Gordon College 
The information on this page was last updated 1/27/2026. If you see errors or omissions, please email: [email protected]
Summary
Gordon College is a distinctive blend: an outstanding nationally ranked liberal arts institution that retains its roots in the Christian faith, a strong residential community, and a splendid location-just north of the intellectual hub of Boston, and right near the shoreline of Cape Ann. Our faith is the foundation for all that we are-individually, collectively and institutionally. With a spirit of support and collaboration, we are set free in Christ to think critically, engage new ideas and pursue truth.
Contact information
Mailing address:
Gordon College
255 Grapevine Road
Wenham, MA 01984
Website: gordon.edu
Phone: 978-867-4000
Email: [email protected]
Organization details
EIN: 042104258
CEO/President: Michael D. Hammond
Chairman: Carrie Tibbles
Board size: 21
Founder: Dr. Adoniram Judson (A.J.) Gordon
Ruling year: 1941
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: Yes
Member of ECFA since: 1987
Purpose
Our primary responsibility is to prepare students for the long haul, to make them spiritually, intellectually, relationally and professionally ready for a lifetime of growth-from the first job out of college and beyond, into fields not yet existing. In a time when individuals are likely to switch occupations (not just employers) over the course of a career, a strong liberal arts education offers flexibility and agility.
Mission statement
Gordon College strives to graduate men and women distinguished by intellectual maturity and Christian character, committed to lives of service and prepared for leadership worldwide.
Statement of faith
The 66 canonical books of the Bible as originally written were inspired of God, hence free from error. They constitute the only infallible guide in faith and practice. A careful translation, such as the New International Version, is sufficiently close to the original writings in text and meaning to be entitled to acceptance as the Word of God.
There is one God, the Creator and Preserver of all things, infinite in being and perfection. He exists eternally in three persons: the Father, Son and Holy Spirit, Who are of one substance and equal in power and glory.
Humankind, created in the image of God, through disobedience fell from a sinless state at the suggestion of Satan. This fall plunged humankind into a state of sin and spiritual death, and brought upon the entire race the sentence of eternal death. From this condition humankind can be saved only by the grace of God, through faith, on the basis of the work of Christ and by the agency of the Holy Spirit.
The eternally preexistent Son became incarnate without a human father by being born of Mary, the virgin. Thus, in the Lord Jesus Christ, divine and human natures were united in one Person, both natures being whole, perfect and distinct. To effect salvation He lived a sinless life and died on the cross as the sinner's substitute, shedding His blood for the remission of sins. On the third day He rose again in the body which had been laid in the tomb. He ascended to the right hand of the Father, where He performs the ministry of intercession. He will come once again, personally and visibly, to complete His saving work and to consummate the eternal plan of God.
The Holy Spirit is the Third Person of the Triune God. He applies to humankind the work of Christ. By justification and adoption, humankind is given a right standing before God. By regeneration, sanctification and glorification, humankind's nature is renewed.
The believer, having turned to God in penitent faith in the Lord Jesus Christ, is accountable to God for living a life separated from sin and characterized by the fruit of the Spirit. It is the responsibility of the believer to contribute by word and deed to the universal spread of the gospel.
At the end of the age, the bodies of the dead shall be raised. The righteous shall enter into full possession of eternal bliss in the presence of God and the wicked shall be condemned to eternal death.
Articles
Donor confidence score
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Transparency grade
C
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Financial efficiency ratings
Sector: Colleges/Universities
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 871 of 1420 | 111 of 155 |
| Fund acquisition rating | | 1009 of 1420 | 124 of 155 |
| Resource allocation rating | | 727 of 1420 | 68 of 155 |
| Asset utilization rating | | 672 of 1421 | 85 of 155 |
According to the organization's Form 990, it received $369,641 in government grants in 2025.
To understand our financial efficiency ratings, click here.
