Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
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Total |
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Calendar year
(or fiscal year beginning in)
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(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 6,467,096 | 14,763,497 | 19,050,901 | 15,604,806 | 11,165,020 | 67,051,320 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf .... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | 6,467,096 | 14,763,497 | 19,050,901 | 15,604,806 | 11,165,020 | 67,051,320 |
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f) .. | 1,478,366 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 65,572,954 | |||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 6,467,096 | 14,763,497 | 19,050,901 | 15,604,806 | 11,165,020 | 67,051,320 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 2,637,932 | 2,185,661 | 3,063,825 | 3,713,501 | 4,655,124 | 16,256,043 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | 324,948 | 190,613 | 234,824 | 137,126 | 81,349 | 968,860 |
| 11 | Total support. Add lines 7 through 10 | 85,224,766 | |||||
Calendar year (or fiscal
year beginning in) ![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included on line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
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| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 0.015 of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by 0.035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2023 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2023 |
(iii) Distributable Amount for 2023 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2023 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2023 (reasonable cause required-- explain in Part VI).
See instructions. |
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| 3 Excess distributions carryover, if any, to 2023: | ||||
| a From 2018....... | ||||
| b From 2019....... | ||||
| c From 2020....... | ||||
| d From 2021....... | ||||
| e From 2022....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2023 distributable amount | ||||
|
i
Carryover from 2018 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2023 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2023 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2023, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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6
Remaining underdistributions for 2023. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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7 Excess distributions carryover to 2024. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2019..... | ||||
| b Excess from 2020..... | ||||
| c Excess from 2021..... | ||||
| d Excess from 2022..... | ||||
| e Excess from 2023..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software ID: | |
| Software Version: |
| Return Reference | Explanation |
