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BUILDING ON EXCELLENCE
2000 NCA Self-Study Report
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CRITERION II:
The institution has effectively organized the human, financial and physical
resources necessary to accomplish its purposes
The University of Northern Iowa has a proven track record of effectively managing its
human, financial, and physical resources. Our organizational structure is designed to manage
these valued resources in a manner that most effectively advances our mission. It begins with
the essential oversight function of the Iowa Board of Regents and extends through our
divisions of Academic Affairs, Educational and Student Services, and Administration and
Finance.
Effective Governance by the State Board of Regents
The State Board of Education (now called Board of Regents, State of Iowa) was created
in 1909 to govern and coordinate the state institutions under its jurisdiction. As specified in
Chapter 262 of the Code of Iowa, the Board of Regents is the governing body for the
University of Northern Iowa, Iowa State University, University of Iowa, The Iowa Braille and
“Effective management
practices marked by
continuous selfexamination and
improvement are
intrinsic to the Board’s
operational culture.”
Sight-Saving School, and The State School for the Deaf.
The Governor appoints the nine members of the board for six-year terms, with
confirmation by the Senate. There must be gender balance on the Board and no more than
five members of the same political party. One member must be a full-time student enrolled
at either the graduate or undergraduate level at one of the state universities. The Board
convenes the representatives of the Central Administrative units of the Regent institutions
monthly (though not always in January and August) at one of the Regent institutions. The
proceedings of the Board’s monthly meetings are formalized in the General Docket (a public
document), which serves as the Board’s agenda and chronicles the major issues. Meeting
minutes serve as the official record of the actions of the Board.
The Board both governs and coordinates functions of the state institutions under its
jurisdiction. Pursuant to this authority, it establishes the institution’s mission, adopts longrange plans, makes educational policy, appoints presidents and other institutional officials,
reviews and approves budgets for submission to the Governor and State General Assembly,
establishes the annual operating budget and personnel policies, oversees the business
operations of the University, reviews and approves academic programs, adjudicates disputes,
and advocates for the Regent institutions with other State educational agencies and with the
public.
As explained in the Board’s culture statement (http://www.state.ia.us/regents/stratplan),
the Board governs by delegating appropriate authority to the university presidents. Each
institution develops its own governance structure, and the Regents have oversight of
operations and management. As evidence of the Board’s commitment and resolve, we quote
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from the Regents’ culture statement: “Effective management practices marked by continuous
self-examination and improvement are intrinsic to the Board’s operational culture.”
The Board Office is responsible for preparing the docket and records of Board actions,
commissioning reports, charging committees to study issues, providing staff assistance to the
Board, reviewing and analyzing institutional proposals, and preparing recommendations to
the Board. The Board Office, which keeps the Regent institutions apprised of national trends
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and issues, is located in Des Moines and headed by an Executive Director. At the University
of Northern Iowa, the Executive Assistant to the President submits institutional requests and
materials to the Board Office for the monthly Regent meetings and responds to inquiries from
the Board Office.
Board members are accessible to all constituencies on and off campus. Moreover, the
university presidents are authorized and encouraged to utilize appropriate faculty, students,
and staff representatives as institutional resource persons at each Board meeting when, in
their judgment, it is desirable. Students, faculty, and staff may request an opportunity to
appear before the Board to discuss matters of interest and may request that an item be
included on the docket. The Board is also accessible through UNI’s website at
www.uni.edu/pres/policies/bor.
Organizational Structures at the University of Northern
Iowa
Various documents relating to the University’s organizational structure are available at
The University of
Northern Iowa’s policies
and procedures are
clearly defined and
accessible.
http://www.uni.edu/infosys/administration.html.
Policies and Procedures
The University of Northern Iowa’s policies and procedures are clearly defined and
accessible. During the past year, the University’s Policy Review Committee has been reviewing
and modifying, as appropriate, all University-wide policies, which are now available via the
Web (http://www.uni.edu/pres/policies/). The policies and procedures of the Board of
Regents, applicable at all three Iowa Regent universities, are also available electronically
(http://www2.state.ia.us/regents/). These policies and the processes by which they are
amended contribute to the stability and collegiality of the University.
Stability in Change
The following changes have occurred in the last ten years at the senior administrative
level:
1.
President Robert D. Koob became the eighth President of UNI in 1995, replacing
Constantine Curris, who assumed the presidency at Clemson University, South Carolina.
2.
Provost Aaron Podolefsky, former Dean of the College of Social and Behavioral Sciences,
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was named interim Provost and Vice President for Academic Affairs (1998-1999), and
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assumed the permanent position in 1999 following a national search. He replaced former
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VP for Academic Affairs and Provost, Nancy Marlin, who left UNI to become Provost and
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VP for Academic Affairs at San Diego State University.
3.
The VP for Educational and Student Services, Renee Romano, assumed her present
position in 1999 after a national search, to replace Sue Follon, who passed away.
4.
The Associate VP for University Advancement, William Calhoun, replaced Joe Mitchell,
who became Senior VP for Development & Planning at Marshall University, West Virginia.
5.
Since November 1, 2000, Eunice Dell has served as interim VP for Administration and
Finance, replacing John Conner who left UNI to take an equivalent position at the
University of Illinois in Springfield.
Except for the President, himself an alumnus, the current senior administrators come to
their positions with previous career experience at this institution. Therefore, despite a
number of changes at the top level of administration, there is considerable stability and
continuity in the senior administrative positions.
Except for the
President, himself an
alumnus, the current
senior administrators
come to their positions
with previous career
experience at this
institution.
Administrative Organization
Organizational charts for various administrative and academic divisions of UNI are
provided in Appendix B.
Cabinet
Dr. Aaron Podolefsky, Provost and Vice President for Academic Affairs
Dr. Renee Romano, Vice President for Educational and Student Services
Ms. Eunice Dell, Interim Vice President for Administration and Finance
Mr. William Calhoun, Vice President for University Advancement
Dr. Patricia Geadelmann, Executive Assistant to the President/Director of External Relations
Ms. Carol Bodensteiner, Special Assistant to the President/Marketing
Qualified and Experienced Administrative Personnel
The University of Northern Iowa considers good administration by skilled leaders to be
one of its strongest assets. The current holders of higher offices and the process for bringing
skilled administrators to the University are both exemplary.
University policies and procedures (see at http://www.uni.edu/pres/policies/) define the
process for recruiting, nominating and appointing administrators and academic department
heads, while Board of Regents personnel rules (see at http://www2.state.ia.us/regents/policy/)
also establish policy for the appointment of administrative leaders at the institution.
