Evangel University 
The information on this page was last updated 3/21/2023. If you see errors or omissions, please email: [email protected]
Summary
Evangel is an accredited, liberal arts university with more than 70 academic programs on the cutting edge of today's professional fields. Our commitment to the integration of faith, learning and life attracts students from a wide variety of Christian denominational backgrounds who have a strong commitment to academics with a desire to combine their Christian faith with every aspect of their lives.
Contact information
Mailing address:
Evangel University
1111 N. Glenstone Ave.
Springfield, MO 65802
Website: evangel.edu
Phone: 417-865-2815
Email: [email protected]
Organization details
EIN: 440589787
CEO/President: Dr. Mike Rakes
Chairman:
Board size: 16
Founder: Rev. Ralph M. Riggs
Ruling year: 2019
Tax deductible: Yes
Fiscal year end: 04/30
Member of ECFA: No
Member of ECFA since:
Purpose
We prepare students for a career and a life of following Jesus, no matter where they go.
Mission statement
Evangel University is a comprehensive Christian university committed to excellence in educating and equipping students to become Spirit-empowered servants of God who impact the Church and society globally.
Statement of faith
The Seminary adheres to the Statement of Fundamental Truths of the Assemblies of God as indicated in Article V of its Constitution and Bylaws.
In summary, we believe:
the Bible is the inspired and only infallible and authoritative Word of God.
there is one God, eternally existent in three persons: God the Father, God the Son and God the Holy Spirit.
in the deity of our Lord Jesus Christ, in His virgin birth, in His sinless life, in His miracles, in His vicarious and atoning death, in His bodily resurrection, in His ascension to the right hand of the Father, in His personal future return to this earth in power and glory to rule a thousand years.
in the Blessed Hope-the Rapture of the Church at Christ's coming.
the only means of being cleansed from sin is through repentance and faith in the precious blood of Christ.
regeneration by the Holy Spirit is absolutely essential for personal salvation.
the redemptive work of Christ on the cross provides healing of the human body in answer to believing prayer.
the baptism in the Holy Spirit, according to Acts 2:4, is given to believers who ask for it.
in the sanctifying power of the Holy Spirit by whose indwelling the Christian is enabled to live a holy life.
in the resurrection of both the saved and the lost, the one to everlasting life and the other to everlasting damnation.
To find out more about what we believe, and the Assemblies of God and the Statement of Fundamental Truths, visit the Assemblies of God online.
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 | | 366 of 1106 | 38 of 129 |
| Fund acquisition rating | | 387 of 1107 | 43 of 129 |
| Resource allocation rating | | 590 of 1107 | 78 of 129 |
| Asset utilization rating | | 364 of 1106 | 40 of 129 |
Financial ratios
| Funding ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 10% | 7% | 7% | 5% | 23% | 23% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 2% | 2% | 1% | 2% | 2% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 22% | 31% | 28% | 21% | 11% | 10% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 3% | 2% | 1% | 3% | 2% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 78% | 69% | 72% | 79% | 89% | 90% |
| Operating ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 83% | 82% | 83% | 83% | 82% |
Spending ratio Spending ratio = Total expenses / Total revenue | 96% | 85% | 90% | 84% | 99% | 103% |
Program output ratio Program output ratio = Program services / Total revenue | 78% | 70% | 74% | 70% | 81% | 85% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 4% | 15% | 10% | 16% | 1% | -3% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 5% | 19% | 14% | 24% | 3% | -6% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 13% | 15% | 15% | 16% | 15% | 16% |
| Investing ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.51 | 0.61 | 0.72 | 0.69 | 0.75 | 0.80 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.64 | 2.98 | 3.68 | 3.91 | 5.12 | 5.47 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.40 | 1.83 | 2.63 | 2.69 | 3.82 | 4.36 |
| Liquidity ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Current ratio Current ratio = Total current assets / Total current liabilities | 8.60 | 2.71 | 4.37 | 4.50 | 2.33 | 2.52 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.12 | 0.37 | 0.23 | 0.22 | 0.43 | 0.40 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 7.34 | 4.14 | 3.51 | 3.47 | 1.79 | 1.66 |