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| PART III LINE 4A NARRATIVE CONTINUATION | THE NIU FOUNDATION: WHO WE ARE THE NIU FOUNDATION IS A NOT-FOR-PROFIT ENTITY THAT ENGAGES FRIENDS AND ALUMNI AND SECURES AND MANAGES GIFTS IN SUPPORT OF NORTHERN ILLINOIS UNIVERSITY. CREATING LIFE-CHANGING OPPORTUNITIES FOR OUR HARDWORKING, DEDICATED STUDENTS AND FACULTY IS THE NIU FOUNDATION'S HIGHEST PRIORITY. EACH YEAR, THOUSANDS OF ALUMNI AND DONORS JOIN US IN THIS ENDEAVOR. FUNDING THE FUTURE THE FOUNDATION MEASURES THE PRODUCTIVITY OF ITS FUNDRAISING EFFORTS ACROSS ALL AREAS OF THE UNIVERSITY THROUGH "NEW GIFTS AND COMMITMENTS," WHICH INCLUDE GIFTS OF CASH, GIFTS-IN-KIND, PLEDGES, UNREALIZED BEQUESTS, AND OTHER PLANNED GIFT COMMITMENTS. IN FY24, DONORS PROVIDED $30.4M IN NEW GIFTS AND COMMITMENTS. THIS MARKS THE FIRST TIME IN NIU HISTORY THAT PHILANTHROPIC ACHIEVEMENTS HAVE SURPASSED THE $30M MARK. EXCEPTIONAL RESULTS LIKE THESE ARE ACCOMPLISHED THROUGH UNIVERSITY WIDE PARTNERSHIPS AND THE EXTRAORDINARY GENEROSITY OF DONORS. THE UNIVERSITY WE SERVE STUDENT BODY NIU'S FOCUS ON REMOVING BARRIERS TO A HIGH-QUALITY EDUCATION CONTINUES TO ATTRACT TALENTED STUDENTS FROM ALL BACKGROUNDS WHO CLEARLY SEE NIU AS A PLACE WHERE THEY WILL SUCCEED. NIU'S OVERALL ENROLLMENT HELD STEADY FOR ACADEMIC YEAR 2024, BUOYED BY A SURGE IN TRANSFERS, AN ACADEMICALLY TALENTED FRESHMAN CLASS, AN UPTICK IN THE NUMBER OF NEW GRADUATE AND LAW STUDENTS AND CONTINUED REENROLLMENT SUCCESSES. THE ANNUAL 10-DAY COUNT SHOWS ENROLLMENT OF NEW TRANSFER STUDENTS INCREASED OVER LAST FALL BY MORE THAN 10%FOR A TOTAL OF 1,462 NEW STUDENTS COMING TO NIU FROM OTHER COLLEGES. THE AVERAGE HIGH SCHOOL GPA OF THE ALMOST 2,000 NEW FRESHMAN HUSKIES IS 3.39, THE THIRD HIGHEST ON RECORD; NEARLY 20% OF THOSE STUDENTS HAD 4.0 HIGH SCHOOL GPAS, WITH EACH EARNING A MERIT SCHOLARSHIP OF $7,000. SIMILARLY, NEW FRESHMEN WITH STELLAR HIGH SCHOOL GPAS OF 3.7 OR HIGHER REPRESENTED 36% OF THE 2024 CLASS. THE UNIVERSITY HAS BUILT UPON RECRUITMENT INITIATIVES AND PARTNERSHIPS TO ENSURE THAT THE INCOMING CLASS REFLECTS THE DEMOGRAPHIC DIVERSITY OF OUR REGION AND CHANGING FACE OF AMERICA. IN ADDITION, ONE OF EVERY TWO NEW FRESHMEN IS A FIRST-GENERATION COLLEGE STUDENT; 66% OF NEW FRESHMEN AND 47% OF NEW TRANSFERS ARE STUDENTS OF COLOR. NIU ALSO REMAINS ON A TRAJECTORY TO BECOME A FULLY DESIGNATED HISPANIC-SERVING INSTITUTION (HSI), WITH LATINX STUDENTS REPRESENTING MORE THAN ONE-QUARTER OF THE TOTAL UNDERGRADUATE POPULATION FOR THE SECOND CONSECUTIVE YEAR. GUIDED BY STRATEGIC ENROLLMENT MANAGEMENT PLANNING AND THE BELIEF THAT EVERY STUDENT WHO ATTENDS NIU DESERVES THE SUPPORT NECESSARY TO ACHIEVE SUCCESS, THE UNIVERSITY WORKS TO PROVIDE RESOURCES THAT HELP HUSKIES SUCCESSFULLY NAVIGATE THEIR PATHS TOWARD GRADUATION AND FULFILLING CAREERS. THE REENROLLMENT RATE OF CONTINUING UNDERGRADUATES IS AT A SEVEN-YEAR HIGH. A LEADER IN SOCIAL MOBILITY NIU RATES AMONG THE NATION'S LEADING INSTITUTIONS OF HIGHER EDUCATION FOR SOCIAL