The Faculty Senate authorized review of the University presidency on October 18, 1976,
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and periodic evaluations have been conducted since the spring of 1977. Dr. Koob began his
service to the University of Northern Iowa in the Fall of 1995 and was reviewed by the faculty
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in spring 2000 (see http://www.uni.edu/senate/).
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For the purpose of encouraging a broader dialogue on the University presidency and
President Koob's performance, a subcommittee of the Faculty Senate, Faculty Senate Chair,
Chair of the Faculty, and Graduate Faculty Chair modified the traditional procedure. A new
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survey instrument was developed and a web link was created for accessing two documents:
a self-evaluation prepared at the request of the evaluation committee by President Koob (and
required annually by the Board of Regents); and a review of selected research literature
prepared by Dr. Roger Sell, Director of the Center for the Enhancement of Teaching, on
"Selected Contributions of the Research Literature on Colleges and Universities and the Role
Performance of Effective Presidents.”
The new survey questionnaire was sent to each member of the faculty by March 1, 2000.
Although the response rate was low (only 28.4 percent on average and 32 percent from full
professors), responses were very positive of most aspects of the President’s performance and
initiatives, while some issues were mentioned both as a strength and as a weakness, reflecting
differences in faculty opinion. The primary recommendation of the Presidential Committee was
that President Koob consult more with the faculty to discuss his philosophy and perspectives.
As a result of UNI’s commitment to excellence in leadership, the institution can take
pride in the academic and intellectual accomplishments as well as the administrative
experience of its leaders.
An active and
participatory student
government has long
been one of UNI’s
strengths.
Campus Governance
Student Governance
UNI Student Government provides governance of students by students. A web site
(http://www.uni.edu/nisg/) provides the NISG constitution and bylaws, description of the
executive, legislative, and judicial branches of student government, lists of officers and
senators (with links to their e-mail), and a list of University committees on which NISGappointed students may serve.
Student government, advised by the Director of Maucker Union, keeps abreast of student
opinion and strives to support student requests, such as the Panther Shuttle bus service and
a housing availability list. Among the variety of other services offered free to students are a
nighttime safety escort service, diversity appreciation programs, lectures, concerts, a
student-managed radio station, and legal services. In spring 2000, UNI students were the
first in Iowa to vote on-line in student government elections. This convenience for students
resulted in an increase in voter participation of almost ten percent.
An active and participatory student government has long been one of UNI’s strengths.
In the last decade, diligent officers and senators have been instrumental in ensuring that
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students are represented in all areas of the University community. These student
representatives have been commended publicly by UNI presidents for providing leadership
and advocacy with the Board of Regents and State of Iowa. Student government leaders also
address the Board of Regents on issues such as tuition and fees.
Faculty Governance
The Faculty
The Faculty Constitution asserts for the faculty and University Faculty Senate the right
to be adequately informed about and to participate jointly with the administration in the
determination of policy touching all University operations. The faculty may also formulate
and recommend policies to the President of the University on all subjects of University
concern. In addition, the faculty is to play a central role in formation and adoption of
educational policy and may adopt recommendations and resolutions on any matter touching
on the general welfare of the University. Moreover, the faculty assumes the major role in
decisions related to (1) curricular matters, (2) standards for granting of academic degrees and
academic credit, and (3) educational policies. The faculty also participates in the nomination
and review of academic administrators.
The Faculty Constitution
asserts for the faculty
and University Faculty
Senate the right to be
adequately informed
about and to
participate jointly with
the administration in
the determination of
policy touching all
University operations.
The Faculty Constitution delegates to the appropriate faculty of each college the matters
lying essentially within the jurisdiction of a single college. Decisions made by the faculty
within a particular college, however, are subject to review by the University faculty and/or
the University Faculty Senate upon a finding (by a college faculty, college dean, the Provost
and Vice President for Academic Affairs, or the University Faculty Senate) that the questioned
decision affects another college or the general University.
Faculty Senate
The Faculty Constitution empowers the University Faculty Senate to serve as the principal
representative of the University faculty (http://www.uni.edu/senate/). The Senate operates
through a system of standing and ad hoc committees and holds regular meetings twice each
month during the academic year. The Senate can act for the faculty on all matters within the
jurisdiction of the faculty with three exceptions:
(a) the Senate cannot amend the
Constitution, (b) if in emergencies the Senate has set aside a decision of the full faculty by
a two-thirds vote, this vote is subject to subsequent review by the total faculty, and (c)
matters subject to collective bargaining (see United Faculty below).
Membership of the University Faculty Senate is in proportion to the number of voting
faculty within each undergraduate college as well as a representative from the Library and
two representatives of the non-voting faculty. The representatives from the non-voting
faculty and the Chair of the Faculty are non-voting members of the Senate. Currently, the
University Faculty Senate has nineteen members, with the largest number of Senators coming
from the College of Education and the College of Humanities and Fine Arts (four each).
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Graduate Faculty
The primary function of the Graduate Faculty is to provide educational experiences and
set policy associated with graduate programs at the University. The Graduate Faculty
constitutes the Graduate College, the academic unit responsible for graduate programs at the
University. Members of the Graduate Faculty normally hold rank in one of the academic
colleges. Membership on the Graduate Faculty is restricted, as defined in the Constitution of
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the Graduate Faculty (available at http://www.grad.uni.edu/Council/GovDocs/GFConst.htm).
Graduate Council
The principal decision-making body of the Graduate Faculty is the Graduate Council. The
Council acts on behalf of the Graduate Faculty on all matters of graduate educational policy
and curriculum. It has the power to act on all matters within the jurisdiction of the Graduate
Faculty except to amend the Faculty Constitution. The Council is not empowered to set aside
decisions made by the Graduate Faculty, except in emergencies and then only by a two-thirds
vote. Its actions are subject to review by the Graduate Faculty. The Council is advisory to the
Dean of the Graduate College and responsible to the Graduate Faculty and thus to the
University Faculty as a whole.
The Graduate Council makes available its archives (1990-1997), current agenda,
membership lists and minutes since 1997, and governing documents (Graduate Faculty
Constitution and Graduate Council Bylaws) on its website
(http://www.grad.uni.edu/council/html)
United Faculty
The UNI-United Faculty (UF) is the organization that represents faculty in collective
The relationship
between the faculty and
administration is guided
by A Master Agreement
Between the State of
Iowa Board of Regents
and the UNI–United
Faculty and by Iowa
Code.
bargaining. The organization’s constitution and bylaws guide its organization and operations.
