Concordia University - Seward, NE 
The information on this page was last updated 11/21/2024. If you see errors or omissions, please email: [email protected]
Summary
By intentionally intersecting Christian Lutheran faith, life experiences and academics, Concordia University, Nebraska can help you fulfill a higher purpose in your vocations and your life. Here, you'll be surrounded by students, professors and a community that will not only help you discover who you are and what you want to be, but also how you can make a bigger impact than you ever imagined.
Contact information
Mailing address:
Concordia University
800 N. Columbia Ave.
Seward, NE 68434
Website: cune.edu
Phone: 800-535-5494
Email: [email protected]
Organization details
EIN: 470378777
CEO/President: Dr. Bernard Bull
Chairman: Stuart Bartruff
Board size: 18
Founder:
Ruling year: 1941
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: No
Member of ECFA since:
Purpose
In order to guide our university now and into the future, we update our vision statement every five years. The current vision theme is SALT and LIGHT 2028.
Concordia University, Nebraska will cultivate a community of academic excellence grounded in the Word of God and the Lutheran Confessions to be SALT and LIGHT in the home, church and world.
Mission statement
Concordia University, Nebraska is an excellent academic and Christ-centered community equipping men and women for lives of learning, service and leadership in the church and world.
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 | | 704 of 1107 | 100 of 127 |
| Fund acquisition rating | | 712 of 1108 | 94 of 127 |
| Resource allocation rating | | 473 of 1108 | 53 of 127 |
| Asset utilization rating | | 719 of 1107 | 96 of 127 |
Financial ratios
| Funding ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 13% | 18% | 11% | 8% | 9% | 19% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 2% | 2% | 2% | 2% | 3% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 18% | 13% | 21% | 22% | 24% | 14% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 3% | 3% | 2% | 2% | 3% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 82% | 87% | 79% | 78% | 76% | 86% |
| Operating ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 85% | 87% | 89% | 90% | 86% |
Spending ratio Spending ratio = Total expenses / Total revenue | 98% | 87% | 87% | 85% | 85% | 95% |
Program output ratio Program output ratio = Program services / Total revenue | 82% | 74% | 75% | 76% | 77% | 82% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 2% | 13% | 13% | 15% | 15% | 5% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 1% | 7% | 8% | 9% | 10% | 3% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 13% | 12% | 11% | 9% | 7% | 11% |
| Investing ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.52 | 0.37 | 0.42 | 0.44 | 0.40 | 0.45 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.58 | 2.68 | 2.68 | 2.66 | 2.61 | 2.80 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.41 | 0.98 | 1.12 | 1.17 | 1.03 | 1.26 |
| Liquidity ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Current ratio Current ratio = Total current assets / Total current liabilities | 7.93 | 7.93 | 12.66 | 11.40 | 5.94 | 4.96 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.13 | 0.13 | 0.08 | 0.09 | 0.17 | 0.20 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 7.23 | 10.70 | 9.90 | 9.34 | 9.67 | 7.58 |
| Solvency ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 24% | 19% | 17% | 17% | 28% | 25% |
Debt ratio Debt ratio = Debt / Total assets | 11% | 13% | 11% | 12% | 19% | 14% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 150% | 221% | 200% | 188% | 181% | 166% |
Financials
| Balance sheet | |||||
| Assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Cash | $7,018,269 | $1,396,791 | $5,086,597 | $4,175,294 | $1,090,204 |
| Receivables, inventories, prepaids | $9,516,713 | $13,278,095 | $16,352,805 | $23,404,968 | $12,576,882 |
| Short-term investments | $49,718,777 | $44,098,161 | $38,712,737 | $31,590,439 | $34,467,499 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $66,253,759 | $58,773,047 | $60,152,139 | $59,170,701 | $48,134,585 |
| Long-term investments | $260,609 | $346,885 | $8,167,144 | $4,663,377 | $3,529,015 |
| Fixed assets | $105,458,082 | $92,451,248 | $84,938,659 | $84,346,634 | $76,550,384 |
| Other long-term assets | $5,907,709 | $5,729,453 | $6,507,777 | $6,109,606 | $6,779,336 |
| Total long-term assets | $111,626,400 | $98,527,586 | $99,613,580 | $95,119,617 | $86,858,735 |
| Total assets | $177,880,159 | $157,300,633 | $159,765,719 | $154,290,318 | $134,993,320 |
| Liabilities | 2023 | 2022 | 2021 | 2020 | 2019 |
| Payables and accrued expenses | $6,814,656 | $2,907,542 | $2,475,230 | $2,748,242 | $7,595,148 |
| Other current liabilities | $1,536,702 | $1,733,263 | $2,801,831 | $7,211,496 | $2,106,972 |
| Total current liabilities | $8,351,358 | $4,640,805 | $5,277,061 | $9,959,738 | $9,702,120 |
| Debt | $22,628,714 | $17,378,052 | $19,040,116 | $29,673,391 | $18,753,886 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $3,486,837 | $3,996,552 | $2,679,613 | $4,194,590 | $5,339,335 |
| Total long-term liabilities | $26,115,551 | $21,374,604 | $21,719,729 | $33,867,981 | $24,093,221 |
