United Board for Christian Higher Education in Asia 
The information on this page was last updated 5/22/2026. If you see errors or omissions, please email: [email protected]
Summary
Championing Whole Person Education and Collaborative Leadership in Asian Higher Education
Contact information
Mailing address:
475 Riverside Drive, Suite 1221
New York, NY 10115
Website: unitedboard.org
Phone: (212) 870-2600
Email: [email protected]
Organization details
EIN: 135562367
CEO/President: Pareena G. Lawrence
Chairman: Su Yon Pak
Board size: 17
Founder:
Ruling year: 1946
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: No
Member of ECFA since:
Purpose
A thriving network of Christian higher education in Asia, shaping and embracing the future through collaboration and innovation, inspired and transformed by Whole Person Education.
Mission statement
The United Board for Christian Higher Education in Asia collaborates with institutions to enhance leadership, nurture innovation, and support learning that forms the whole person, enabling communities to lead with purpose, vision, courage, and integrity.
Statement of faith
Donor confidence score
Show donor confidence score details
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Transparency grade
C
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Christian Growth
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 1166 of 1435 | 50 of 72 |
| Fund acquisition rating | | 865 of 1435 | 38 of 72 |
| Resource allocation rating | | 863 of 1435 | 34 of 72 |
| Asset utilization rating | | 1234 of 1436 | 62 of 72 |
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 | 6% | 9% | 8% | 17% | 20% | 16% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 4% | 2% | 8% | 12% | 5% | 6% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 75% | 25% | 97% | 71% | 26% | 36% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 4% | 6% | 7% | 10% | 10% | 9% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 25% | 75% | 3% | 29% | 74% | 64% |
| Operating ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Program expense ratio Program expense ratio = Program services / Total expenses | 80% | 78% | 80% | 70% | 74% | 76% |
Spending ratio Spending ratio = Total expenses / Total revenue | 97% | 36% | 117% | 118% | 52% | 65% |
Program output ratio Program output ratio = Program services / Total revenue | 80% | 28% | 93% | 83% | 39% | 50% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 3% | 64% | -17% | -18% | 48% | 35% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 3% | 16% | -1% | -1% | 6% | 3% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 13% | 16% | 13% | 19% | 16% | 15% |
| Investing ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.09 | 0.09 | 0.09 | 0.07 | 0.06 | 0.05 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.37 | 1.29 | 1.56 | 1.57 | 1.57 | 1.58 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.89 | 0.11 | 0.14 | 0.10 | 0.10 | 0.08 |
| Liquidity ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Current ratio Current ratio = Total current assets / Total current liabilities | 10.83 | 216.80 | 95.86 | 104.18 | 133.81 | 244.72 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.07 | 0.00 | 0.01 | 0.01 | 0.01 | 0.00 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 5.77 | 103.91 | 83.48 | 115.48 | 117.03 | 145.34 |
| Solvency ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 9% | 1% | 1% | 1% | 1% | 0% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 74% | 1115% | 1087% | 1507% | 1536% | 1908% |
Financials
| Balance sheet | |||||
| Assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Cash | $14,491,247 | $7,005,177 | $9,917,835 | $6,693,717 | $11,143,757 |
| Receivables, inventories, prepaids | $427,599 | $722,157 | $1,253,202 | $1,137,600 | $1,314,955 |
| Short-term investments | $125,835,320 | $98,788,909 | $86,918,925 | $82,129,683 | $96,024,273 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $140,754,166 | $106,516,243 | $98,089,962 | $89,961,000 | $108,482,985 |
| Long-term investments | $40,149,999 | $59,247,991 | $54,913,370 | $51,213,462 | $61,938,524 |
| Fixed assets | $59,553 | $56,061 | $62,505 | $74,848 | $100,184 |
| Other long-term assets | $505,780 | $396,402 | $507,190 | $345,079 | $458,487 |
| Total long-term assets | $40,715,332 | $59,700,454 | $55,483,065 | $51,633,389 | $62,497,195 |
| Total assets | $181,469,498 | $166,216,697 | $153,573,027 | $141,594,389 | $170,980,180 |
