Grove City College 
The information on this page was last updated 11/25/2024. If you see errors or omissions, please email: [email protected]
Summary
Grove City College is a highly-ranked, private liberal arts school that offers a top-quality education in a thoroughly Christian environment for about half the cost of other schools. Founded in 1876, and located an hour north of Pittsburgh, the College is committed to the principles of faith and freedom, a pioneer in independent private education and accepts no federal funds.
Contact information
Mailing address:
Grove City College
100 Campus Dr
Grove City, PA 16127
Website: gcc.edu
Phone: 724-458-2100
Email: [email protected]
Organization details
EIN: 251065148
CEO/President: Paul J. McNulty
Chairman: Edward D. Breen
Board size: 35
Founder: Isaac C. Ketler
Ruling year: 1942
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: No
Member of ECFA since:
Purpose
Grove City College strives to be a highly distinctive and comprehensive Christian liberal arts college of extraordinary value. Grounded in permanent ideas and conservative values and committed to the foundations of free society, we develop leaders of the highest proficiency, purpose, and principles ready to advance the common good.
Mission statement
Grove City College equips students to pursue their unique callings through a Christ-centered, academically excellent, and affordable learning and living experience.
Statement of faith
Donor confidence score
Transparency grade
D
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Colleges/Universities
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 474 of 1117 | 59 of 127 |
| Fund acquisition rating | | 9 of 1118 | 3 of 127 |
| Resource allocation rating | | 668 of 1118 | 77 of 127 |
| Asset utilization rating | | 847 of 1117 | 109 of 127 |
Financial ratios
| Funding ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 13% | 3% | 5% | 12% | 15% | 12% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 2% | 2% | 2% | 3% | 3% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 16% | 56% | 39% | 19% | 16% | 22% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 3% | 3% | 3% | 3% | 3% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 84% | 44% | 61% | 81% | 84% | 78% |
| Operating ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 81% | 81% | 82% | 82% | 81% |
Spending ratio Spending ratio = Total expenses / Total revenue | 98% | 52% | 71% | 89% | 101% | 94% |
Program output ratio Program output ratio = Program services / Total revenue | 82% | 42% | 57% | 73% | 83% | 76% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 2% | 48% | 29% | 11% | -1% | 6% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 1% | 18% | 9% | 3% | 0% | 2% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 13% | 16% | 16% | 15% | 16% | 16% |
| Investing ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.53 | 0.18 | 0.21 | 0.23 | 0.23 | 0.24 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.64 | 2.14 | 2.57 | 3.19 | 2.89 | 2.97 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.44 | 0.38 | 0.55 | 0.74 | 0.66 | 0.72 |
| Liquidity ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Current ratio Current ratio = Total current assets / Total current liabilities | 7.92 | 24.33 | 22.27 | 13.83 | 15.51 | 13.10 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.13 | 0.04 | 0.04 | 0.07 | 0.06 | 0.08 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 7.38 | 30.03 | 20.94 | 15.07 | 16.90 | 15.38 |
| Solvency ratios | Sector median | 2024 | 2023 | 2022 | 2021 | 2020 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 24% | 5% | 6% | 7% | 7% | 8% |
Debt ratio Debt ratio = Debt / Total assets | 11% | 0% | 1% | 1% | 1% | 2% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 151% | 527% | 442% | 403% | 406% | 381% |
Financials
| Balance sheet | |||||
| Assets | 2024 | 2023 | 2022 | 2021 | 2020 |
| Cash | $12,071,314 | $6,064,848 | $4,833,463 | $3,003,034 | $500,322 |
| Receivables, inventories, prepaids | $113,860,923 | $45,655,170 | $9,483,915 | $10,754,035 | $11,384,003 |
| Short-term investments | $114,218,359 | $106,491,105 | $99,113,942 | $112,752,899 | $97,860,605 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $240,150,596 | $158,211,123 | $113,431,320 | $126,509,968 | $109,744,930 |
| Long-term investments | $99,799,108 | $88,433,813 | $89,979,733 | $79,508,328 | $56,023,414 |
| Fixed assets | $166,457,346 | $152,527,409 | $153,897,782 | $153,480,422 | $157,618,651 |
| Other long-term assets | $6,624,411 | $6,822,937 | $5,078,271 | $6,042,904 | $3,090,641 |
| Total long-term assets | $272,880,865 | $247,784,159 | $248,955,786 | $239,031,654 | $216,732,706 |
| Total assets | $513,031,461 | $405,995,282 | $362,387,106 | $365,541,622 | $326,477,636 |
| Liabilities | 2024 | 2023 | 2022 | 2021 | 2020 |
| Payables and accrued expenses | $7,511,569 | $4,574,384 | $6,150,241 | $6,089,184 | $4,397,765 |
| Other current liabilities | $2,360,404 | $2,531,351 | $2,049,663 | $2,065,680 | $3,982,786 |