MOBILITY, ACCORDING TO THE 2025 WALL STREET JOURNAL/COLLEGE PULSE RANKINGS. THE RANKINGS OF 500 INSTITUTIONS PLACE NIU AT NO. 38THE SECOND HIGHEST RANKING OF ANY ILLINOIS PUBLIC SCHOOL AND AMONG THE TOP FIVE UNIVERSITIES IN THE MIDWEST. COLLEGES AT THE TOP OF THE SOCIAL-MOBILITY RANKINGS TAKE IN HIGH PROPORTIONS OF LOW-INCOME STUDENTS AND EXCEL AT IMPROVING THOSE STUDENTS' GRADUATION RATES AND THEIR SALARIES LATER IN LIFE, ACCORDING TO THE WALL STREET JOURNAL. THE UNIVERSITY HAS IN RECENT YEARS SIGNIFICANTLY INCREASED DIVERSITY AMONG ITS SCHOLARSHIP RECIPIENTS. TEST-FREE ADMISSIONS AND MERIT SCHOLARSHIP POLICIES HELP TO ATTRACT AND FOSTER THE SUCCESS OF HUSKIES FROM ALL BACKGROUNDS. NIU HAS WORKED TO CLOSE GAPS IN ACADEMIC ACHIEVEMENT AND DEGREE ATTAINMENT FOR LOW-INCOME AND FIRST-GENERATION STUDENTS, AND TO ENSURE THAT STUDENTS ARE COMPETITIVE FOR STRONG FIRST JOBS OR GRADUATE EDUCATION OPPORTUNITIES. IN FY24, THE NIU FOUNDATION PROVIDED MORE THAN $3.8 M TO STUDENTS FOR SCHOLARSHIPS AND AID. THESE SCHOLARSHIPS PLAY AN IMPORTANT ROLE IN MAKING A COLLEGE EDUCATION A REALITY FOR ALL NIU STUDENTS. THIS SUPPORT HAS ALSO PROVEN KEY TO PERSISTENCE, HELPING STUDENTS BECOME PROUD HUSKIE ALUMNI. IN FACT, NINE OUT OF 10 STUDENTS WHO RECEIVE NIU FOUNDATION SCHOLARSHIPS GRADUATE. COMMITTED TO A SUSTAINABLE FUTURE AS ONE OF THE LARGEST STATE UNIVERSITIES IN ILLINOIS, NIU HAS COMMITTED TO A HEALTHY, SUSTAINABLE FUTURE FOR OUR STUDENTS AND COMMUNITIES. THE UNIVERSITY STRIVES TO INTEGRATE SUSTAINABILITY INTO EDUCATIONAL OPPORTUNITIES, RESEARCH, AND CAMPUS OPERATIONS, AS WELL AS TO SERVE AS A MODEL TO THE BROADER NORTHERN ILLINOIS COMMUNITY. NIU APPROACHES CAMPUS SUSTAINABILITY IN AN INCLUSIVE WAY, AS FINDING SOLUTIONS TO COMPLEX CHALLENGES LIKE CLIMATE CHANGE REQUIRES STRATEGIES THAT ARE ENVIRONMENTALLY SOUND, SOCIALLY JUST AND ECONOMICALLY VIABLE. WHEN PRESIDENT LISA FREEMAN SIGNED THE SECOND NATURE CARBON COMMITMENT IN 2022, IT CEMENTED NIU'S DEDICATION TO CLIMATE ACTION AND SET IN MOTION A PLANNING PROCESS TO INCORPORATE SUSTAINABILITY INTO ALL OF CAMPUS LIFE AND DECISIONS. NIU'S SUSTAINABILITY AND CLIMATE ACTION PLAN IS AN EXCITING, COMPREHENSIVE, ACTIONABLE PLAN THAT WILL SERVE AS A ROADMAP FOR ITS SUSTAINABILITY EFFORTS IN THE FUTURE. FACULTY WHO TEACH AND DO NIU'S NATIONALLY AND INTERNATIONALLY RECOGNIZED FACULTY ARE DEDICATED TO ADVANCING THEIR ACADEMIC DISCIPLINES, WORKING BEYOND TRADITIONAL BOUNDARIES, AND CREATING SUSTAINABLE SOLUTIONS TO COMPLEX SOCIETAL PROBLEMS. ADVANCING TRANSDISCIPLINARY SCHOLARSHIP IS ESSENTIAL TO PREPARING STUDENTS FOR A CENTURY OF CHANGE. THE UNIVERSITY'S PLAN FOR THE NORTHERN ILLINOIS CENTER FOR COMMUNITY SUSTAINABILITY, COMMONLY REFERRED TO AS NICCS, IS AN EXCELLENT EXAMPLE. NICCS ADDRESSES THE CHALLENGES OF ENVIRONMENTAL CHANGE, SHIFTING DEMOGRAPHICS AND SOCIOPOLITICAL INEQUITY IMPACTING OUR REGION AND THE WORLD, AND CONNECTS RESEARCH AND INNOVATION TO ADVANCE SUSTAINABILITY IN FOOD SYSTEMS, WATER RESOURCES AND ENVIRONMENTAL