United Faculty is affiliated with the Iowa State Education Association and the National
Education Association. The relationship between the faculty and administration is guided by
A Master Agreement Between the State of Iowa Board of Regents and the UNI – United
Faculty and by Iowa Code. The Master Agreement is negotiated on a biennial basis and covers
the following major topics:
(1) evaluation procedures, (2) personnel files, (3) staff
reductions, (4) summer employment, (5) leaves, (6) salaries, and (7) insurance benefits. The
Current Master Agreement (July 1, 1999-June 30, 2001) is found in Appendix D and is
available on the web at http://www.uni.edu/vpaa/faculty_contract/. Iowa Code (Title 1.
Subtitle 8. Chapter 20) requires good-faith negotiations in several major areas and prohibits
faculty from bargaining retirement benefits.
Disputes between faculty and the administration that involve possible violations of the
Master Agreement and/or violations of Iowa Code are usually discussed informally by United
Faculty representatives and the administration prior to entering into formal grievance
procedures. The Master Agreement provides two formal grievance procedures: a non-binding
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arbitration procedure in tenure and promotion decisions and a binding arbitration procedure
in all other alleged violations of the Master Agreement. The Iowa Personnel Employment
Board resolves allegations of Iowa Code violations.
Professional and Scientific Personnel Governance
The Professional and Scientific Council remains the voice of P&S personnel to the central
administration and Board of Regents and links the 465 P&S personnel on this campus with
colleagues at the other two Regent universities. Of the 15 members of the Council, 11 to 13
provide proportional representation in each of the administrative divisions, with the rest at
large. In the past decade hundreds of P&S staff have participated in Council deliberations as
members of the Council or as committee members.
Historically, printed minutes and agendas of Council meetings have been provided to all
P&S staff. More recently, agendas and minutes are transmitted by e-mail. The minutes contain
a list of current Council officers and representatives. In addition, meeting notices, current
membership lists, the constitution, meeting minutes, information about the Council and
committees, “hot topics,” upcoming committee meetings, and links to pages about P&S
benefits are available at http://www.uni.edu/ps_council.
Merit employees
continue to be governed
by both the Regent
Merit System Rules and
the American Federation
of State, County, and
Municipal Employees
(AFSCME) collective
bargaining agreement.
In 1994, UNI’s Human Resource Services provided each P&S staff member with a
handbook containing P&S policies and procedures, payroll information, compensation
classification charts, information about the Council and its constitution, and other useful
information. A continuous review process for P&S policies and procedures has been in place
for the past 16 years. This review process seeks to ensure policies and procedures are
appropriately responsive to the current P&S needs.
In the past decade the Council has increased its effectiveness in the following ways:
• Adding a committee to welcome new P&S personnel to campus.
• Helping to inform P&S members involved in grievance proceedings .
• Surveying P&S staff on salary, fringe benefit, and satisfaction issues.
• Hosting a “Meet the Prez” event every year for P&S employees to meet former President
Curris and current President Koob.
• Creating the new World Wide Web site for distribution of information to P&S personnel.
• Utilizing a P&S employee LISTSERV for information distribution.
• Increasing and enhancing communication efforts among P&S employees, Human
Resource Services, and the Cabinet.
With P&S representatives of the other Regent universities, UNI’s P&S Council leaders
have been discussing proposed changes to the early retirement program, support for
employee rights and responsibilities, and grievance processes at the three institutions.
Merit Employee Governance
Merit employees continue to be governed by both the Regent Merit System Rules and the
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American Federation of State, County, and Municipal Employees (AFSCME) collective
bargaining agreement. Work rules and the Regent Merit System Rules are accessible through
CRITERION II
the www.uni.edu/hrs/merithb web site.
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In recent months the Merit employees have begun to create a new governance council –
the Merit Personnel Advisory Committee (M-PAC) – to represent them in areas not covered by
collective bargaining laws. Seven M-PAC members were elected in early May 2000. Just as
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faculty are represented by United Faculty for employment concerns and by the Faculty Senate
for academic matters, Merit employees will now be represented in both employment and other
campus issues. The M-PAC members, assisted by leaders of the P&S Council and UNI-SCMP,
will draft an M-PAC constitution and bylaws.
Supervisory and Confidential Merit Personnel
Since UNI’s last self-study, a new governance council has been created; UNI-SCMP
represents UNI’s 84 confidential clerical, supervisory clerical, and supervisory non-clerical
personnel. The origin of the group was a court case in the early 1990s by AFSCME to recover
from the State of Iowa both a salary shortfall and accumulated interest when the State failed
to fund fully the negotiated salary increase for Merit personnel. Supervisory and confidential
merit personnel appealed to the UNI Cabinet for equivalent redress and in the process formed
themselves into a group distinct from Merit employees.
UNI-SCMP provides communication with the administration and Board of Regents and
links supervisory and confidential merit personnel on this campus with colleagues at the
other two Regent universities via the Regents’ Interinstitutional Supervisory and Confidential
Advisory Committee (RISCAC). The five members of the council provide representation for
“The culture of the
University of Northern
Iowa is characterized by
a long-standing
commitment to student
learning and to
excellence in teaching.”
each of the three personnel groups and at-large representation.
Agendas and minutes of council meetings are transmitted by e-mail to UNI-SCMP
personnel. The minutes contain a list of current officers and representatives. In addition,
meeting notices, current membership lists, the constitution, and bylaws are available at
www.uni.edu/hrs/super.
In the past few years UNI-SCMP has accomplished a number of objectives:
• Adding a committee to welcome new UNI-SCMP personnel to campus.
• Creating a WWW site for distribution of information to UNI-SCMP personnel.
• Utilizing a LISTSERV for information distribution.
• Increasing and enhancing communication efforts among UNI-SCMP personnel and with
P&S employees, Human Resource Services, and the Cabinet.
Governance groups have clearly been active and involved. Continuing commitment of
UNI to involve all members of the University community in governance is reflected in
Objective 5.4 of the 2001-2006 Strategic Plan: Increase faculty, staff and student
participation in University governance activities.
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A Student Body Appropriate for the University
The University’s mission states that it is “committed to providing a diverse, dynamic
learning environment, founded on a strong liberal arts curriculum.” We also state in our culture
statement that “the culture of the University of Northern Iowa is characterized by a longstanding commitment to student learning and to excellence in teaching.” We are committed
to being the best possible institution for student learning, based upon the quality of our
culture and educational environment, which requires sufficient resources.
Table II.1 shows our total headcount enrollment for the past 11 years is as follows:
The University of
Northern Iowa has
attained and maintained
both an appropriate size
and an excellent student
profile.
