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

FL - Orange

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

By leveraging the remarkable power of scale, UCF is challenging long-held assumptions about the role and scope of American universities. In higher education, bigger isn't supposed to equal better. But UCF is different. As we grow past 63,000 students, the university keeps getting better. Entering freshman grades and test scores, first-year retention rates and graduation rates are all climbing in step with the size of the student body. Published rankings are following the same steady upward trend, as is UCF's reputation for research and innovation. President John C. 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. Since his arrival at UCF in 1992, research funding has escalated from $28.4 million to more than $100 million. 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. Just in the last year, we have reached several notable milestones: Launched the public phase of IGNITE: The Campaign for UCF. To date about $290 million has been raised toward the $500 million goal. Increasing the number of permanently endowed funds that will sustain the university in the future. Received a gift-in-kind from Siemens of product lifecycle management software, commercially valued at $68 million. Received a $1 million commitment to establish an endowment to support UCF Restores and the PTSD clinic. The state approved a new UCF campus in downtown Orlando. Part of more than $1 billion of recent and future investments in downtown, the campus will create better opportunities and outcomes for thousands of students and nearby businesses. Raised more than $21 million for UCF Downtown, including a $7 million gift from Dr. Phillips Charities; $1.5 gifts from Florida Hospital, the Orlando Magic, CFE Federal Credit Union; $1 million gifts from BB&T and Creative Village Orlando. UCF will receive millions of dollars in new funding after the State of Florida designated it an emerging preeminent institution based on our success with graduation rates, doctoral degrees awarded, and other academic and research milestones. Goals for 2017 and beyond include: Secure additional commitments totaling $210 million by the end of the IGNITE campaign in 2019 Increase the number of private gifts in support of students, faculty, programs and facilities. Develop a university-wide strategy to leverage the experience and resources offered by our size to ensure a high-quality, individualized student experience within a large institution. Develop a university-wide plan to provide support to professors to increase national recognition in their respective fields as defined and measured by each college.

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 thriving preeminent research university located in metropolitan Orlando. The university anchors the Central Florida region 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, interdisciplinary collaborations, and engagement. The university also aims to transform higher education. By leveraging the remarkable power of scale, UCF is challenging long-held assumptions about the role and scope of American universities. And with an infusion of support, we are poised to emerge as a new model for public higher education in the 21st century, a university uniquely suited to meet the challenges and pursue the opportunities of a rapidly changing world. But we're not simply managing to maintain a standard of excellence in spite of being big. Instead, the university is harnessing the power of scale. We're here to make a better future both for our students and for our society. The formula is: scale x excellence =impact.
  2. What are the organization's key strategies for making this happen?
    UCF's rapid growth and consistent progress toward its aspirational vision have attracted high-quality students, faculty and staff members over the past several decades. Believing that the magnitude of its future impact will derive from leveraging its scale in combination with a relentless pursuit of excellence, the university will focus on making UCF a national and global magnet for exceptional talent, attracted to an inclusive environment that celebrates its differences. We will build on the experience of those who have established UCF's reputation to date, continue to cultivate and expand their contributions and aggressively attract the next generation of exceptional and diverse students, faculty and staff members who will be critical to fulfilling our shared vision for the future. Recognizing that talent attracts talent and that reputation is important to retaining and recruiting the best students, faculty and staff members, we will continue to invest strategically to make UCF an outstanding place to learn and to work, and ensure that its reputation is more broadly known and appreciated. The prominence of our students, faculty and staff members is at the heart of our pursuit of excellence, and we will be diligent in measuring the quality of our people and developing innovative strategies to ensure that UCF becomes a leading magnet for the best and brightest talent nationally and globally. Believing that excellence and diversity go together, we will focus all our efforts on attracting and retaining exceptional people who bring a diverse range of backgrounds, perspectives, and contributions to the university community. The tenured and tenure-track composition of our faculty is a critical determinant of our excellence and impact, as is the ratio of students to faculty members. We will focus on those characteristics of the university and measure our progress against the defined metrics included in our plan. To retain and attract the best talent, we must be deliberate in making UCF an attractive and highly valued place to work, and we will pursue innovative strategies to ensure that is the case in the future.
  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, fundraising, 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 region. While sustaining bedrock capabilities in the future, the university will purposely pursue new strengths by leveraging innovative partnerships, effective interdisciplinary collaborations, and a culture of sustainability highlighted by a steadfast commitment to inclusiveness, excellence, and opportunity for all. Lessons learned over the past decade have 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 regions in which they reside.
Service Areas

Self-reported

Florida

FL - Orange

Additional Documents

Funding Needs

Students - At UCF, our first concern is with making the university accessible and affordable to as many deserving students as possible, and then ensuring their academic progress, personal development and career readiness. Through the IGNITE campaign, we seek $200 million to support scholarships, programs and initiatives that directly benefit both current and future Knights by advancing five key goals: Expand access for deserving students Fund need-based scholarships Attract the best and brightest students Enrich the university experience Prepare students for rewarding careers by bolstering experiential learning opportunities and expanding career readiness programs Faculty - Research universities like UCF pursue two closely related objectives: to educate students and prepare them for lives of engagement and success, and to advance knowledge through scholarship and research, applying our discoveries and innovations to better our world. IGNITE seeks $200 for endowed faculty positions, research funding, technology and facilities improvements that will fuel the academic enterprise at UCF in four fundamental ways: Recruit and retain top teacher-scholars Pursue breakthrough research Advance interdisciplinary solutions to pressing issues and challenges Enhance teaching and learning Growth and Opportunity - Long known as America's Partnership University, UCF has aligned itself with Central Florida from the beginning, playing an integral role in virtually every large-scale initiative to advance the region and improve the well-being of its citizens. Through the IGNITE campaign, we seek $100 million in order to help identify and maximize such opportunities to impact the larger community through partnerships and innovation. These include: Expand UCF's presence in downtown Orlando Develop innovative health care solutions Conserve and preserve ecosystems in Florida and beyond Broaden UCF's global footprint

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

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  • Address, phone, website and contact information
  • Forms 990 for 2015, 2015 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

"UCF is challenging long-held assumptions about the role and scope of American universities. In higher education, bigger isn't supposed to equal better. But UCF is different. As the university grows, it keeps getting better. Grades, test scores and retention rates climb. UCF's reputation and rankings increase steadily. UCF didn't grow to become one of the nation's largest universities by chance. Rather, UCF's size is the result of a commitment to create unprecedented access to education - not by lowering academic standards but by opening innovative new pathways to success to success for students who have the potential to excel but are unable to follow traditional pathways to and through college. That kind of access - combined with a simultaneous commitment to academic rigor - has the power to unleash massive stores of untapped human potential. UCF helps make a better future not just for students, but for the region, the nation and the world. The formula is simple: scale x excellence = impact. UCF is at a pivotal moment in its history. The university is engaged in an intense, focused and strategic effort - IGNITE: The Campaign for UCF - to channel our collective energies and resources toward a common goal: infusing the university with $500 million in mission-critical private support by the middle of 2019. "

Governance

BOARD CHAIR

Nelson Marchioli

President and CEO (retired), Denny's Corporation

Term: July 2016 - June 2018

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?