Bethel University - Indiana 
The information on this page was last updated 1/30/2023. If you see errors or omissions, please email: [email protected]
Summary
Bethel University is a Christian liberal arts college, founded in 1947 in Mishawaka, Indiana. Bethel is a Christian community of learners dedicated to building lives of commitment for leadership in the Church and the world.
Contact information
Mailing address:
Bethel University
1001 Bethel Circle
Mishawaka, IN 46545
Website: betheluniversity.edu
Phone: 800-422-4101
Email: [email protected]
Organization details
EIN: 350935587
CEO/President: Barbara Bellefeuille, Ed. D
Chairman:
Board size: 21
Founder: Daniel Brenneman, J. A. Huffman
Ruling year: 1948
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: No
Member of ECFA since:
Purpose
Bethel remains steadfast in its vision and commitment to provide a Christ-centered education that equips leaders to make a Kingdom impact in the church and the world.
Mission statement
The mission of Bethel University, affiliated with the Missionary Church denomination, is to be a community of learners building lives of commitment for leadership in the Church and world. Bethel's liberating academic programs challenge the mind, enlarge the vision, and equip the whole person for lifelong service.
Statement of faith
We believe:
God is the Creator and Sustainer of all things, and the Author of salvation.
The Bible is the divinely inspired, only infallible, authoritative Word of God, and the unchanging rule of faith and practice.
Man's relationship to God, which was lost through sin, is restored through faith in the redeeming work of Christ, God's divine Son.
The Church comprises people who are born of the Spirit and empowered by him to live a holy life devoted to the fulfillment of the Church's Great Commission.
The personal return of Christ will bring about the end of the present age, the judgment and the beginning of the glorious age to come.
Donor confidence score
Transparency grade
C
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Colleges/Universities
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 254 of 1085 | 27 of 130 |
| Fund acquisition rating | | 811 of 1088 | 109 of 130 |
| Resource allocation rating | | 189 of 1088 | 18 of 130 |
| Asset utilization rating | | 139 of 1085 | 15 of 130 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 9% | 16% | 13% | 29% | 32% | 21% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 2% | 2% | 3% | 3% | 3% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 23% | 15% | 18% | 9% | 11% | 13% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 2% | 3% | 3% | 3% | 3% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 77% | 85% | 82% | 91% | 89% | 87% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 89% | 88% | 87% | 88% | 82% |
Spending ratio Spending ratio = Total expenses / Total revenue | 94% | 99% | 93% | 101% | 100% | 97% |
Program output ratio Program output ratio = Program services / Total revenue | 77% | 89% | 82% | 88% | 88% | 79% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 6% | 1% | 7% | -1% | 0% | 3% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 6% | 1% | 10% | -2% | 0% | 6% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 13% | 8% | 10% | 11% | 9% | 15% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.52 | 1.00 | 0.86 | 0.83 | 0.92 | 0.86 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.69 | 2.98 | 2.88 | 2.68 | 2.95 | 3.02 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.41 | 2.98 | 2.48 | 2.22 | 2.71 | 2.61 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 8.48 | 5.16 | 4.63 | 2.62 | 4.59 | 3.45 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.12 | 0.19 | 0.22 | 0.38 | 0.22 | 0.29 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 7.22 | 3.25 | 3.79 | 3.34 | 3.47 | 3.27 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 25% | 37% | 39% | 49% | 44% | 45% |
Debt ratio Debt ratio = Debt / Total assets | 13% | 29% | 29% | 31% | 34% | 34% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 151% | 63% | 71% | 62% | 61% | 64% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $3,886,036 | $4,015,327 | $6,588,862 | $3,131,402 | $3,461,464 |
