  3. What are the organization's capabilities for doing this?
    Any university's most strategic resource is its people: talented faculty and staff members and students. We must do all we can to continue to attract and retain the brightest and best to our community. To achieve this objective, especially in challenging times, we must nurture and protect efforts that enable the university to achieve its core academic mission. These include, for example, programs that provide or support admissions and marketing, student success, fund-raising, procurement of research grants and contracts, and campus safety and security. In addition, a common element in past success stories is partnership: entrepreneurial faculty members, students, and administrators teamed with leaders from Central Florida business, professional, and governmental communities to apply knowledge in ways that increased opportunity. UCF and its partners invested time, talent, and treasure in ventures that grew and diversified the regional economy and simultaneously expanded research and academic opportunities for students and faculty members. Scholarly capabilities have grown dramatically through these partnership ventures as research, both pure and applied, has been developed in fields that offer rich promise for enhancing the academic reputation of the university and the quality of life of Central Floridians.
  4. How will they know if they are making progress?
    UCF has outlined five major goals as indicators of success:Goal 1: Offer the best undergraduate education available in Florida.Goal 2: Achieve international prominence in key programs of graduate study and research.Goal 3: Provide international focus to our curricula and research programs.Goal 4: Become more inclusive and diverse.Goal 5: Be America's leading partnership university.
  5. What have and haven't they accomplished so far?
    UCF has embarked on a bold venture to become a new kind of university that provides leadership and service to the Central Florida city-state. While sustaining bedrock capabilities in the future, the university will purposely pursue new strengths by leveraging innovative partnerships, effective interdisciplinarity, and a culture of sustainability highlighted by a steadfast commitment to inclusiveness, excellence, and opportunity for all. Lessons learned over the past decade has taught us that successful approaches are interdisciplinary. Institutes and centers organized around significant issues, questions, and problems have the ability to assemble teams of scientists and engineers with the interest and ability to support the development of basic and applied knowledge of sufficient quality to confer competitive advantage to Central Florida enterprises. This focus of talent and enterprise, irrespective of academic discipline, is a compelling advantage for the institute or center as an organizational model for universities that embrace leadership in the economic and social development of the city-states in which they reside.
Service Areas

Self-reported

Florida

Funding Needs

Students - Scholarships grow UCF's academic reputation and lower student debt by attracting high-achievers with financial need. Faculty - 100 full-time faculty will soon be hired. Support for endowed chairs and professorships is critical to attract and retain the highest quality teachers and researchers. Programs - Mentoring programs to support at-risk and first-generation students, additional career services resources for all students, and the PTSD clinic for veterans suffering from post-traumatic stress disorder are among the funding priorities. Facilities - Support for new facilities benefits students and community. Capital project areas include: Performing Arts Center, USTA Tennis Center, Student-Athlete Academic Performance Center; UCF Baseball Stadium, and the UCF Libraries. Downtown Campus - A goal of $50 million in private support will help develop UCF's new downtown campus; the campus is estimated to cost about $210 million and cover about 600,000 square feet. This includes $30 million for capital (bricks and mortar), $10 million for scholarships, $10 million for professorships and programs.

Accreditations

Southern Association of Colleges and Schools

National Council for the Accreditation of Teacher Education - Accreditation

Commission on Collegiate Nursing Education - 10 Year Accreditation

Council on Social Work Education - Accreditation

National Association of Schools of Music - Accreditation

External Reviews

Source: greatnonprofits.org

The review section is powered by Great Nonprofits

Financials

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

UNIVERSITY OF CENTRAL FLORIDA FOUNDATION INC
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 Central Florida Foundation Inc.

Leadership

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2015, 2014 and 2014
  • Board Chair and Board Members
  • Access to the GuideStar Community
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Principal Officer

Mr. Michael J. Morsberger

BIO

Mike Morsberger is the Vice President for Alumni Relations and Development at the University of Central Florida. He also serves as the Chief Executive Officer of the UCF Foundation Inc., the university's fund-raising arm with assets of approximately $230 million. Mike has achieved record-breaking successes at other universities, serving as vice president and alumni affairs at Duke Medicine, associative vice president of development and alumni relations for the University of Virginia's Health System and executive director of the University of Virginia's Health Foundation. He has also served as major gifts officer and chief development officer of Johns Hopkins' renowned cancer center for nine years. He was associated with what was then the largest gift in Johns Hopkins' history: a $150 million pledge to rename the comprehensive cancer center by Sidney Kimmel. For nearly five years, Morsberger has also served as vice president for development and alumni relations at George Washington University. Under Morsberger's leadership, Washington has recently received the two largest gifts in its 190-year history: a total of $80 million to address public health changes. The university also doubled the amount it raised for financial aid to more than $35 million last year. "I am honored to accept this important role and serve the vast UCF community," Mike said in a release. "It is clear to me that the University of Central Florida at age 50 is at an inflection point in its remarkable history — and the next decade will surely prove to be very exciting."

STATEMENT FROM THE Principal Officer

" A great university is the sum of its people - those who teach, those who learn and those who make it all possible. As CEO of the UCF Foundation, I have the honor of witnessing greatness at UCF every day. * Our student researchers are partnering with award-winning faculty, working to find cures for Type 1 diabetes, polio and hemophilia. * Our engineers and future military leaders are programming Knight Rider, a self-driving robotic car that has competed in numerous military challenges. * Our teachers-in-training are transforming future classrooms by integrating cutting edge technology into the lessons they will teach to our next generation of Knights. * Our young alumni are returning to campus to volunteer on alumni boards and chapters to mentor future alumni. I also witness greatness when I watch the growth of our main campus - new buildings that have not only changed our campus landscape but will impact the lives of our students and our community in profound ways. * Our new Performing Arts Center complex will move the arts into a starring role in Central Florida and bookmark Orlando as a creative hub alongside New York and Los Angeles. * Our growing Medical City at Lake Nona will rewrite the definition of healthcare in the nation and create thousands of jobs and billions in economic development for our state. UCF has come so far in such a short time. The university has emerged as one of America's great success stories in higher education - in less than 50 years, the university has grown to be the nation's second largest, known nationally and internationally for its quality and stature. Our students, faculty, alumni, friends, donors, corporate partners and benefactors make UCF what it is. Every person, every partnership, every gift has contributed to UCF's great success and I'm proud to say we're just getting started -- the best is yet to come."

Governance

BOARD CHAIR

Phyllis Klock

Community Volunteer

Term: July 2014 - June 2016

BOARD LEADERSHIP PRACTICES

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RESPONSE NOT PROVIDED

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?


RESPONSE NOT PROVIDED

CEO OVERSIGHT

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


RESPONSE NOT PROVIDED

ETHICS & TRANSPARENCY

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


RESPONSE NOT PROVIDED

BOARD COMPOSITION

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


RESPONSE NOT PROVIDED

BOARD PERFORMANCE

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