ADAPTATION WHILE ALSO PROMOTING SCIENCE-BASED POLICIES AND PRACTICES FOR COMMUNITIES. NICCS IS A HUB IN THE ILLINOIS INNOVATION NETWORK. THE NETWORK CONNECTS ILLINOIS PUBLIC UNIVERSITIES AND SUPPORTS COLLABORATION TO DRIVE INCLUSIVE INNOVATION, EQUITABLE WORKFORCE DEVELOPMENT, AND SUSTAINABLE ECONOMIC GROWTH THROUGHOUT OUR STATE. NIU FACULTY ARE ALSO CONDUCTING CUTTING-EDGE, TRANSDISCIPLINARY RESEARCH IN RELATIVELY NEW FIELDS SUCH AS URBAN-REGIONAL MODELING, DISASTER ATTRIBUTION, CONTROLLED ENVIRONMENT AGRICULTURE, PRAIRIE RESTORATION AND FOREVER CHEMICALS. MOREOVER, WE ARE FORGING TIES BETWEEN THE UNIVERSITY, COMMUNITY, GOVERNMENT AND BUSINESSES, WITH PROJECTS UNDERWAY BETWEEN NIU AND THE U.S. GEOLOGICAL SURVEY, ARGONNE NATIONAL LABORATORY, THE DEKALB COUNTY COMMUNITY GARDENS, THE UNIVERSITY OF ILLINOIS, AND SOUTHERN ILLINOIS UNIVERSITY. THESE AND MYRIAD OTHER PROJECTS PROVIDE THE OPPORTUNITY FOR STUDENTS TO PARTICIPATE IN CUTTING-EDGE RESEARCH ALONGSIDE FACULTY WHO ARE LEADERS IN THEIR FIELDS. THESE OPPORTUNITIES ARE A HALLMARK OF THE UNDERGRADUATE EXPERIENCE AT NIU. PRIVATE DONATIONS HELP MAKE THESE EXPERIENCES POSSIBLE BY SUPPORTING INITIATIVES LIKE RESEARCH ROOKIES, A PROGRAM THAT LINKS FIRST-YEAR AND SOPHOMORE STUDENTS WITH FACULTY MENTORS IN THEIR AREAS OF INTEREST TO CONDUCT SMALL SCALE RESEARCH PROJECTS. EVIDENCE STRONGLY INDICATES THAT STUDENT RESEARCH PARTICIPATION INCREASES RETENTION AND BOLSTERS JOB AND GRADUATE SCHOOL OPPORTUNITIES. IN FY24, THE NIU FOUNDATION SUPPLIED NEARLY $8.6M TO SUPPORT CAMPUS DEPARTMENTS, PROGRAMS AND PROFESSORSHIPS. THE NIU FOUNDATION: GATHERING SUPPORT CONNECTING OUR ALUMNI NIU HAS A FIERCELY PROUD ALUMNI BASE OF MORE THAN 260,000 HUSKIES. THEY BOAST ACCOMPLISHED CAREERS IN A DIVERSE ARRAY OF PROFESSIONS AND PRIMARILY RESIDE IN THE NORTHERN ILLINOIS REGION. THESE GRADUATES CREATE DYNAMIC PROFESSIONAL NETWORKS FOR STUDENTS AND FACULTY AND PROVIDE ECONOMIC VITALITY TO THE REGION AND STATE. ALUMNI ALSO REPRESENT A VAST PIPELINE OF SUPPORT FOR THE UNIVERSITY. IN FY24, THE NIU FOUNDATION HOSTED MORE THAN 116 ENGAGEMENT EVENTS CONNECTING ALUMNI AND DONORS WITH NIU, EACH OTHER, AND THE STUDENTS WHO BENEFIT FROM THEIR SUPPORT. THESE EVENTS ALSO PROVIDE VALUABLE OPPORTUNITIES FOR ALUMNI AND DONORS TO MEET WITH NIU PRESIDENT LISA C. FREEMAN AND OTHER KEY UNIVERSITY LEADERS TO LEARN MORE ABOUT THE UNIVERSITY'S VISION AND STRATEGIC DIRECTION. IN FY24, 3,297 PEOPLE ATTENDED THESE EVENTS, 516 OF WHOM WERE FIRST-TIME EVENT ATTENDEES. |
| FORM 990, PART V, LINE 2A | THE FOUNDATION DID NOT COMPENSATE THE INDIVIDUALS LISTED IN PART VII. NIU, AN ORGANIZATION THAT DOES NOT MEET THE RELATED ORGANIZATION REQUIREMENTS OF THE FORM 990 INSTRUCTIONS, PAYS THE INDIVIDUALS AND ISSUES THEIR W-2S. |
| FORM 990, PART VI, SECTION A, LINE 2 | CYNTHIA CROCKER AND JEFFREY LIESENDAHL PERSONALLY USE THE SERVICES OF SAVANT CAPITAL, FOR WHICH BOARD MEMBER BRENT BRODESKI SERVES AS THE CEO. |
