Central Bible University 
The information on this page was last updated 6/5/2026. If you see errors or omissions, please email: [email protected]
Summary
We believe so completely in what our students can do for Christ that we want to equip them through a quality education at an affordable price to keep their future ministry from being burdened by financial stress. That is why we maintain a low cost to attend and provide a generous scholarship program.
Contact information
Mailing address:
Central Bible University
911 E. Urbandale Drive
Moberly, MO 65270
Website: centralbible.edu
Phone: 660-263-3900
Organization details
EIN: 430743910
CEO/President: David Fincher
Chairman: Elmer B. Fuller
Board size: 18
Founder:
Ruling year: 1963
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: No
Member of ECFA since:
Purpose
Innovative ministry education is flexible in delivery, responsive to the student, and focused on the future.
Mission statement
Central exists to educate biblical servants for a faithful life of kingdom ministry.
Statement of faith
We plead for the unity of all followers of Christ.
We wear no name but the one in the Bible for the followers of Christ - Christian (Acts 11:26).
We accept no creed but belief in Christ (Matt 16:16).
We adopt no rule of faith and practice but the Bible (2 Tim 3:16-17).
We practice only the ordinances commanded by Christ. One of these is Christian baptism, which is universally recognized by all followers of Christ as the immersion of the penitent believer. The other is the weekly observance of the Lord's Supper as a simple memorial of our Lord's death for our salvation (1 Cor 11:23-30).
"Where the scriptures speak, we speak; where the scriptures are silent, we are silent."
"In essentials, unity; in nonessentials, liberty; in all things, love."
Donor confidence score
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Transparency grade
D
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Financial efficiency ratings
Sector: Colleges/Universities
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 1246 of 1338 | 146 of 153 |
| Fund acquisition rating | | 1292 of 1338 | 147 of 153 |
| Resource allocation rating | | 1273 of 1338 | 145 of 153 |
| Asset utilization rating | | 621 of 1340 | 78 of 153 |
According to the organization's Form 990, it received $10,479 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 | 14% | 20% | 14% | 17% | 18% | 9% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 12% | 10% | 10% | 10% | 4% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 16% | 59% | 71% | 60% | 56% | 44% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 12% | 12% | 11% | 8% | 6% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 84% | 41% | 29% | 40% | 44% | 56% |
| Operating ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 65% | 56% | 56% | 61% | 63% |
Spending ratio Spending ratio = Total expenses / Total revenue | 97% | 99% | 85% | 92% | 121% | 66% |
Program output ratio Program output ratio = Program services / Total revenue | 82% | 65% | 47% | 51% | 74% | 42% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 3% | 1% | 15% | 8% | -21% | 34% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 2% | 1% | 16% | 9% | -23% | 47% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 14% | 23% | 32% | 33% | 30% | 31% |
| Investing ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.50 | 0.48 | 0.45 | 0.52 | 0.56 | 0.53 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.72 | 2.50 | 2.62 | 3.00 | 3.73 | 3.24 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.42 | 1.21 | 1.19 | 1.57 | 2.10 | 1.73 |
| Liquidity ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Current ratio Current ratio = Total current assets / Total current liabilities | 8.45 | 2.05 | 2.12 | 9.23 | 6.56 | 10.72 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.12 | 0.49 | 0.47 | 0.11 | 0.15 | 0.09 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 7.06 | 5.07 | 5.33 | 6.82 | 4.83 | 6.28 |
| Solvency ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 21% | 48% | 49% | 51% | 56% | 40% |
Debt ratio Debt ratio = Debt / Total assets | 10% | 6% | 7% | 16% | 19% | 8% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 157% | 108% | 112% | 94% | 78% | 112% |
Financials
| Balance sheet | |||||
| Assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Cash | $309,790 | $616,697 | $1,285,517 | $1,465,509 | $1,352,423 |
| Receivables, inventories, prepaids | $1,280,509 | $1,819,903 | $608,755 | $280,422 | $409,724 |
| Short-term investments | $5,412,101 | $4,134,634 | $2,845,540 | $1,692,017 | $2,021,841 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $7,002,400 | $6,571,234 | $4,739,812 | $3,437,948 | $3,783,988 |
| Long-term investments | $54,602 | $55,793 | $128,398 | $93,266 | $133,837 |
