Grand Canyon University 
The information on this page was last updated 5/8/2023. If you see errors or omissions, please email: [email protected]
Summary
Grand Canyon University is a private Christian university located in Phoenix, Arizona. We are dedicated to helping our students change their lives for the better through education. We offer a wide range of programs at both the undergraduate and graduate levels that you can earn on campus and online. Our dedicated faculty and staff will be with you every step of the way to ensure you reach your goals.
Contact information
Mailing address:
Grand Canyon University
P.O. Box 11097
Phoenix, AZ 85061
Website: gcu.edu
Phone: 1-855-428-5673
Email: [email protected]
Organization details
EIN: 472507725
CEO/President: Brian Mueller
Chairman: Will Gonzalez
Board size: 7
Founder:
Ruling year: 2015
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: No
Member of ECFA since:
Purpose
Since 1949, Grand Canyon University has been a premier private university in Arizona, helping students find their purpose and achieve their potential through landing the career of their dreams, advancing their career, and changing careers. As a Christian university, GCU also encourages students to find their purpose in Christ, with an emphasis on applying Christian values and ethics to the workplace.
Mission statement
Our mission is to ensure that our students reach their fullest potential and earn a degree. Because of that mission, our dedication and our rich history, we firmly believe that GCU is the only Christian University of its kind.
Statement of faith
WE BELIEVE the Bible, in the Old and New Testament Scriptures to be inspired, the only infallible, true and authoritative Word of God.
WE BELIEVE that there is one God, eternally existent in three persons: Father, Son and Holy Spirit. We believe in God the Father, the Almighty, maker of heaven and earth, of all that is, seen and unseen.
WE BELIEVE in the deity of our Lord Jesus Christ, the only Son of God. For us and for our salvation He came down from heaven, was incarnate of the Holy Spirit and the Virgin Mary and became truly human. Being fully God and perfect man He performed miracles and lived a sinless life.
WE BELIEVE Jesus Christ suffered a vicarious and atoning death through the shedding of His blood. He was buried and on the third day was resurrected in His body; after which He ascended to be seated at the right hand of the Father. He will come again in glory to judge the living and the dead, and his kingdom will have no end.
WE BELIEVE that mankind was originally created in the image and likeness of God, and free from sin. Through the temptation of Satan, they transgressed the command of God and fell from their original righteousness, whereby all people have inherited a sinful nature that is opposed to God, and are thus under condemnation. As soon as they are capable of moral action, they become actual transgressors.
WE BELIEVE that for salvation of lost and sinful people, the regeneration by the Holy Spirit is absolutely essential. We believe in the present ministry of the Holy Spirit by whose indwelling the Christian is enabled to live a godly life. We believe that the Holy Spirit is fully God and is worshipped and glorified with the Father and Son. He divinely inspired the scriptures, convicts the world of sin, righteousness and judgment, leads Christ's Church in truth and is the Teacher and Comforter sent by Jesus Christ.
WE BELIEVE that salvation comes through Jesus Christ alone; that salvation involves the redemption of the whole person and is offered freely to all who exercise faith in Jesus Christ. We believe in the resurrection of both the saved and the lost; those who are saved unto the resurrection of the living and those who are lost unto the resurrection of damnation.
WE BELIEVE in the spiritual unity of believers in our Lord Jesus Christ as one holy catholic and apostolic Church, Christ's Body and Bride ministering reconciliation to a lost world. As ambassadors for the Kingdom of God and the Church, we affirm that evangelism and engagement in societal issues are both part of our Christian duty; both are necessary expressions of our doctrines of God and humanity, our love for our neighbor and our obedience to Jesus Christ.
WE BELIEVE the message of salvation proclaimed by Christ's Church is an indictment upon every form of alienation, oppression and discrimination, denouncing evil and injustice wherever it exists by lovingly ushering in the good news that Christ reconciled the world to Himself.