Table II.1: Headcount Enrollment
Table II.2: Ten-Year Headcount Enrollment Projections
Current projections show that we will enroll approximately 14,000 throughout the next
decade. Projections for the next five years after 2004 predict a slight drop in enrollment as the
size of the high school graduating classes in Iowa declines. Our enrollment is primarily based
upon residents of this State, so as the size of Iowa high school graduating classes rises or falls,
so does the general pattern of our enrollment. Therefore our enrollment for the foreseeable future
should remain within our desired range for providing effective educational services and benefits
to students. We expect that our student-to-faculty ratio will continue to be around 16:1.
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Figure II.1: Ten-Year Headcount Enrollment Projections
The University of Northern Iowa has attained and maintained both an appropriate size and
an excellent student profile. Admission requirements at UNI, as at the other Regent universities,
continue to be moderately selective. In the last decade we have increased math and science
expectations for our students entering the University directly from high school. Composite ACT
scores for admitted students continue to average 23, typical for doctoral-granting institutions.
Although up to 10 percent of each entering freshmen class may be admitted from the lower half
of their high school graduating class, the actual percentage of students admitted from the lower
half has been less than 10 percent for every year this past decade.
One area requiring continued work is the percentage of minority students admitted to
and retained at the University. More than a decade ago the Board of Regents set a goal of
The University has
organized most of its
services to students in a
single division, the
Division of Educational
and Student Services.
8.5 percent minority enrollment for all Regent universities. Between 1992 and 2000, 3.8
percent to 4.8 percent of the student body identified itself as minority. During this same
period the diversity of the faculty and staff increased, and many departments now exceed
university affirmative action goals. The University’s strategic plans have established goals
and objectives to improve minority enrollment and minority retention (see Goal 2B of the
1996-2001 plan at http://www.uni.edu/pres/1996-2001strategicplan/ and Objective 4.1 of
the 2001-2006 strategic plan at http://www.uni.edu/pres/2001-2006strategicplan/).
The University has also undertaken targeted efforts to increase the number of
international students. Goals 2A and 2B of the 1996-2001 strategic plan at
(http://www.uni.edu/pres/1996-2001strategicplan/ and Goal 4 of the 2001-2006 strategic
plan at (http://www.uni.edu/pres/2001-2006strategicplan/) address this initiative.
An ongoing enrollment goal is to increase the number of high-ability students at the
University. Goal 1A of the 2001-2006 strategic plan and Objective 1.2 of the 2001-2006
strategic plan demonstrate the University’s interest in attracting additional high-ability
students through the creation of a University-wide honors program. This new honors program
has received Faculty Senate and Board of Regents approval.
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Services for Student Success
Division of Educational and Student Services
The University has organized most of its services to students in a single division, the
Division of Educational and Student Services. This Division is responsible for assuring that
students are properly admitted and afforded appropriate assistance in attaining their
educational objectives. The Division of Educational and Student Services employs
approximately 120 professional and 225 support staff. Programs and services include:
enrollment services
new-student orientation
academic advising services
examination services
registration services
housing and dining services
leadership studies
counseling services
health services
wellness and recreation services
learning assistance
co-curricular advising services
placement and career services
financial aid services
international student services
student employment services
multicultural education
disability services
special event programming
A vice president, who is a member of the President’s Cabinet, heads the Division. The
To meet expanding and
changing student needs
since 1991 as well as
address concerns
identified in the 1991
self-study, the Division
of Educational and
Student Services has
made significant
investments
nine departments and the Leadership Studies Program that make up the Division are headed
by senior directors who include women and minorities. A more complete discussion of these
activities is found in the Educational and Student Services Division Self-Study Report 2000
located in the UNI/NCA Resource Room.
This Division has a history of providing excellent student services. To meet expanding
and changing student needs since 1991 as well as to address concerns identified in the 1991
self-study, the Division of Educational and Student Services has made significant investments
in the following areas:
• Enrollment management – implemented Enrollment Management Action System
(automated enrollment management system); Student Telecounseling Admissions
Representatives (STARS); minority student recruitment
• Multicultural education – upgraded the position of coordinator to director; added a
second full-time merit position; created a permanent programming budget
• Health, wellness and counseling services – construction of a new $19 million Wellness
and Recreation Center; accreditation of Student Health Clinic
• Revision of the student conduct code
• Substance abuse education and prevention – appointment of a full-time coordinator
following receipt of a $225,000 grant from The Fund for the Improvement of Postsecondary Education (FIPSE)
• Residence services – construction of a new $9.3 million multi-suite residence hall for
upper-class students; wired all residence hall rooms for both cable and computer hookup (port per pillow); established 24-hour student computer labs in Towers and Redeker
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Dining Centers; voice-messaging services provided for all residents; development of a
campus-wide food service master plan along with a plan for phased implementation
• Implementation of on-line registration; expanded degree audit and academic planning
capabilities of student information system
• Student scholarship program – appointment of a full-time coordinator; $12 million
raised in private contributions
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• Expanded co-op/intern and experiential education opportunities
• Student surveys – campus climate; student needs and satisfaction; College Student
Experience Questionnaire (CSEQ); Student Involvement Survey;
Alumni Survey;
consultant surveys and studies; focus groups; persistence studies
• Enhanced financial aid packaging for minority students
• Desktop
computing,
network
development,
enhanced/expanded
mainframe
applications to improve services to students
In addition to the above, planning has begun for a $13 million remodeling of the student
union that will also incorporate relocation and construction of a new Center for Multicultural
Education. Underway is a $41 million project to remodel all University dining centers as well
as address deferred maintenance concerns and fire safety. Plans have also been initiated for
the remodeling of Gilchrist Hall to create a one-stop student services center. Goal statements
and copies of architect and consultant reports for all of these projects are available in the
Office of the Vice President for Educational and Student Services.
Since 1991, the Division of Educational and Student Services added 23 positions, 17 with
new funding and 6 through reallocation. In addition to these positions that were funded with
State monies, 10 new positions were added with funding from income-generating programs
The University has been
diligent in remodeling
and upgrading existing
classroom space to
meet the technology
needs of faculty for
classroom instruction.
and services. All new positions were created to accomplish stated institutional goals and
objectives contained in the 1991-1996 and the 1996-2001 strategic plans.
Division of Academic Affairs
While the principal responsibility for delivering student services is assigned to the
Division of Educational and Student Services, Academic Affairs provides academic advising in
the colleges, some learning services and several minority student recruitment and retention
services. This assignment of responsibilities is a function of the following:
• A decision in 1971 to centralize student services in a single division, i.e., the Division
of Educational and Student Services.
• A 30-year history of leadership by the Provost’s office in the area of federally funded
programs for first-generation and at-risk students.
• Assignment of academic advising of declared majors to members of the faculty.