| Receivables, inventories, prepaids | $2,479,906 | $2,636,130 | $2,923,956 | $3,833,749 | $3,418,463 |
| Short-term investments | $9,107,661 | $10,533,727 | $8,642,786 | $8,773,510 | $9,218,111 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $15,473,603 | $17,185,184 | $18,155,604 | $15,738,661 | $16,098,038 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $27,841,326 | $29,275,401 | $27,994,043 | $28,133,262 | $29,480,663 |
| Other long-term assets | $2,866,120 | $3,035,985 | $2,539,692 | $2,573,078 | $2,996,001 |
| Total long-term assets | $30,707,446 | $32,311,386 | $30,533,735 | $30,706,340 | $32,476,664 |
| Total assets | $46,181,049 | $49,496,570 | $48,689,339 | $46,445,001 | $48,574,702 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $1,788,003 | $2,291,699 | $2,539,034 | $1,771,860 | $3,319,227 |
| Other current liabilities | $1,213,581 | $1,420,463 | $4,383,099 | $1,653,535 | $1,349,986 |
| Total current liabilities | $3,001,584 | $3,712,162 | $6,922,133 | $3,425,395 | $4,669,213 |
| Debt | $13,399,429 | $14,181,108 | $14,953,944 | $15,732,377 | $16,435,336 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $640,763 | $1,311,510 | $1,891,920 | $1,138,222 | $724,068 |
| Total long-term liabilities | $14,040,192 | $15,492,618 | $16,845,864 | $16,870,599 | $17,159,404 |
| Total liabilities | $17,041,776 | $19,204,780 | $23,767,997 | $20,295,994 | $21,828,617 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $13,573,140 | $13,371,105 | $8,585,787 | $9,473,051 | $12,757,954 |
| With donor restrictions | $15,566,133 | $16,920,685 | $16,335,555 | $16,675,956 | $13,988,131 |
| Net assets | $29,139,273 | $30,291,790 | $24,921,342 | $26,149,007 | $26,746,085 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $7,052,180 | $8,223,553 | $3,495,935 | $4,520,125 | $5,710,604 |
| Program service revenue | $38,577,636 | $36,739,261 | $36,162,134 | $37,332,992 | $37,127,993 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $617,065 | $650,230 | $279,337 | $393,483 | $312,045 |
| Other revenue | $181,227 | $99,709 | $68,635 | $436,238 | $345,770 |
| Total other revenue | $39,375,928 | $37,489,200 | $36,510,106 | $38,162,713 | $37,785,808 |
| Total revenue | $46,428,108 | $45,712,753 | $40,006,041 | $42,682,838 | $43,496,412 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $41,099,523 | $37,489,411 | $35,113,865 | $37,350,093 | $34,561,394 |
| Management and general | $3,834,371 | $4,071,942 | $4,252,907 | $3,852,252 | $6,269,601 |
| Fundraising | $1,115,982 | $1,085,996 | $1,024,450 | $1,428,979 | $1,173,130 |
| Total expenses | $46,049,876 | $42,647,349 | $40,391,222 | $42,631,324 | $42,004,125 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | $378,232 | $3,065,404 | ($385,181) | $51,514 | $1,492,287 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $378,232 | $3,065,404 | ($385,181) | $51,514 | $1,492,287 |
Compensation
| Name | Title | Compensation |
| Barbara Bellefeuille | Interim President | $191,499 |
| Jerry White | Vice President & CFO | $143,335 |
| Gregg Chenoweth Left 0521 | Former President | $130,531 |
| Terrell Elam Left 0222 | Vice President For Enrollment | $121,571 |
| Bradley Smith Start 0621 | Vice President For Enrollment | $106,560 |
| Shawn Holtgren | Vice President For Student Dev | $94,244 |
| Brent Lavigne Start 0921 | Vice President For Institution | $41,139 |
Compensation data as of: 6/30/2022
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 1/30/2023. To update the information below, please email: [email protected]
History
The roots of Bethel University run deep. Mennonite Brethren in Christ (MBC) founder Daniel Brenneman first called for a training institute in 1893. Then, for many years, J. A. Huffman pressed the case for a Christian liberal arts college, even suggesting the name Bethel, meaning "house of God." Formal church approval finally came in 1944, and land was purchased in Mishawaka, Indiana during 1946 under the leadership of Q. J. Everest, Seth Rohrer, and Warren Manges. Twenty-seven-year-old Woodrow I. Goodman (1947-1959) was appointed the first president, at that time the youngest in the United States.