| Fixed assets | $5,161,707 | $4,430,822 | $3,299,696 | $2,488,658 | $1,316,638 |
| Other long-term assets | $5,293,023 | $6,184,584 | $6,046,290 | $6,803,342 | $7,038,892 |
| Total long-term assets | $10,509,332 | $10,671,199 | $9,474,384 | $9,385,266 | $8,489,367 |
| Total assets | $17,511,732 | $17,242,433 | $14,214,196 | $12,823,214 | $12,273,355 |
| Liabilities | 2025 | 2024 | 2023 | 2022 | 2021 |
| Payables and accrued expenses | $606,824 | $1,002,380 | $513,512 | $523,759 | $352,961 |
| Other current liabilities | $2,817,260 | $2,090,900 | $0 | $0 | $0 |
| Total current liabilities | $3,424,084 | $3,093,280 | $513,512 | $523,759 | $352,961 |
| Debt | $1,063,890 | $1,124,671 | $2,324,890 | $2,393,600 | $1,026,025 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $3,896,345 | $4,283,050 | $4,386,444 | $4,288,506 | $3,573,699 |
| Total long-term liabilities | $4,960,235 | $5,407,721 | $6,711,334 | $6,682,106 | $4,599,724 |
| Total liabilities | $8,384,319 | $8,501,001 | $7,224,846 | $7,205,865 | $4,952,685 |
| Net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Without donor restrictions | $5,069,049 | $4,289,707 | $4,489,806 | $2,995,702 | $4,028,312 |
| With donor restrictions | $4,058,364 | $4,451,725 | $2,499,544 | $2,621,647 | $3,292,358 |
| Net assets | $9,127,413 | $8,741,432 | $6,989,350 | $5,617,349 | $7,320,670 |
| Revenues and expenses | |||||
| Revenue | 2025 | 2024 | 2023 | 2022 | 2021 |
| Total contributions | $5,050,503 | $6,568,791 | $4,823,532 | $3,353,602 | $4,428,280 |
| Program service revenue | $2,959,554 | $2,503,201 | $2,614,154 | $2,248,431 | $2,352,013 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $505,238 | $140,803 | $513,610 | $318,155 | $2,486,364 |
| Other revenue | $60,448 | $53,680 | $150,042 | $37,228 | $727,900 |
| Total other revenue | $3,525,240 | $2,697,684 | $3,277,806 | $2,603,814 | $5,566,277 |
| Total revenue | $8,575,743 | $9,266,475 | $8,101,338 | $5,957,416 | $9,994,557 |
| Expenses | 2025 | 2024 | 2023 | 2022 | 2021 |
| Program services | $5,539,788 | $4,355,984 | $4,171,342 | $4,434,983 | $4,154,776 |
| Management and general | $1,909,813 | $2,538,611 | $2,438,937 | $2,193,982 | $2,002,423 |
| Fundraising | $1,013,115 | $942,054 | $829,589 | $606,554 | $393,766 |
| Total expenses | $8,462,716 | $7,836,649 | $7,439,868 | $7,235,519 | $6,550,965 |
| Change in net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Surplus (deficit) | $113,027 | $1,429,826 | $661,470 | ($1,278,103) | $3,443,592 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $113,027 | $1,429,826 | $661,470 | ($1,278,103) | $3,443,592 |
Compensation
| Name | Title | Compensation |
| David B Fincher | President | $145,450 |
| Jonathan A Reese | VP of Finance | $96,228 |
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 6/5/2026. To update the information below, please email: [email protected]
History
In February 1957, a steering committee of five men met in Chillicothe, Missouri, and chose to start a new Bible college in Moberly. They established the school's purpose: "to recruit and train leadership for the church at large according to the New Testament teaching." The State of Missouri issued a Certificate of Incorporation on March 11, 1957 to Central Christian College of the Bible "for a term of perpetual years." The first convocation service was held September 3, 1957, at Moberly's Municipal Auditorium.
Beginning with few students and resources for support, dedicated leaders with a great desire to meet the needs of the churches worked at Central to build our enrollment, facilities, and alumni. Graduates are now serving across the nation and around the world. Central's impact has become not merely regional, but global. Through the years, a series of dedicated presidents have led a school called by some "Moberly Bible College."
John W. Hall served as Central's first president, from 1957 to 1959. Mr. Hall was a minister at First Christian Church in Vandalia, Missouri, and was charged with the task of setting the College in order. He selected the first faculty of five men, two of whom still teach for the College: Lloyd M. Pelfrey and Gareth L. Reese.
Grayson H. Ensign succeeded Hall and made improvements in the administrative and bookkeeping procedures that moved towards a more collegiate model. In addition, he was able to eliminate the first mortgage as well as purchase other property to provide room for expansion. Mr. Ensign served as president from 1959 to 1966.
Walter "Jack" Spratt served as President from 1966 to 1972. He led the College's acquisition of forty acres on Urbandale Drive, where the campus is currently located. Several buildings were developed during that time, including a Cafetorium, a combined cafeteria, library, and assembly area, and men's and women's dormitories, which also housed classrooms.