In addition to the federally funded Student Support Services program, the Educational
Opportunity Program also directs the University-funded Center for Academic Achievement.
The Center provides learning assistance in the areas of writing and mathematics. (Assistance
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in the areas of reading and learning is provided through the office of Academic Advising
Services, a department in the Division of Educational and Student Services.)
Academic departments and colleges have responsibility for advising declared majors.
Deciding (undeclared) students are advised by the Academic Advising Services in the ESS
division. The College of Business Administration and the College of Education have
established college advising centers and tutoring assistance, and have also hired staff to
recruit and retain minority students.
At the graduate level, the Associate Dean for Student Services (Graduate College) serves
as the academic advisor for all non-degree students. Non-degree students also seek out
faculty as advisors in their primary area of interest. The Associate Dean is also responsible
for articulating, monitoring, and implementing (on behalf of the Dean of the Graduate
College) graduate academic policies and procedures related to admission, academic progress,
the development and implementation of individual student academic programs, graduate
student academic grievances, and the orientation of new graduate assistants.
The Rod Library and Information Technology Services offer extensive orientation and
instructional programs for students. Examples include training in UNISTAR, Lexis-Nexis
Academic Universe, and UnCover.
During the 2000
legislative session, the
University secured
funding for its highest
priority, an addition to
McCollum Science Hall.
Supportive Physical Facility and Other Learning Spaces
The University of Northern Iowa provides a physical facility supportive of teaching and
learning. At the heart of our 915-acre campus are the Rod Library and Maucker Union in a
vehicle-free zone, surrounded by academic and administrative buildings and then residence,
athletics, and wellness facilities. The Campus Master Plan for physical facilities was
established in 1968, with a major review in 1984 and an update in 1995. Regular review
processes are in place, including reports to the Board of Regents, and contributions to the
Board’s Five-Year Capital Priority Plan. Care is taken that the facilities master plan supports
the University’s strategic plan (see Goals 5 and 7 of the 2001-2006 Strategic Plan) and
maintains a pedestrian-oriented, compact, park-like campus.
Classrooms
The University has been diligent in remodeling and upgrading existing classroom space
to meet the technology needs of faculty for classroom instruction. Virtually all rooms are
wired for computer access, and the number of classrooms with full multimedia capabilities
has been increasing annually. For instance, all classrooms in the renovated Lang Hall will be
equipped with state-of-the-art multimedia systems. The University continues to evaluate
instructional needs and is committed to providing students with sophisticated learning
environments.
Based upon an Annual Report of Space Utilization and the Registrar’s ability to schedule
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courses that accommodate classroom requests by individual units, the number of generalpurpose classrooms currently is sufficient for an enrollment of our size. Difficulties are
CRITERION II
encountered during some hours. As the enrollment of the University increases, more classes
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will have to be offered outside the traditional 9:00-to-2:00 hours preferred by students and
faculty. With Lang Hall unavailable the last couple of years due to remodeling, departments
have offered classes on a broader spectrum of available class periods. With Lang Hall
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available again in January 2001, some of the present scheduling difficulties will be
ameliorated.
The University does need to increase special-purpose classroom space. A particular need
is science laboratory space. The number of majors in the sciences has grown significantly over
the past few years and could grow more if we had additional lab-related space. During the
2000 legislative session, the University secured funding for its highest priority, an addition
to McCollum Science Hall. This addition will add 40,000 net square feet of instructional and
laboratory space to this facility. Construction is due to begin late in 2001, with completion
in 2003.
Overall, both the quantity and quality of UNI's instructional space are very good. We are
reasonably well positioned to meet the classroom needs of our current and projected
enrollments for the balance of this decade.
Rod Library
Since the last accreditation review, when the Rod Library was seen to be “nearly out of
space,” a 60,000-square-foot fourth floor was added in 1995 and mobile, compact shelving
was installed in 1998. The Rod Library now has a maximum capacity of approximately
1,100,000 bound volumes (see Appendix G for comparative data from peer institutions) and
study capacity for 2,000 users in 240,000 square feet, 19 student group study rooms, 21
faculty study rooms, and 20 emeritus faculty study rooms. The facility was designed to be
In 1997, after years of
campus-wide discussion
and planning, three
separate technology
units in three different
divisions were combined
to form a single
Information Technology
Services (ITS) unit
within the Academic
Affairs division.
attractive as well as functional.
Ten years ago, NCA visitors found the number of journals somewhat limited. Since then,
Rod Library has continued to devote considerable energies, under its collection management
program, to increasing both local holdings and access to remote holdings, especially for
journal literature. In the years since the 1991 NCA report, Rod Library has focused
increasingly on licensing privately vended databases, including full-text electronic journals,
and computer-based access to the Internet and the World Wide Web. During the past decade,
when the State Legislature has not provided funds to address the problem of inflationary
increases in library materials at Regent universities, UNI addressed this challenge with
internal funding, reallocating funds from the Provost’s office. Rod Library is now working
together with sister Regent libraries and with the Board of Regents Office through the newly
formed Task Force on Scholarly Communication and Journals Pricing to ameliorate the effects
of insufficient funding for scholarly resources, especially journal literature.
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Our library budgets in the past decade have increased about 41 percent for personnel,
CRITERION II
62 percent for equipment and supplies and services, and 98 percent for materials. The Rod
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Library has cooperative relationships not only with the colleges and other campus units
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(especially Information Technology Services, Print Services, and Continuing Education) but
also with the Cedar Falls/Waterloo community, the Cedar Valley Library Consortium, Regent
libraries and the State Library of Iowa, and library systems in Austria and Slovakia.
In the last ten years, the library has introduced: “7/24 services;” UNISTAR, an integrated
online library system, and other modules; web links and web sites; full-text electronic
journals and other databases; two high-technology classrooms; superb services for distance
learners; a multi-service center; expanded special collections and archives; and innovations
in collection management. Located at the heart of campus, the Rod Library provides equitable
access to information resources to support the study and research needs of UNI students,
faculty, and staff.
Information Technology Services
In 1997, after years of campus-wide discussion and planning, three separate technology
units in three different divisions were combined to form a single Information Technology
In summer 2000, ITS
won honorable mention
in the prestigious
EDUCAUSE awards for
excellence in campus
networking.
Services (ITS) unit within the Academic Affairs division. In summer 2000, ITS won honorable
mention in the prestigious EDUCAUSE awards for excellence in campus networking, which was
announced in September 2000. The position of Associate Vice-President for Information
Technology was created to administer the newly constituted ITS organization (now four units,
described below) and provide University-wide leadership for other technology organizations
on campus, including those within Rod Library, four administrative divisions, and five
undergraduate colleges. Each of the five colleges deploys and supports technology specific to
its curricular needs; each college has a computing advisory committee of faculty, staff, and
students that plans and sets priorities for technology expenditures. For details, see the
tributary report, Technology in the Colleges, located in UNI/NCA Resource Room.