| FORM 990, PART VI, SECTION B, LINE 11B | THE BOARD HAS ADOPTED THE PRACTICE THAT THE AUDIT COMMITTEE, THE PRESIDENT/CEO, DIRECTOR OF FINANCE AND STRATEGIC PRIORITIES AND CONTROLLER REVIEW THE FORM 990. THE BOARD MEMBERS ARE THEN PROVIDED A COPY OF THE FORM 990 BEFORE IT IS FILED. IT IS REVIEWED AT THE BOARD MEETING PRIOR TO FILING. IN ADDITION, THE AUDIT COMMITTEE OFFERS AN AUDIT AND 990 WORKSHOP TO ALL BOARD MEMBERS TO GET A DEEPER UNDERSTANDING OF THE AUDIT AND TAX FILINGS. |
| FORM 990, PART VI, SECTION B, LINE 12C | ALL DIRECTORS, BOARD MEMBERS AND KEY EMPLOYEES ARE GIVEN A COPY THE CONFLICT OF INTEREST POLICY. THEY ARE ALSO REQUIRED TO COMPLETE AND SIGN A CONFLICT OF INTEREST DISCLOSURE REPORT. THE AUDIT COMMITTEE REVIEWS THE CONFLICT OF INTEREST REPORTS ANNUALLY. AT THE BEGINNING OF EACH BOARD MEETING, THE BOARD CHAIR CALLS FOR ANY CONFLICT OF INTEREST ON AGENDA ITEMS TO BE DISCLOSED BY THE BOARD MEMBER. POTENTIAL CONFLICTS ARE DISCLOSED AND BOARD MEMBER RECUSES THEMSELVES FROM DISCUSSIONS AND VOTES ON RELATED MATTERS. |
| FORM 990, PART VI, SECTION B, LINE 15 | THE NIU FOUNDATION'S BOARD OF DIRECTORS ARE NOT COMPENSATED. NIU FOUNDATION ASSIGNED EMPLOYEES ARE NOT PAID DIRECTLY BY THE NIU FOUNDATION. THE NIU FOUNDATION ASSIGNED EMPLOYEES ARE PAID BY THE UNIVERSITY AND THE NIU FOUNDATION REIMBURSES THE UNIVERSITY. NIU MAINTAINS A REGULAR COMPENSATION PROCESS FOR THE FOUNDATION PRESIDENT, WHICH INCLUDES THE USE OF COMPARABLE DATA. IN CONSULTATION WITH THE UNIVERSITY PRESIDENT AND IN ACCORDANCE WITH UNIVERSITY POLICIES AND PRACTICE, THE COMPENSATION COMMITTEE RECOMMENDS APPROPRIATE COMPENSATION LEVELS FOR THE NIU FOUNDATION PRESIDENT AND CEO TO THE BOARD FOR APPROVAL. |
| FORM 990, PART VI, SECTION C, LINE 19 | THE FOUNDATION'S GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY, AND FINANCIAL STATEMENTS ARE AVAILABLE UPON REQUEST. |
| FORM 990, PART VII, LINE 1A | THE FOUNDATION AND UNIVERSITY DO NOT MEET THE DEFINITION OF RELATED ORGANIZATIONS AS DEFINED IN THE INSTRUCTIONS TO THE FORM 990. THE UNIVERSITY PAYS THE INDIVIDUALS LISTED IN PART VII. DUE TO THE SIGNIFICANCE OF THE RELATIONSHIP, THE FOUNDATION CHOOSES TO REPORT THE RELATIONSHIP. |
| FORM 990, PART IX, LINES 5 AND 7 | THE FOUNDATION DID NOT COMPENSATE INDIVIDUALS. NIU, AN ORGANIZATION THAT DOES NOT MEET THE RELATED ORGANIZATION REQUIREMENTS OF THE FORM 990 INSTRUCTIONS, PAYS THE INDIVIDUALS. BECAUSE OF THIS, THE SALARIES OF THE INDIVIDUALS ARE SHOWN AS OTHER FEES FOR SERVICES. |
| PART IX; STATEMENT OF FUNCTIONAL EXPENSE | NORTHERN ILLINOIS UNIVERSITY PROVIDES IN-KIND SERVICE CONTRIBUTIONS WHICH ARE REFLECTED IN THE AUDITED FINANCIAL STATEMENTS BUT ARE NOT RECOGNIZED FOR TAX REPORTING PURPOSES. THE AMOUNT OF IN-KIND SERVICE CONTRIBUTIONS FOR FISCAL YEAR 2024 IS $4,811,520. THIS IS INCLUDED AS A RECONCILING ITEM ON SCHEDULE D. |
| FORM 990, PART XI, LINE 9: | TRANSFER OF ASSETS TO NIU -16,532,143. CHANGE IN FOUNDATION EQUITY 3,500. |