| Total current liabilities | $9,871,973 | $7,105,735 | $8,199,904 | $8,154,864 | $8,380,551 |
| Debt | $1,034,633 | $2,069,267 | $4,213,679 | $5,478,898 | $6,766,874 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $16,675,961 | $14,402,918 | $11,912,963 | $10,424,067 | $10,081,653 |
| Total long-term liabilities | $17,710,594 | $16,472,185 | $16,126,642 | $15,902,965 | $16,848,527 |
| Total liabilities | $27,582,567 | $23,577,920 | $24,326,546 | $24,057,829 | $25,229,078 |
| Net assets | 2024 | 2023 | 2022 | 2021 | 2020 |
| Without donor restrictions | $163,478,684 | $151,635,044 | $147,977,804 | $146,601,394 | $143,787,384 |
| With donor restrictions | $321,970,210 | $230,782,318 | $190,082,756 | $194,882,399 | $157,461,174 |
| Net assets | $485,448,894 | $382,417,362 | $338,060,560 | $341,483,793 | $301,248,558 |
| Revenues and expenses | |||||
| Revenue | 2024 | 2023 | 2022 | 2021 | 2020 |
| Total contributions | $99,726,334 | $48,170,362 | $18,294,168 | $13,717,159 | $18,323,543 |
| Program service revenue | $73,117,122 | $68,291,568 | $66,487,158 | $63,477,290 | $60,250,217 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $4,884,252 | $5,075,353 | $9,112,649 | $4,757,065 | $4,577,332 |
| Other revenue | $778,947 | $633,399 | $597,914 | $1,306,227 | $834,681 |
| Total other revenue | $78,780,321 | $74,000,320 | $76,197,721 | $69,540,582 | $65,662,230 |
| Total revenue | $178,506,655 | $122,170,682 | $94,491,889 | $83,257,741 | $83,985,773 |
| Expenses | 2024 | 2023 | 2022 | 2021 | 2020 |
| Program services | $74,295,243 | $70,007,757 | $68,580,680 | $68,702,963 | $64,121,306 |
| Management and general | $14,986,127 | $14,020,147 | $12,978,401 | $13,197,970 | $12,827,215 |
| Fundraising | $2,752,811 | $2,576,081 | $2,244,997 | $2,121,357 | $2,156,208 |
| Total expenses | $92,034,181 | $86,603,985 | $83,804,078 | $84,022,290 | $79,104,729 |
| Change in net assets | 2024 | 2023 | 2022 | 2021 | 2020 |
| Surplus (deficit) | $86,472,474 | $35,566,697 | $10,687,811 | ($764,549) | $4,881,044 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $86,472,474 | $35,566,697 | $10,687,811 | ($764,549) | $4,881,044 |
Compensation
| Name | Title | Compensation |
| Paul J McNulty Jd | President | $435,228 |
| Peter Frank Phd | Provost and Vice President of Academic Affairs | $229,499 |
| Michael Buckman | Vice President For Business and Finance | $218,021 |
| Richard Savage | Dean, Hopeman School For Science, Engineering, and | $194,414 |
| Paul Kengor | Professor of Political Science | $180,725 |
| Jeff Prokovich | Vice President For Institutional Advancement | $173,453 |
| Christy Crute | Associate Dean of Graduate and Online Programs | $171,923 |
| Michelle McFeaters | Dean, School of Business | $161,637 |
| Vince Distasi Phd | Vice President For Information Technology, Chief I | $157,123 |
| Lee Wishing | Vice President For Student Recruitment | $151,738 |
| Larry Hardesty | Vice President For Student Life and Learning | $150,649 |
| Yvonne English | Director of Entrepreneurship & Innovation | $147,443 |
| Susan C Grimm | Vice President For Operations | $144,155 |
| John Inman Phd | Vice President For Institutional Support and Initi | $141,880 |
Compensation data as of: 6/30/2024
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 11/25/2024. To update the information below, please email: [email protected]
History
Grove City College was founded in 1876 as Pine Grove Normal Academy. The leaders of the school hired 22-year-old Isaac Ketler to serve as principal. The school was small but grew quickly under Ketler's leadership. The Academy soon began collegiate level coursework and received its charter to become Grove City College in 1884.
While many local people made significant contributions to the establishment of Grove City College, the school was the dream and lifelong work of Isaac C. Ketler, the College's first president. When Ketler became president, only 13 students were enrolled and by the turn of the century, the enrollment had grown to 660 students, the faculty was enlarged to 20 members, and the campus had increased to 40 acres with four substantial buildings.
1895 - Joseph Newton Pew, founder of the Sun Oil Line Company, was elected President of the Board of Trustees and gave generously to the College. He served as board president until his death in 1912.
1913 - Dr. Alexander T. Ormond, the College's second president, expanded faculty and revised the curriculum to become more competitive. He introduced Greek life to campus and created a hymnal for the College.
1916 - Dr. Weir Ketler '08 was welcomed as the third president of Grove City College. He was a product of the school, a familiar and beloved professor and coach. During his tenure, Ketler led the College through extremely difficult times for our country: an economic depression and two world wars. During World War II, enrollment dropped more than 50%, but the College responded by operating several defense training programs for the government, making it possible for the school to survive.