| Solvency ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 24% | 41% | 42% | 47% | 60% | 56% |
Debt ratio Debt ratio = Debt / Total assets | 11% | 29% | 35% | 41% | 51% | 47% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 151% | 95% | 81% | 77% | 54% | 56% |
Financials
| Balance sheet | |||||
| Assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Cash | $12,763,889 | $6,238,779 | $4,681,232 | $5,758,101 | $1,150,696 |
| Receivables, inventories, prepaids | $1,992,279 | $1,227,796 | $1,423,718 | $1,171,652 | $1,010,524 |
| Short-term investments | $20,104,197 | $15,786,679 | $14,968,265 | $8,027,907 | $10,481,531 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $34,860,365 | $23,253,254 | $21,073,215 | $14,957,660 | $12,642,751 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $57,008,926 | $49,452,134 | $48,796,177 | $49,704,649 | $43,098,816 |
| Other long-term assets | $11,868,038 | $12,795,198 | $12,607,694 | $11,945,374 | $13,456,981 |
| Total long-term assets | $68,876,964 | $62,247,332 | $61,403,871 | $61,650,023 | $56,555,797 |
| Total assets | $103,737,329 | $85,500,586 | $82,477,086 | $76,607,683 | $69,198,548 |
| Liabilities | 2023 | 2022 | 2021 | 2020 | 2019 |
| Payables and accrued expenses | $7,437,098 | $4,493,851 | $3,845,671 | $3,979,608 | $4,494,119 |
| Other current liabilities | $5,423,830 | $829,051 | $838,307 | $2,443,576 | $515,477 |
| Total current liabilities | $12,860,928 | $5,322,902 | $4,683,978 | $6,423,184 | $5,009,596 |
| Debt | $29,639,080 | $30,037,423 | $33,878,743 | $38,898,005 | $32,786,384 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $462,298 | $580,482 | $507,047 | $564,567 | $726,118 |
| Total long-term liabilities | $30,101,378 | $30,617,905 | $34,385,790 | $39,462,572 | $33,512,502 |
| Total liabilities | $42,962,306 | $35,940,807 | $39,069,768 | $45,885,756 | $38,522,098 |
| Net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Without donor restrictions | $7,048,988 | $9,805,803 | $6,764,117 | ($1,968,624) | ($1,784,554) |
| With donor restrictions | $53,726,035 | $39,753,976 | $36,643,201 | $32,690,551 | $32,461,004 |
| Net assets | $60,775,023 | $49,559,779 | $43,407,318 | $30,721,927 | $30,676,450 |
| Revenues and expenses | |||||
| Revenue | 2023 | 2022 | 2021 | 2020 | 2019 |
| Total contributions | $23,431,772 | $19,301,541 | $13,829,753 | $6,298,283 | $5,540,352 |
| Program service revenue | $50,790,632 | $48,377,378 | $48,153,096 | $48,761,527 | $47,596,364 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $835,592 | $395,196 | $437,872 | $409,611 | $533,263 |
| Other revenue | $129,575 | ($47,594) | $4,701,532 | $2,527,691 | ($434,939) |
| Total other revenue | $51,755,799 | $48,724,980 | $53,292,500 | $51,698,829 | $47,694,688 |
| Total revenue | $75,187,571 | $68,026,521 | $67,122,253 | $57,997,112 | $53,235,040 |
| Expenses | 2023 | 2022 | 2021 | 2020 | 2019 |
| Program services | $52,717,051 | $50,377,401 | $46,883,650 | $47,252,027 | $45,118,163 |
| Management and general | $9,387,666 | $9,466,753 | $9,086,049 | $8,501,156 | $8,709,672 |
| Fundraising | $1,688,366 | $1,402,558 | $688,094 | $1,448,647 | $1,246,940 |
| Total expenses | $63,793,083 | $61,246,712 | $56,657,793 | $57,201,830 | $55,074,775 |
| Change in net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Surplus (deficit) | $11,394,488 | $6,779,809 | $10,464,460 | $795,282 | ($1,839,735) |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $11,394,488 | $6,779,809 | $10,464,460 | $795,282 | ($1,839,735) |
Compensation
| Name | Title | Compensation |
| Dr Michael Rakes | President | $518,628 |
| Dr Michael Kolstad | Executive Vp/Chief of Staff | $218,733 |
| Linda Allen | VP of Business & Finance/CFO | $218,090 |
| Dr Jonathan Spence | VP/Chief Academic Officer | $174,267 |
| Christopher Belcher | VP of Enrollment Management | $167,752 |
Compensation data as of: 4/30/2023
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 3/21/2023. To update the information below, please email: [email protected]
History
Evangel University, the first Pentecostal liberal arts college chartered in America, opened its doors on September 1, 1955. In those early days, there were only a few men who dreamed about a school like Evangel, where Assemblies of God students' faith would be nurtured and his or her life's calling could be discovered. However, not everyone shared those dreams. It would take more than a desire to make Evangel a reality.