| Total liabilities | $34,466,909 | $26,015,409 | $26,996,790 | $43,827,719 | $33,795,341 |
| Net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Without donor restrictions | $69,105,613 | $62,981,901 | $63,918,855 | $53,926,618 | $32,988,782 |
| With donor restrictions | $74,307,637 | $68,303,323 | $68,850,074 | $56,535,981 | $68,209,197 |
| Net assets | $143,413,250 | $131,285,224 | $132,768,929 | $110,462,599 | $101,197,979 |
| Revenues and expenses | |||||
| Revenue | 2023 | 2022 | 2021 | 2020 | 2019 |
| Total contributions | $9,486,943 | $16,232,525 | $17,987,610 | $17,420,676 | $8,855,135 |
| Program service revenue | $54,601,872 | $54,883,894 | $63,942,266 | $54,096,080 | $54,424,109 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $1,531,745 | $4,404,702 | $715,731 | $397,873 | $502,107 |
| Other revenue | $8,660,063 | $7,005 | $26,637 | ($37,711) | $18,965 |
| Total other revenue | $64,793,680 | $59,295,601 | $64,684,634 | $54,456,242 | $54,945,181 |
| Total revenue | $74,280,623 | $75,528,126 | $82,672,244 | $71,876,918 | $63,800,316 |
| Expenses | 2023 | 2022 | 2021 | 2020 | 2019 |
| Program services | $55,328,052 | $56,771,423 | $62,451,889 | $55,234,558 | $52,454,358 |
| Management and general | $7,939,166 | $7,042,799 | $6,501,368 | $4,326,985 | $6,727,123 |
| Fundraising | $1,677,831 | $1,805,267 | $1,514,230 | $1,495,747 | $1,695,849 |
| Total expenses | $64,945,049 | $65,619,489 | $70,467,487 | $61,057,290 | $60,877,330 |
| Change in net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Surplus (deficit) | $9,335,574 | $9,908,637 | $12,204,757 | $10,819,628 | $2,922,986 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $9,335,574 | $9,908,637 | $12,204,757 | $10,819,628 | $2,922,986 |
Compensation
| Name | Title | Compensation |
| Bernard Bull | President | $274,739 |
| David Kumm | EVP, CFO | $266,608 |
| Timothy Preuss | Provost | $256,201 |
| Gary McDaniel | VP Enrollment | $169,981 |
| David Gene Brooks | VP Student Affairs | $153,001 |
Compensation data as of: 6/30/2023
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 11/21/2024. To update the information below, please email: [email protected]
History
Concordia University, Nebraska has been equipping students for service in God's church and world since the doors opened on Nov. 18, 1894 with one professor, 13 male students and a three-year high school curriculum. More than 125 years later, Concordia has grown into a fully accredited, coeducational university offering more than 100 programs and has granted degrees to tens of thousands of students.
We officially became Concordia University, Nebraska in 1998. In the 104 years prior, we were known by a multitude of different official and non-official names.
From 1974-1998, we were Concordia College.
From 1924-1974, we were Concordia Teachers College, initials that can still be found around campus, and the Concordia Teachers College name is inscribed in the front of Weller Hall.
The cornerstone on Founders Hall bears the initials E.L.S.L.S., short for Evangelische Lutherische Schullehrer Seminar, apparently the first name given to Concordia in 1894 by our German-speaking founders. Translated into English, the name was Evangelical Lutheran School Teachers Seminary. However, the school's early leaders didn't worry much about settling on a consistent name.
Dr. Jerry Pfabe, emeritus history professor and the university's archivist, has found references to a dozen official and unofficial names. Several of those names cropped up in the first few decades: Zweites Schullehrer Seminar zu Seward, Nebraska (The second school teachers' seminary): The school's only purpose in the early years was to train teachers for Lutheran Church-Missouri Synod (LCMS) parochial schools. The LCMS started its first teachers' seminary in Indiana and later moved it to Illinois.
Seward College: This was an unofficial name that appeared on baseball uniforms. No one knows for sure when Concordians first started playing organized sports, but they were believed to have adopted the Bulldog mascot in honor of Coach Walter Hellwege's pet bulldog, who accompanied him to games in the 1920s.
German College: This was an unofficial-sometimes derogatory-name used by Seward County residents to describe the college.
Lutheran Normal School: "Normal school" training was the term for teacher education programs in the early part of the century. Concordia began offering bachelor's degrees in 1939, but in many states teachers were not required to have bachelor's degrees for several more years.
Look long enough and you may still find the initials CTC stamped on objects around campus. Concordia Teachers College was the school's official name for more than 50 years. The "Teachers" was gradually dropped from recruitment materials as the curriculum expanded to include DCE and pre-seminary programs, followed by a host of liberal arts majors in the 1970s and 1980s. We were officially known as Concordia College from 1974-1998.
Although Concordia still operates as part of the LCMS, we recruit students from many Christian denominations.
Program accomplishments
1,300+ full-time and part-time undergraduate students
530+ full-time and part-time graduate students
75+ majors and academic programs
98% recent graduates attended graduate school or were employed within six months of graduation