| Liabilities | 2025 | 2024 | 2023 | 2022 | 2021 |
| Payables and accrued expenses | $649,226 | $1,111,161 | $941,580 | $672,280 | $443,289 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $649,226 | $1,111,161 | $941,580 | $672,280 | $443,289 |
| Debt | $0 | $0 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $475,846 | $344,733 | $499,661 | $318,557 | $324,943 |
| Total long-term liabilities | $475,846 | $344,733 | $499,661 | $318,557 | $324,943 |
| Total liabilities | $1,125,072 | $1,455,894 | $1,441,241 | $990,837 | $768,232 |
| Net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Without donor restrictions | $105,310,573 | $96,230,577 | $90,310,444 | $84,475,493 | $102,666,130 |
| With donor restrictions | $75,033,853 | $68,530,226 | $61,821,342 | $56,128,059 | $67,545,818 |
| Net assets | $180,344,426 | $164,760,803 | $152,131,786 | $140,603,552 | $170,211,948 |
| Revenues and expenses | |||||
| Revenue | 2025 | 2024 | 2023 | 2022 | 2021 |
| Total contributions | $11,404,927 | $12,554,950 | $6,073,380 | $4,601,656 | $4,942,336 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $33,838,121 | $378,581 | $2,483,263 | $12,883,912 | $8,803,649 |
| Other revenue | $0 | $0 | $0 | $0 | $0 |
| Total other revenue | $33,838,121 | $378,581 | $2,483,263 | $12,883,912 | $8,803,649 |
| Total revenue | $45,243,048 | $12,933,531 | $8,556,643 | $17,485,568 | $13,745,985 |
| Expenses | 2025 | 2024 | 2023 | 2022 | 2021 |
| Program services | $12,617,575 | $12,061,304 | $7,102,000 | $6,743,412 | $6,820,783 |
| Management and general | $2,535,828 | $2,029,685 | $1,950,093 | $1,471,254 | $1,306,719 |
| Fundraising | $1,026,369 | $1,060,960 | $1,042,723 | $941,191 | $792,863 |
| Total expenses | $16,179,772 | $15,151,949 | $10,094,816 | $9,155,857 | $8,920,365 |
| Change in net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Surplus (deficit) | $29,063,276 | ($2,218,418) | ($1,538,173) | $8,329,711 | $4,825,620 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $29,063,276 | ($2,218,418) | ($1,538,173) | $8,329,711 | $4,825,620 |
Compensation
| Name | Title | Compensation |
| Pareena G Lawrence | President | $499,352 |
| Gladys Malloy | VP Finance & Admin | $303,646 |
| Trudy Loo | Director of Development | $224,403 |
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 5/22/2026. To update the information below, please email: [email protected]
History
Founded in 1922, the United Board's work in its first three decades focused on 13 Christian colleges and universities in China: Fukien Christian University, Ginling College, Hangchow University, Huachung University, Hwa Nan College, Lingnan University, Nanking University, St. John's University, University of Shanghai, Shantung Christian University, Soochow University, West China Union University, and Yenching University.
The United Board took its name from the union of the governing boards of these institutions, which recognized the benefits of combining their efforts to create and sustain higher education institutions. United Board support came in the form of raising funds and coordinating their use to support capital construction, library collections, student scholarships and other critical educational functions, including sponsoring visiting American faculty and staff.
The United Board suspended its work in China in 1951 and shifted its efforts to other places, becoming the largest single source of funding support of Tunghai University in Taiwan and providing major support to Chung Chi College in Hong Kong in its early years. Elsewhere in Asia, the United Board provided critical assistance to International Christian University in Japan, Yonsei University in Korea, and Silliman University in the Philippines. Later decades brought expansion of the United Board's work to additional institutions in Cambodia, Hong Kong, India, Indonesia, Japan, Korea, Laos, Macau, Malaysia, Myanmar, Taiwan, Thailand, Timor-Leste, and Vietnam. The United Board was formally invited to return to mainland China in 1980, and has provided extensive support there for faculty development, new academic disciplines, and programs to improve teaching and learning.
Today our network continues to thrive and grow. In recent years, we have worked with more than 250 institutions of higher education, from 27 countries and regions, providing scholarships, fellowships, training, professional development, project grants, and general support to promote whole person education in Asia.