Financial ratios
| Funding ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 13% | 20% | 35% | 25% | 25% | 33% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 3% | 6% | 6% | 4% | 3% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 15% | 13% | 17% | 22% | 14% | 9% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 3% | 6% | 5% | 4% | 3% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 85% | 87% | 83% | 78% | 86% | 91% |
| Operating ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 85% | 84% | 86% | 86% | 88% |
Spending ratio Spending ratio = Total expenses / Total revenue | 96% | 100% | 103% | 118% | 98% | 83% |
Program output ratio Program output ratio = Program services / Total revenue | 81% | 85% | 87% | 101% | 85% | 73% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 4% | 0% | -3% | -18% | 2% | 17% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 2% | 0% | -2% | -8% | 1% | 11% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 14% | 13% | 11% | 10% | 10% | 8% |
| Investing ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.53 | 0.43 | 0.42 | 0.41 | 0.39 | 0.42 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.73 | 1.35 | 1.30 | 1.33 | 1.33 | 1.32 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.45 | 0.57 | 0.55 | 0.54 | 0.52 | 0.55 |
| Liquidity ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Current ratio Current ratio = Total current assets / Total current liabilities | 8.18 | 25.97 | 29.18 | 39.04 | 36.64 | 13.00 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.12 | 0.04 | 0.03 | 0.03 | 0.03 | 0.08 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.96 | 20.13 | 21.25 | 21.61 | 22.24 | 20.22 |
| Solvency ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 20% | 16% | 16% | 17% | 25% | 25% |
Debt ratio Debt ratio = Debt / Total assets | 10% | 9% | 9% | 10% | 17% | 16% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 148% | 197% | 200% | 204% | 191% | 181% |
Financials
| Balance sheet | |||||
| Assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Cash | $11,065,681 | $16,009,426 | $12,433,002 | $12,390,237 | $14,638,366 |
| Receivables, inventories, prepaids | $7,610,075 | $13,678,753 | $17,990,357 | $43,770,387 | $47,241,294 |
| Short-term investments | $126,075,461 | $114,422,855 | $106,622,783 | $87,743,198 | $101,554,210 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $144,751,217 | $144,111,034 | $137,046,142 | $143,903,822 | $163,433,870 |
| Long-term investments | $383,671 | $528,218 | $809,033 | $1,177,591 | $1,555,722 |
| Fixed assets | $43,011,716 | $42,574,121 | $44,256,172 | $46,205,132 | $48,850,361 |
| Other long-term assets | $6,794,789 | $706,161 | $313,896 | $647,264 | $1,586,999 |
| Total long-term assets | $50,190,176 | $43,808,500 | $45,379,101 | $48,029,987 | $51,993,082 |
| Total assets | $194,941,393 | $187,919,534 | $182,425,243 | $191,933,809 | $215,426,952 |
| Liabilities | 2025 | 2024 | 2023 | 2022 | 2021 |
| Payables and accrued expenses | $4,007,357 | $3,463,183 | $1,810,743 | $1,794,780 | $2,125,759 |
| Other current liabilities | $1,565,701 | $1,475,369 | $1,699,969 | $2,132,560 | $10,441,595 |
| Total current liabilities | $5,573,058 | $4,938,552 | $3,510,712 | $3,927,340 | $12,567,354 |
| Debt | $17,105,508 | $16,249,894 | $18,215,634 | $32,059,424 | $34,589,251 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $8,763,404 | $9,215,965 | $9,434,421 | $11,492,269 | $6,403,704 |
| Total long-term liabilities | $25,868,912 | $25,465,859 | $27,650,055 | $43,551,693 | $40,992,955 |
| Total liabilities | $31,441,970 | $30,404,411 | $31,160,767 | $47,479,033 | $53,560,309 |
| Net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Without donor restrictions | $78,754,407 | $73,710,572 | $69,717,043 | $39,659,421 | $38,059,146 |
| With donor restrictions | $84,745,016 | $83,804,551 | $81,547,433 | $104,795,355 | $123,807,497 |
| Net assets | $163,499,423 | $157,515,123 | $151,264,476 | $144,454,776 | $161,866,643 |
| Revenues and expenses | |||||
| Revenue | 2025 | 2024 | 2023 | 2022 | 2021 |
| Total contributions | $10,694,997 | $12,566,237 | $13,845,083 | $10,699,827 | $9,241,739 |
| Program service revenue | $61,010,711 | $56,896,658 | $55,608,078 | $56,350,598 | $73,102,265 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $10,437,824 | $6,564,170 | ($6,321,458) | $9,790,328 | $25,024,121 |