The Rev. Ralph M. Riggs, general superintendent of the Assemblies of God at that time, was known as "Mr. Education" in the AG. Against some strong opposition from many members of the Assemblies of God, Riggs spearheaded the movement to create Evangel, and after several earlier attempts failed, the resolution to create Evangel finally passed at the 1953 General Council in Milwaukee, Wisconsin. Once the resolution was approved, a location for the new college had to be found.
At the time of the search for a permanent home for Evangel, the U.S. government declared the land and buildings of O'Reilly General Hospital in Springfield, Missouri, as surplus property. The hospital was built during World War II to treat wounded soldiers and was always meant to be a temporary site. After a short stint as a veterans hospital in the post-war period, O'Reilly was shut down in 1952.
Ralph Riggs, along with several other leaders in the movement, stood on the ground of O'Reilly General Hospital and prayed, asking the Lord to let the site be used for Evangel College. After Assemblies of God executives mailed a 51-page application to the Department of Health, Education and Welfare on April 26, 1954, months went by with no word. Following that, complicated negotiations ensued. The AG knew that any city, county, state or federal agency that wanted the land would receive preference. Still, the leaders prayed.
After more prayer and a few final obstacles to overcome, the AG received the deed to 57 1/2 acres of O'Reilly property on December 8, 1954. Evangel opened its doors to the first freshman class on September 1, 1955.
The founding of the General Council of the Assemblies of God in 1914 was marked by an emphasis upon the need for training ministers and missionaries. Central Bible College (CBC) was established in 1922 in response to this need.
CBC's inaugural classes assembled in the basement of the old Central Assembly of God church building. The crowded quarters, which included only two classrooms, were soon outgrown. Businessmen contributed $5,000 for purchase of a 15-acre tract on North Grant Avenue, and construction began. With a student body of 132, Central Bible College occupied its new building, Bowie Hall, in 1924. The first class graduated in 1925. Later, more land was acquired, increasing the size of the campus to 32 acres.
Along with establishing a fully operational campus, a solid foundation of Biblical principles and practical training was laid by leaders of CBC through the early years.
Adding to Central Bible College's rapid growth, three other schools merged with CBC: Bethel Bible Training Institute of Newark, New Jersey in 1929; South Central Bible College of Hot Springs, Arkansas in 1953; and Great Lakes Bible Institute, Zion, Illinois, in 1954.
The first full-time president was Bartlett Peterson, who began his administration in 1948. In the same year, CBC inaugurated its fourth year of course work, leading to a bachelor degree, and became a charter member of the Accrediting Association of Bible Colleges. Under the leadership of Philip Crouch, the name was changed from Central Bible Institute to Central Bible College. Many new facilities were added to the campus throughout his presidency.
CBC's campus and program offerings continued to grow through the early 2000s. When a vision was cast for consolidation to occur, CBC's programs were proposed to help form a new School of Theology and Church Ministries. That vision became a reality, as students and faculty from CBC assumed vital roles while integrating and becoming part of Evangel.