1956 - Dr. J. Stanley Harker '25, a Presbyterian minister, returned to his alma mater in 1956 to become Grove City College's fourth president. The student body grew from 1,200 to 2,050 and the number of faculty increased from 80 to 120. The curriculum underwent extensive revision, the number of books in the library more than doubled, and eight buildings and several additions were constructed. Homecoming, Parents' Day, and the sports program were expanded, and greater emphasis was placed on alumni and public relations.
1971 - Dr. Charles Sherrard MacKenzie was a newcomer to the College in 1971. During his term there was an increased emphasis on religious life on campus and three major buildings were constructed: Mary Ethel Pew Dormitory, J. Howard Pew Fine Arts Center, and the Weir C. Ketler Technological Learning Center. Perhaps the most significant change was the introduction of the Keystone Curriculum, which consisted of four courses required of all students, providing a common grounding in the liberal arts tradition.
1977 - In 1977 the College went to the Supreme Court over Title IX requirements. Availability of student federal financial aid had become the target of the government as a means to assert control over certain aspects of the College. In the end, Grove City College did not accept Pell Grants from students thereby making it a truly independent institution.
1991 - At the time of Dr. MacKenzie's retirement, Dr. Jerry H. Combee was promoted to president from the position of academic dean at the College. Combee was instrumental in moving the College into a position of national prominence through an expanded marketing and public relations program. He placed great importance on improved relationships between the College and the community.
1996 - Dr. John H. Moore came to Grove City College in June 1996 with an extensive resume and left a profound legacy of excellence and service. In October 1996, Moore led the College through its withdrawal from federal student loan programs, which completed the College's break from government oversight and regulation. An experienced international educator, Moore encouraged the College to prepare students for Rhodes and Fulbright Scholarships, and he instituted student exchanges to Japan and South Korea. He kept the College at the forefront of technology, and he and his wife, Sue, were instrumental in the design of the College's 125th Anniversary Celebration in 2001. The U.S. Department of Education insisted that the College sign a complex participation agreement that would expose Grove City College to extensive regulations and require the disclosure of the College's financial reports. The College had no choice but to withdraw from the federal loan program and forbid its students from using Stafford/PLUS loans. To do otherwise would have ultimately resulted in federal control of the management of the College through regulations and other means.
1997 - The School of Science, Engineering, and Mathematics was dedicated in honor of Albert A. Hopeman Jr., who selflessly served for 44 years on the Grove City College Board of Trustees.
2000 - President Moore launches the $60 million 'Change & Commitment' Campaign, marking the College's first capital campaign in history. During this campaign, donor participation among the College's 23,000 alumni grew by more than 55%.
The Hall of Arts and Letters and the Breen Student Union were constructed and a $4.5 million expansion of the J. Howard Pew Fine Arts Center were completed. In addition, a planned multi-million dollar renovation and expansion of the Carnegie Alumni Center was completed, and the campaign added $26 million to endowment earmarked for scholarship aid.
2002 - The School of Arts and Letters was dedicated in honor of Dr. Alva J. Calderwood, an esteemed professor for 53 years and Dean of the College for 35 years.
2003 - Under the leadership of Dr. Richard G. Jewell '67, the College grew physically, academically, and spiritually. Jewell saw the campus through the construction of Breen Student Union, Colonial Hall Apartments, Rathburn Hall, and STEM Hall, along with major renovations and significant upgrades to additional campus buildings. Jewell started and ended his term of office in the midst of massive capital campaign undertakings. The first campaign raised a record-breaking $69 million, the most ever for the College at the time. And the second, Grove City Matters: A Campaign to Advance Grove City College, shattered that record by generating over $90 million through the generosity of thousands of supporters, alumni and friends.
2011 - In May 2011, Grove City College's $90 million capital campaign, focusing on providing more student scholarships, updating the science, engineering, and mathematics buildings, and constructing a Christian activities building to house conferences, offices, and student groups continued with an increased emphasis on merit and need-based scholarships.
2014 - Paul J. McNulty '80 takes the helm as Grove City College's ninth president. The fourth alumnus to serve as president, a former U.S. Deputy Attorney General and partner in the global law firm Baker & McKenzie. He oversaw the prosecution of terrorists in the aftermath of the infamous Sept. 11 attacks, set policy for prosecuting corporate fraud, and is considered a leading expert on business ethics, corporate governance, and regulatory risk management.
Under President McNulty, the College developed a strategic plan for a strong and faithful future, codified the institution's core values - faithfulness, excellence, community, stewardship, and independence - and created a statement of vision and mission to guide Grove City College with purpose and principle.
Program accomplishments
The College is accredited by the Middle States Commission on Higher Education and routinely ranked among the best colleges and universities by Princeton Review, U.S. News & World Report and others. Consumers Digest calls Grove City College a Top Value and Money magazine lists it among the Best Schools for Your Money. It is one of the Top Conservative Schools in the country, according to The Young America's Foundation and a Christian College of Distinction.