Lloyd M. Pelfrey has filled many roles at Central since coming to Moberly in 1957. He was Professor of Old Testament and Academic Dean until 1972, when he became President. During his presidency, Lloyd worked to eliminate construction debts. In 1980, Memorial Hall was completed, including offices, classrooms, and a gymnasium. It was later renamed Pelfrey Hall. Accreditation was earned in 1982, 1987, and 1992 with the Accrediting Association of Bible Colleges, now the Association for Biblical Higher Education. After retiring as President in 1998, Mr. Pelfrey returned to teaching. He also served as Interim President from 2005-2006. Mr. Pelfrey continues to serve Central students as Professor Emeritus, teaching a few classes each semester. He also served as the Interim Minister at Moberly's Central Christian Church during 2014.
Dr. Russell James served as Central's President from 2000 to 2005. Dr. James led the College's transition to the Full-Tuition Scholarship with careful planning and successful fundraising. This contributed to a period of rapid growth, culminating in the highest enrollment in the institution's history. During his presidency, a new residence hall was constructed and the existing facilities were renovated and expanded. ABHE accreditation was also reaffirmed in 2003.
Dr. Ron Oakes became the sixth President of Central in 2006. He led our pursuit of regional accreditation, resulting in candidate status in 2013 with the Higher Learning Commission. Under his leadership, the Walton Student Center was constructed, online education was developed, and ABHE accreditation was reaffirmed in 2013. Dr. Oakes started as a professor in 2004 and was President until 2013.
Dr. David Fincher was named the College's seventh President in 2014. He previously served 5 years as Professor of New Testament and Communication and 12 years as Vice-President of Academics. A 1993 graduate of Central, he is the first alumnus to serve as a president, and has focused on connecting with his fellow alumni, defining the institution's vision, and implementing the 2015-2020 Strategic Plan. This focuses the College's work on three key themes: Recognized Excellence, Creative Experiences, and Online Expansion.
In October 2019, Cincinnati Christian University announced a new relationship with Central Christian College of the Bible. This followed the decision by the CCU Trustees to withdraw from Higher Learning Commission accreditation after the Fall 2019 semester.
CCU had spent years seeking a sustainable path for accredited ministry programs in a metropolitan location. The university explored mergers, added programs, and expanded athletic programming to serve new populations, but those strategies did not overcome the financial challenges facing many private, residential colleges.
In Spring 2020, Central opened an extension site in Cincinnati to provide accredited ministerial degrees in the region. CCU assisted Central in establishing the site for current and future ministry students and helped students in other degree programs pursue transfer options with other schools.
The relationship also connected Central with the Center for Church Leadership, allowing CCU to continue focusing on ministry support services for churches and their leaders while Central continued the work of accredited ministry education in the Cincinnati tri-state area.
In October 2021, trustees of Central Christian College of the Bible and St. Louis Christian College approved a formal merger of their institutions for the purpose of raising up many more future leaders for Kingdom ministry in new and affordable ways.
The merger was completed with the assistance and approval of the Solomon Foundation, the owner of both campuses. The Missouri Secretary of State accepted the Merger Agreement on December 5, 2022, completing a process that began in August 2021.
The merged institution is legally known as Central Christian College of the Bible, offering programs in the traditional service areas of both colleges. Through the transition, Central continued ministry education for SLCC students and opened new options for Christian church ministry training in the St. Louis area.
Central also took responsibility for SLCC's legacy paperwork and records, while remaining funds connected to SLCC were directed toward continuing the work of ministry education in the St. Louis area. The merger became a significant chapter in Central's expanding mission to prepare Christian workers for the church, the mission field, and the marketplace.
After a season of expansion, evaluation, and planning, Central Christian College of the Bible became Central Bible University, effective June 1, 2026. At the announcement in chapel services on March 3, President David Fincher said, "The updated name of Central Bible University will solidify our unique identity, emphasize our biblical mission, and better represent our work now and in the future."
Central was established in 1957 to "recruit and train leadership for the church at large according to the New Testament teaching." The name Central was originally chosen to reflect its central Missouri location in Moberly and its central location within the United States. Central Bible University continues to be synonymous with the legacy of ministry education for the Christian church.
The Board determined that it was vital to maintain Central for recognition and continuity, keep Bible for its mission and clarity, and use University to represent the scope of levels, locations, and audiences. Central's mission of "Educating Biblical Servants for a Faithful Life of Kingdom Ministry" remains the same with an updated name to reflect its historic roots and institutional purpose.
With the pursuit of knowledge and service driven by the unifying truth of Scripture, Central Bible University begins its 70th year of service in the summer of 2026.