1940s
Bethel College opened in the fall of 1947 with 94 students. During that same year, the MBC became the United Missionary Church. The Administration Building was completed in 1951, the first of many projects dependent upon sacrificial giving and volunteer labor.
1950s
Bethel established some 11 academic programs during its first decade, capped by the Teacher Education Program in 1955. Intercollegiate athletic programs were approved in 1958, with the first intercollegiate basketball game played in 1959.
1970s - 1980s
On March 31, 1971, President Ray P. Pannabecker (1959-1974) and Dean Wayne J. Gerber welcomed North Central Association accreditation. Bethel College grew steadily until it reached an enrollment of about 500. The college flourished because of what President Steven R. Cramer has called its "human endowment"-an extremely loyal, faithful, and hard-working faculty, staff, administration and Board of Trustees.
Bethel College continued moving forward under the presidencies of Albert J. Beutler (1974-1981), James A. Bennett (1982-1988), and Walter L. Weldy (interim 1988-1989). Among the more notable additions and innovations were the adult programs, the division of nursing, and the Otis Bowen Library, which anchored a new architectural style. In 1986, the baseball team won the first of what would become over 40 team national championships.
1989-2004
Bethel experienced a remarkable renaissance under the presidency of Norman V. Bridges (1989-2004). A dynamic team of administrators, repeated record enrollments, greatly expanded curricular offerings, the hiring of nationally known scholars, an aggressive, aesthetically attractive plan of campus development, and notable periods of spiritual renewal have helped make Bethel College a school of choice for many from the region.
In addition to a burgeoning traditional student body, adult and graduate degree programs have helped fuel the growth of the college. With notable new majors in Sign Language Interpreting, Environmental Biology, Criminal Justice, Philosophy, and Spanish complementing traditional strengths in Music, Theatre, Religion, Business, and the service professions, Bethel College increasingly reflects a national and international student body. The college also participates in a broad range of study abroad programs and annually sends out dozens of students on Task Force ministry teams around the world.
Dr. Steven R. Cramer was inaugurated in 2004 as the sixth president of Bethel College, and his tenure extended the pattern of strong, progressive leadership. During his presidency, the music department received NASM accreditation and the campus became more intentional in its multi-ethnic programming. Senior administrators worked to secure the long-term financial future of Bethel during a period of national economic crisis. Dr. Dennis D. Engbrecht continued as Senior Vice President.
A $6.9 million addition to the Middleton Hall of Science is just one in a long string of major construction and landscaping projects since the early 1990s, including Founders Village Apartments, the Middleton wing for Nursing, an enlarged Dining Commons, the Everest-Rohrer Chapel/Fine Arts Center, Wiekamp Athletic Center, Shiloh Prayer Chapel, the campus ponds and waterfall, Morey Soccer Field, Taylor Memorial Chapel, Jenkins Stadium, Sailor Residential Center, Miller/Moore Academic Center, Campus Store, and a new west campus entrance and a renovated Helm. A series of land acquisitions have shattered the myth that the main campus is landlocked. The Elkhart campus and the nursing program at Grace College are two of several emerging extension centers for Bethel.
2013
With the appointment of Dr. Gregg Chenoweth as the new president in 2013, Bethel College stands on the threshold of a new era, but does so deeply rooted in a past sustained by faith. "Forward, with Christ at the helm."
2019
Bethel College becomes Bethel University on May 6.
2020
Over 40 athletic team national championships.
Program accomplishments
45 National championships for Bethel Pilots in the NAIA and NCCAA
22,000 hours of community service by Bethel students during the academic year
50+ areas of study