| Other revenue | $409,518 | $16,385 | ($365,030) | $33,740 | $32,623 |
| Total other revenue | $71,858,053 | $63,477,213 | $48,921,590 | $66,174,666 | $98,159,009 |
| Total revenue | $82,553,050 | $76,043,450 | $62,766,673 | $76,874,493 | $107,400,748 |
| Expenses | 2025 | 2024 | 2023 | 2022 | 2021 |
| Program services | $70,313,125 | $65,872,923 | $63,502,451 | $65,269,055 | $78,915,842 |
| Management and general | $10,486,388 | $8,341,267 | $7,186,359 | $7,553,341 | $7,600,001 |
| Fundraising | $2,157,074 | $4,364,752 | $3,477,319 | $2,719,164 | $3,012,566 |
| Total expenses | $82,956,587 | $78,578,942 | $74,166,129 | $75,541,560 | $89,528,409 |
| Change in net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Surplus (deficit) | ($403,537) | ($2,535,492) | ($11,399,456) | $1,332,933 | $17,872,339 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($403,537) | ($2,535,492) | ($11,399,456) | $1,332,933 | $17,872,339 |
Compensation
| Name | Title | Compensation |
| Michael D Hammond | President | $674,138 |
| Sandra Doneski | EVP For Academic Affairs | $214,262 |
| Britt Carlson Eaton | VP For Advancement | $182,959 |
| Robert Grinnell | Philanthropic Advisor | $181,228 |
| Jon Welty Peachy | Dean of Academic Affairs | $175,774 |
| Karen Davie | Chief Human Resources Officer | $165,714 |
| Christopher Carlson | Chief Student Affairs Officer | $145,730 |
| Timothy Breene | Executive VP | $143,250 |
Compensation data as of: 6/30/2025
Response from ministry
No response has been provided by this ministry.
The information below was provided to MinistryWatch by the ministry itself. It was last updated 1/27/2026. To update the information below, please email: [email protected]
History
Beginnings
Gordon College was founded in 1889 under the name Boston Missionary Training School. It is named for its founder, the Rev. Dr. Adoniram Judson (A. J.) Gordon, pastor of Boston's Clarendon Street Church and a prominent clergyman of the late 1800s. Within 30 years, Gordon grew well beyond the facilities it had used in various locations in Boston and in Newton, Massachusetts, as its student body expanded. The College then moved to the Fenway section of Boston, into a facility that was financed through a very generous gift given by Martha Frost.
The Big Move
Our growth soon surpassed even the Fenway facilities. In the late 1940s, James Higginbotham, a student pastor at Gordon Divinity School, approached Frederick Prince about selling his well endowed Wenham estate to Gordon. Impressed by Higginbotham, Prince sold the 1,000-acre estate to Gordon for a very small sum and donated a large sum to construct what would become the Prince Memorial Chapel. In 1955, Gordon moved to Wenham, Massachusetts, selling its old facilities to Wentworth Institute of Technology (WIT).
One Man's Vision-Two Realities
The College and associated divinity school flourished on Boston's North Shore. In 1970, the divinity school separated from the college and merged with the Conwell School of Theology (formerly in Philadelphia). The merged schools settled about two miles from the Gordon College campus, forming the Gordon-Conwell Theological Seminary in South Hamilton, Massachusetts. Though they share a common heritage, the college and seminary are no longer formally linked.
Common Goals
In 1985, Gordon merged with Barrington College (formerly in Barrington, Rhode Island); the combined school retained the name of Gordon College. At the merger, Barrington's distinguished history of Christian service and faithfulness became a part of Gordon's history. Both schools shared a common vision for Christian higher education, ministry, and service that made a merger of the institutions sensible for both schools. Gordon has worked to integrate Barrington's tradition and history into its own.
Program accomplishments
Gordon continues to be recognized for its commitment to educational excellence and its financial value. Gordon is one of the few Christian colleges to be included in both the Princeton Review's Best 380 Colleges and the US News and World Report's Best National Liberal Arts Colleges. Quality and value: these are the hallmarks of a wise investment with longstanding benefits. Many schools can tout one or the other, but rare is the institution that offers both.