Network Services
The four units of the ITS organization provide network services, administrative systems,
user support, and support for instructional technology. ITS-Network Services is at the heart
of the University’s computing and communications infrastructure. The infrastructure has
grown from a single fiber-optic connection ten years ago, to a plan for connecting all campus
buildings in 1991, to multi-mode, fiber-optic cables extending to all campus buildings today,
with single-mode fiber between key locations. The switching fabric for this fiber-optic
backbone was recently upgraded from a 10/100MB Ethernet environment to a
10/100/1000MB Ethernet, in part to support expanded video traffic. The network will
continue to evolve to meet the educational and research needs of the University.
In addition to dedicated LANs in the colleges and divisions, ITS-Network Services
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provides all UNI faculty and staff offices with multiple UTP (unshielded twisted-pair) cables
and a 10BaseT Ethernet connection, and all classrooms with multiple UTP cables and means
CRITERION II
for distributing analog video. Every year, certain buildings are selected for wiring upgrades.
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In 1997, as part of a telecommunications system review and plan initiated the previous
year, Network Services upgraded the University’s telephone system. The 1996 review led also
to the development of the Multimedia Storage, Production, Conferencing and Distribution
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System (MSPCD), providing video equipment and transport, as well as integration and support
for training and content development.
ITS-Network Services also supports Res-NET services in the residence halls and maintains
the Iowa Communications Network (ICN) and Internet access for the University.
Administrative Systems
The Administrative Systems Department designs, develops, implements, and manages the
University’s central administrative information systems. Recent undertakings include the
Program of Study project, AccessUNI, the Modern Executive Management and Financial
Information System (MEMFIS), electronic transcript evaluation, the student portal project, ID
card uses, and Y2K coding.
User Support
The User Services Department, which maintains a Computer Consulting Center to provide
students, faculty, and staff with general assistance on computer problems, installs PCs across
campus and manages virus protection software for the campus. During the 1999 calendar
year, the Center handled over 16,000 requests for service. User Services also maintains 300
Coordination of health
education and wellness
staff with those of the
mental health and the
student health clinic
has led to improved
service.
personal computers in six locations across campus, including two 24-hour facilities. More
than 8,000 different students visited at least one of these computer labs in fall 1999.
Educational Technology
ITS-Educational Technology (ET), the fourth department in ITS, provides one location on
campus where faculty, staff, and students can come to receive assistance on the newest
learning technologies. The Center for Educational Technology houses the MSPCD system, as
well as graphics and courseware production, video and audio production, video/audio
engineering, a staffed “self-service” multimedia lab equipped with the latest digital audio
and video editing equipment and software, and checkout for multimedia equipment. ET has
recently added support for instructional design and development; ET staff consult with faculty
about how and when technology would be an appropriate choice to help achieve learning
outcomes. Assistance is offered through MSPCD, multimedia courseware mini-grants,
courseware camps, over 30 monthly technology training workshops, ICN workshops, the US
West Iowa Teacher Technology Project, Iowa Educational Technology Training Institute, over
200 computer conferencing workshops annually, a Humanities Institute, and the Iowa
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Technology Showcase Project. ET also provides the campus community with satellite services
and three forms of cable television distribution.
The many services provided by ITS will help the University achieve its strategic
objectives, particularly those related to Goal 7.0 of the 2001-2006 Strategic Plan:
Continue to improve capital, physical and informational resources at the
university. Specific objectives are 7.1, Enhance technologically appropriate
teaching and learning facilities and equipment, and 7.2, More fully integrate
modern technology into the everyday lives of UNI students, faculty, and staff.
The “Strategies for Using Technology to Advance the University Strategic Plan” document
(see Appendix C and http://www.uni.edu/its/ad/strategies.html) also addresses how
technology can be used to assist the University in meeting its strategic goals.
A Safe and Healthy Environment
Goal 5.0 of the University’s 2001-2006 Strategic Plan is to
foster a supportive living, learning and working environment with services and
programs that promote individual well-being and organizational
effectiveness.
The Student Health
Clinic recently
implemented an
egalitarian,
comprehensive,
continuous quality
improvement program
that led to a three-year
certification by the
Accreditation
Association for
Ambulatory Health Care
(AAAHC).
Two departments, the University Health Services and Public Safety and the University
Health and Safety Committee, have special responsibility for health and safety on campus.
University Health Services
During the last ten years, the UNI health clinic services, mental health counseling services,
and health promotion services were organized into a functional, unified structure. The resulting
University Health Services department now provides comprehensive services across the
spectrum of mental and physical wellness and mental and physical illness. Interlacing
management teams and the combining of resources created an environment for continuous
quality improvement. An outstanding example is the UNI Employee Assistance Program.
One part of the University Health Services department, the Wellness and Recreation
Services unit, provides up-to-date, well-staffed offerings to students (and to other members
of the UNI community for a fee) in UNI’s new Wellness/Recreation Center. The absorption of
recreational services into the wellness program has allowed for the development of both
individual training programs and broad-based programming that help assure the lifelong
practice of healthy activities. Coordination of health education and wellness staff with those
of the mental health and the student health clinic has led to improved service. For example,
the Wellness and Recreation Services unit has enhanced its ability to track injuries, provide
individual counseling, promote public health, and provide options for after-hours wellness
activities.
The Counseling Center mental health unit has modernized its record keeping, added
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providers from diverse cultural backgrounds, and made a commitment to accreditation by a
national certifying body. Services for students and employees with disabilities have dramatically
CRITERION II
improved with the creation of a full-time staff and a comprehensive panel of services.
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The Student Health Clinic recently implemented an egalitarian, comprehensive,
continuous quality improvement program that led to a three-year certification by the
Accreditation Association for Ambulatory Health Care (AAAHC). The staff has identified more
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than 100 quality improvement issues, proposed a number of improvements, tracked change,
and confirmed improvement.
Here are some examples of the ways in which University Health Services staff have
worked with the campus at large to promote health and safety:
• Coordination of campus-wide efforts to reduce high-risk drinking behaviors that can
result in personal injury, violence, property damage, and poor academic performance
• Back safety training for Plant Services staff
• Service on the Environmental Stewardship Task Force addressing issues of pesticide
usage on campus
• Collaboration among Wellness and Recreation Services, Public Safety, and the Center
for Environmental and Educational Technology to encourage non-motorized commuting
to campus, with a related educational campaign to promote safe biking and helmet use
• Collaboration with Women's Studies in preparing a grant proposal, which succeeded in
securing a $500,000 grant to help address issues of violence on campus
• Involvement in the 1993 policy implementation banning smoking in University buildings
and vehicles and offering smoking cessation programs for students, faculty, and staff
• Initiation of a Risk Management committee, including the University risk manager and
legal counsel from the President's office to address facility and program safety issues
• Initiation of research and discussion regarding purchase of automatic external
defibrillators by several UNI departments.