| PART III LINE 4A NARRATIVE CONTINUATION | ENDOWMENT: INVESTING FOR THE FUTURE THE NIU FOUNDATION ENDOWMENT PROVIDES A STRATEGIC BASE OF FUNDING TO SUSTAIN EXCELLENCE AT NIU. AS OF JUNE 30, 2024, THE NIU FOUNDATION HELD NET ASSETS OF $166.5M, $113.6M OF WHICH WERE ENDOWMENT. THE NIU FOUNDATION ENDOWMENT FUND IS OVERSEEN BY MEMBERS OF THE NIU FOUNDATION BOARD OF DIRECTORS, ALL OF WHOM ARE GENEROUS DONORS THEMSELVES. THE BOARD'S INVESTMENT COMMITTEE SETS AND EXECUTES AN INVESTMENT POLICY AIMED TO ATTAIN THE HIGHEST POSSIBLE TOTAL RATE OF RETURN, COMMENSURATE WITH AN APPROPRIATE DEGREE OF RISK; PROVIDE GROWTH OF THE MARKET VALUE OF THE ENDOWMENT'S PRINCIPAL TO PROTECT AGAINST INFLATION; AND GENERATE CASH FLOW TO FUND SCHOLARSHIPS AND OTHER PRIORITIES. ANOTHER IMPORTANT INVESTMENT MADE BY THE NIU FOUNDATION IS IN THE CREATION OF OPPORTUNITIES FOR STUDENTS TO BE INVOLVED IN THE LIFE OF OUR WORK. THE NIU FOUNDATION BOARD OF DIRECTORS HAS TWO ACTIVE, VOTING MEMBERS FROM THE STUDENT BODY WHOSE INPUT IS HIGHLY SOUGHT AND VALUED, AND DOZENS OF STUDENTS GAIN VALUABLE EXPERIENCE WORKING IN THE FOUNDATION'S VARIOUS DEPARTMENTS FROM ALUMNI RELATIONS, ACCOUNTING, COMMUNICATIONS, AND DONOR RELATIONS. IN ADDITION, THE FOUNDATION SPONSORS TWO STUDENT-MANAGED PORTFOLIO PROGRAMS IN PARTNERSHIP WITH OUR NATIONALLY RANKED COLLEGE OF BUSINESS THAT PROVIDE STUDENT ANALYSTS WITH REAL-WORLD EXPERIENCE IN INVESTMENT AND PORTFOLIO MANAGEMENT. CAPITAL PROJECTS OVER THE PAST 20 YEARS, NIU DONORS HAVE LITERALLY CHANGED THE LANDSCAPE OF THE UNIVERSITY BY PROVIDING STATE-OF-THE-ART FACILITIES THAT SIMPLY WOULD NOT EXIST WITHOUT PRIVATE SUPPORT. CAMPUS LANDMARKS SUCH AS BARSEMA HALL, THE BARSEMA ALUMNI AND VISITORS CENTER, THE YORDON CENTER, AND THE KENNETH AND ELLEN CHESSICK PRACTICE FACILITY WERE MADE POSSIBLE THROUGH THE GENEROSITY OF DONORS. FUNDRAISING CONTINUES FOR EXCITING NEW BUILDING ON CAMPUS SUCH AS THE BAUSTERT BAHWELL HEALTH TECHNOLOGY CENTER, THE CENTER FOR GREEK LIFE, AND THE NORTHERN ILLINOIS CENTER FOR COMMUNITY SUSTAINABILITY, COMMONLY REFERRED TO AS NICCS. IN FY24 MORE THAN $1.2M WAS SPENT ON BUILDING PROJECTS AND EQUIPMENT TO ENHANCE THE LEARNING AND LIVING ENVIRONMENT AT NIU. LOOKING AHEAD: THE FUTURE LOOKS BRIGHT A UNIVERSITY WITH THE ENERGY AND MOMENTUM OF NIU REQUIRES AN EVER-INCREASING LEVEL OF SUPPORT. IN ANTICIPATION OF THESE NEEDS, THE NIU FOUNDATION IS CONDUCTING A COMPREHENSIVE CAMPAIGN TO ENSURE THAT POSITIVE ENERGY AND LIFE-CHANGING MOMENTUM CONTINUE FOR GENERATIONS OF HARDWORKING, DEDICATED HUSKIES. THE ENGAGEMENT AND SUPPORT OF NIU DONORS AND ALUMNI ARE ALWAYS INVALUABLE, BUT EVEN MORE SO AS THE NIU FOUNDATION NEARS LAUNCHING THE MOST ASPIRATIONAL MULTIYEAR COMPREHENSIVE FUNDRAISING CAMPAIGN IN NIU HISTORY. THROUGH A UNITED EFFORT AND A VISIONARY PLAN FOR THE FUTURE, OUR ABILITY TO MEET THE NEEDS OF OUR STUDENTS AND SOCIETY'S CHALLENGES WILL BE ENHANCED AND ENERGIZED DUE TO THE MANY CONTRIBUTIONS OF OUR CAMPUS COMMUNITY AND THE CONTINUED GENEROSITY OF OUR ALUMNI AND DONORS. |
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