The safety and well
being of the campus
community is also the
purview of the
University Health and
Safety Committee,
which now has broadbased representation,
meets regularly, and
reports to the Director
of Public Safety.
Public Safety
The other department dedicated to the health and safety of all on campus is Public
Safety. This department is “committed to the protection of life and property, the prevention
of crime, the enforcement of laws and regulations, and the preservation of constitutional
rights” (http://www.uni.edu/pubsaf/).
Within the past decade this department has fostered a close relationship to the police
and fire departments of the city of Cedar Falls, facilitating the placement of a neighborhood
office on “the Hill” near campus. Of the many services provided by the Public Safety
department, some are especially noteworthy:
• The Student Patrol program provides some basic services, including a personal escort
service, allowing the officers to address in a more timely manner those issues requiring
their special skills.
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CRITERION II
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• The "S Files" program gives Public Safety, in collaboration with the Department of
Residence, a chance to provide safety awareness to students.
• In collaboration with Northern Iowa Student Government and the Women's Studies
program, Public Safety is planning a "defensive tactics" program specifically targeted
at enhancing the safety level of women on campus.
• The Public Safety web site (http://www.uni.edu/pubsaf/), which receives over 10,000
"hits" each month during the academic year and a large number even during the
summer sessions, provides much essential information to UNI students, faculty, and
staff.
• The safety staff have collaborated with the Department of Residence and Human
Resource Services to provide training in using fire extinguishers both on campus and
at home.
• The bicycle patrol program has been popular with students and with their parents.
Officers have become more highly visible, accessible, and accessed, particularly during
periods when students move into residence halls. This program provides immediate
access to visitors and the University community and permits the department to provide
truly timely public safety information.
All UNI constituents are
invited to participate in
recommending new
budget initiatives.
The University Health and Safety Committee
The safety and well being of the campus community is also the purview of the University
Health and Safety Committee, which now has broad-based representation, meets regularly,
and reports to the Director of Public Safety.
Since UNI’s last self study, the Health and Safety Committee has discussed campus safety
concerns such as halogen lamps, emergency telephone access, communication of emergency
information, building preplanning by the fire department, campus landscaping and
environmental design, fire prevention, materials storage, worker-right-to-know training,
safety training, on-campus medical emergencies, and ergonomics. The Committee has made
a focused study of some issues:
• Smoking in campus buildings
• Use of chemical pesticides on campus lawns and in campus buildings
• Preparedness of the campus community to respond to natural or other disasters
(currently under study).
The Committee utilizes campus resources by inviting specific individuals to meetings to
address questions and concerns. The departments of Physical Plant, Public Safety, and Facilities
Planning have played key roles in providing information regarding safety issues for the
Committee. The University’s risk manager and Human Resource Services director have also been
involved in providing responses to questions or facilitating the sharing of information when
requested. The Director of Public Safety takes issues resolved by the Committee to the Cabinet.
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Financial Expenditures Demonstrating
Commitment to Teaching and Learning
The Board of Regents, State of Iowa, requires the University of Northern Iowa and the
other Regent institutions to develop strategic plans and tie budget requests to strategic
goals. The Board Office prepares an annual calendar of governance reports (see Appendix I)
CRITERION II
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with preliminary review of institutional strategic plans scheduled for the November Board
meeting and final review scheduled in December. UNI has developed a process of strategic
planning that impacts the budget planning process, encourages input from constituencies,
and proactively targets resources to teaching and learning initiatives.
Strategic Planning and the Distributed Budget
Within months of his arrival at the University of Northern Iowa in 1995, President Koob
addressed a letter to the UNI community to explain the strategic planning process that would
guide UNI’s budget planning, and he outlined how budgets would be developed and
implemented. This new process now guides the development and implementation of the
University’s operating budget as stated in the Introduction for the Proposed Final Budget FY
2000 (see http://www.uni.edu/infosys/budget2000.html):
“This is the third year for campus-wide participation in the budget process.
Each year has resulted in increased advanced planning and participation in
the generation of requests and proposals from across the campus for the
Cabinet to consider at the beginning of its deliberations.”
The University of
Northern Iowa
continues to meet its
responsibility for sound
fiscal management.
All UNI constituents are invited to participate in recommending new budget initiatives.
Each Vice President and the Executive Assistant to the President provides a consultative
process to solicit budget proposals from their unit. Following Cabinet discussion, a draft is put
on the Web and is available to all University constituents, who are encouraged to provide email responses directly to the Cabinet via the Budget Director. The Cabinet provides further
online opportunities for review of proposed budgets when it has produced its “near-final”
draft, and the final draft several weeks later is published on the Web as it is presented to the
Board of Regents. Reviewers are repeatedly encouraged to make requests that reflect the
strategic plan, indicate measurable outcomes, and are capable of generating political support.
The University budget development calendar is accessible at http://access.uni.edu/acal/.
As mandated by the Board of Regents, the University of Northern Iowa has established,
as a budget target, the reallocation of at least two percent of the University budget each
fiscal year to assure continuing efforts to align University spending with strategic planning
goals. The underlying assumption is that the great majority of the budget already is being
spent to meet University goals. Modest adjustment is necessary at regular intervals to
accommodate a changing educational environment. Reallocations are reported annually to
the Board of Regents.
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CRITERION II
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Management of Financial Resources to Meet our Purposes
The University of Northern Iowa is a fiscally sound and dynamically managed institution.
Careful attention to the management of its financial resources positions UNI to meet the
educational and service needs of its constituents. Constituents and others can access budget,
Controller’s Office, and purchasing policies at http://www.uni.edu/pres/policies/uni_services.
Internal Control Structure and Budgetary Controls
The University of Northern Iowa continues to meet its responsibility for sound fiscal
management. To that purpose, the University has established and maintained a system of
internal control. Because financial management is an ongoing responsibility, estimates and
judgments are routinely made to assess the expected benefits and related costs of internal
control policies and procedures. Internal control accomplishes the following objectives:
• Provision of reasonable, but not absolute, assurance that assets are safeguarded
against loss from unauthorized use or disposition
• Execution of transactions in accordance with authorization by appropriate University
officers
While the auxiliary
enterprises are managed
as self-supporting
activities, the General
Educational Fund
provides support to
certain auxiliaries where
the emphasis is on
student service rather
than direct
reimbursement for all
activities.
• Proper recording practices to permit the preparation of financial statements in
accordance with generally accepted accounting principles
Review by the Office of Auditor of State of the adequacy of UNI’s internal control
procedures is an integral part of the annual audit. In addition, the University’s Operations
Auditor performs periodic reviews of specific internal control procedures.
The University administration also maintains budgetary controls. The objective of these
budgetary controls is to ensure compliance with legal provisions embodied in the annual
appropriated budget approved by the Iowa State Board of Regents. Budgetary control is
established by both account and function within each individual fund. A position control
system is used to manage the staff salary budget. Budgetary control is also exercised over
sponsored projects as defined in grant and contractual agreements with external agencies. In
addition, capital projects are controlled by budgets approved by the Board of Regents.
The University also maintains an encumbrance accounting system as a significant
element of the budgetary control system. At the end of each year, legally encumbered
amounts for the general educational fund for goods or services received prior to June 30 are
carried to the next fiscal year without reversion of appropriations.
Revenues and Expenditures
A comparison of educational and general revenues for the ten years of this self-study
(1989 through 1999) is included in Schedule 2 of the 1999 Annual Financial Report
(http://access.uni.edu/comm/cafr/1999/stats.pdf). There has been little change in revenue
components in the last decade; composition of the University’s revenue has remained almost
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constant as revenue itself has increased at an annual average rate of 6.8 percent.
Unrestricted educational and general expenditures and mandatory transfers in the
preceding decade also have remained relatively constant in terms of the University’s
operating functions. These data over the last decade are available in Schedule 3 of the 1999
Annual Financial Report.
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Auxiliary Enterprise Operations
The University’s Auxiliary Enterprise Fund is composed primarily of the Residence System,
Maucker Union, Intercollegiate Athletics, the UNI-Dome, the Wellness Recreation Center, and
the Gallagher-Bluedorn Performing Arts Center. While the auxiliary enterprises are managed
as self-supporting activities, the General Educational Fund provides support to certain
auxiliaries where the emphasis is on student service rather than direct reimbursement for all
activities. This support is provided to the Maucker Union, Intercollegiate Athletics, the UNIDome, the Wellness Recreation Center, and the Gallagher-Bluedorn Performing Arts Center.
The major auxiliaries operate under formally approved budgets which, in the case of
auxiliaries funded by bond issues, provide for all mandatory transfers to improvement funds,
bond reserve funds, and debt service funds. The University’s objective is to maintain plant
fund reserves at levels adequate to maintain and improve auxiliary facilities through
renovation, alteration, and replacement of equipment.
Debt Administration
Outstanding revenue bonds totaled $78,418,000 at the end of the 1998-1999 fiscal year,
including $49,633,000 in academic building revenue bonds, $19,790,000 in residence system
bonds, and $8,995,000 in field house bonds. Revenue bonds totaled $44,105,000
For the eighth
consecutive year, the
Government Finance
Officers Association has
awarded UNI a
Certificate of
Achievement for
Excellence in Financial
Reporting.
outstanding a decade ago, at the end of the 1988-1989 fiscal year. The net increase of
$34,313,000 is explained by additional bonding to renovate existing buildings or construct
new educational and auxiliary facilities.
Cash Management
It is the responsibility of the Board of Regents and its Banking Committee to set
investment policy in accordance with Chapter 12C of the Code of Iowa. The Board delegates
management and oversight responsibility at the University to the Vice President of
Administration and Finance and Treasurer. The Operations Auditor reviews investment
transactions monthly.
By Board policy, the University’s funds may be invested in as many as eight different
kinds of instruments. The primary goals of the investment policy, in order of priority, are (1)
safety of principal, (2) maintenance of necessary liquidity to match expected liabilities, and
(3) reasonable return on investment.
The University operates an unrestricted, a restricted, and an endowment portfolio.
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Professional managers have responsibility for endowment funds and a portion of unrestricted
funds. The remaining unrestricted funds and the restricted funds are invested by the
University Controller, and investment performance is measured using the total return method
prescribed by the Association for Investment Management and Research.
Board of Regents policy requires that the University treasurer adopt a “buy and hold”
philosophy. For that reason, it is understood that portfolios may not perform as well as some
indices; however, performance of UNI’s portfolio is evaluated relative to, and is expected to
compare favorably with, indices set by the Board. UNI’s investment performance ranks
favorably on a weighted basis with the applicable indices.
Risk Management
The State of Iowa self-funds on behalf of the University for losses related to workers’
compensation of all University employees, general liability (tort claims), and property
(casualty losses) other than that of auxiliary enterprises. For information concerning the
University’s self-funding and commercial insurance, refer to Note K of the Notes to the
Financial Statements of the 1999 Annual Financial Report.
The MEMFIS Project is a
campus-wide initiative
with the primary
objective of replacing
core management and
information systems.
Certificate of Achievement
The Government Finance Officers Association of the United States and Canada (GFOA)
awarded a Certificate of Achievement for Excellence in Financial Reporting to the University
of Northern Iowa for its Annual Financial Report for the fiscal year ended June 30, 1999. This
was the eighth consecutive year that the University has achieved this prestigious award.
Resource Efficiency
The University of Northern Iowa is proud of its efficient management of financial and
human resources. Progress in this area is expected to continue with the Modern Executive
Management and Information Systems (MEMFIS) Project – a campus-wide initiative with the
primary objective of replacing the core systems of human resources, payroll, general ledger,
purchasing, accounts payable, grants and contracts, projects, and budgeting. Based on the
results of a lengthy and comprehensive evaluation process, Oracle web-based applications
were selected to replace the University’s mainframe-based systems.
The successful implementation of new financial, human resources, and payroll systems
will result in the following benefits to the University community:
• Effective decision making based on better access to information
• Empowerment of University staff. By providing opportunities for the data to be
captured at the place of origin (decentralized processing), this new system will let
managers and employees assume more responsibility for their records and empower
them to act on their own behalf. The establishment of self-service applications will
provide personnel with additional opportunities to manage their data.
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• A solid, state-of-the-art, technological base system incorporating a common-user
interface and common-user approach to data management
• Improved business practices, resulting in increased efficiency and accuracy of
information.
The MEMFIS project team has provided the University community numerous opportunities
to view a prototype of the project and has also investigated department shadow systems to
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incorporate these into the new system, as much as possible. The team seeks feedback to be
certain that unique needs are addressed and provides timely progress reports and other
project information at http://www.uni.edu/vpaf/memfis.
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