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 | | 90 of 1102 | 3 of 127 |
| Fund acquisition rating | | 505 of 1103 | 58 of 127 |
| Resource allocation rating | | 30 of 1103 | 1 of 127 |
| Asset utilization rating | | 161 of 1102 | 12 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% | 22% | 5% | 7% | 5% | 0% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 0% | 0% | 0% | 0% | 0% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 17% | 0% | 2% | 1% | 1% | 21% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 0% | 0% | 0% | 0% | 0% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 83% | 100% | 98% | 99% | 99% | 79% |
| Operating ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 98% | 98% | 98% | 98% | 98% |
Spending ratio Spending ratio = Total expenses / Total revenue | 98% | 99% | 99% | 98% | 98% | 77% |
Program output ratio Program output ratio = Program services / Total revenue | 82% | 97% | 97% | 96% | 96% | 76% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 2% | 1% | 1% | 2% | 2% | 23% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 1% | 5% | 3% | 7% | 6% | 100% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 13% | 2% | 2% | 2% | 2% | 2% |
| Investing ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.52 | 0.82 | 0.83 | 0.85 | 0.86 | 0.80 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.58 | 4.37 | 4.11 | 4.24 | 5.10 | 4.73 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.41 | 3.59 | 3.42 | 3.60 | 4.40 | 3.79 |
| Liquidity ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Current ratio Current ratio = Total current assets / Total current liabilities | 8.23 | 1.90 | 1.88 | 1.93 | 1.53 | 0.28 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.12 | 0.53 | 0.53 | 0.52 | 0.65 | 3.61 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 7.38 | 1.58 | 1.64 | 1.60 | 0.95 | -8.27 |
| Solvency ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 25% | 76% | 77% | 76% | 75% | 76% |
Debt ratio Debt ratio = Debt / Total assets | 11% | 3% | 57% | 63% | 62% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 148% | 29% | 28% | 28% | 28% | 29% |
Financials
| Balance sheet | |||||
| Assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Cash | $430,675,491 | $452,152,374 | $407,438,506 | $307,602,804 | $325,655,183 |
| Receivables, inventories, prepaids | $33,188,468 | $26,124,354 | $24,291,413 | $21,300,197 | $22,890,447 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $463,863,959 | $478,276,728 | $431,729,919 | $328,903,001 | $348,545,630 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $1,426,929,897 | $1,358,383,138 | $1,296,295,195 | $1,230,909,203 | $1,168,479,545 |
| Other long-term assets | $138,283,685 | $128,490,044 | $103,339,587 | $116,391,688 | $130,616,573 |
| Total long-term assets | $1,565,213,582 | $1,486,873,182 | $1,399,634,782 | $1,347,300,891 | $1,299,096,118 |
| Total assets | $2,029,077,541 | $1,965,149,910 | $1,831,364,701 | $1,676,203,892 | $1,647,641,748 |
| Liabilities | 2023 | 2022 | 2021 | 2020 | 2019 |
| Payables and accrued expenses | $62,367,542 | $71,621,662 | $54,289,164 | $39,415,129 | $35,595,606 |
| Other current liabilities | $182,188,655 | $182,771,240 | $169,640,050 | $175,497,331 | $1,223,551,672 |
| Total current liabilities | $244,556,197 | $254,392,902 | $223,929,214 | $214,912,460 | $1,259,147,278 |
| Debt | $67,402,686 | $1,129,369,287 | $1,159,912,419 | $1,044,912,419 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $1,239,492,552 | $126,439,232 | $4,370,604 | $5,638,239 | $823,315 |
| Total long-term liabilities | $1,306,895,238 | $1,255,808,519 | $1,164,283,023 | $1,050,550,658 | $823,315 |
| Total liabilities | $1,551,451,435 | $1,510,201,421 | $1,388,212,237 | $1,265,463,118 | $1,259,970,593 |
| Net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Without donor restrictions | $469,867,162 | $447,682,328 | $443,152,464 | $410,121,668 | $387,270,155 |
| With donor restrictions | $7,758,944 | $7,266,161 | $0 | $619,106 | $401,000 |
| Net assets | $477,626,106 | $454,948,489 | $443,152,464 | $410,740,774 | $387,671,155 |
| Revenues and expenses | |||||
| Revenue | 2023 | 2022 | 2021 | 2020 | 2019 |
| Total contributions | $8,029,526 | $32,387,306 | $18,950,256 | $15,597,945 | $362,446,935 |
| Program service revenue | $1,664,299,188 | $1,612,161,172 | $1,568,937,716 | $1,449,698,959 | $1,340,199,529 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $15,900,048 | $668,951 | $429,876 | $4,495,723 | $5,180,737 |
| Other revenue | $88,474 | $422,385 | $291,762 | $401,083 | $363,305 |
| Total other revenue | $1,680,287,710 | $1,613,252,508 | $1,569,659,354 | $1,454,595,765 | $1,345,743,571 |
| Total revenue | $1,688,317,236 | $1,645,639,814 | $1,588,609,610 | $1,470,193,710 | $1,708,190,506 |
| Expenses | 2023 | 2022 | 2021 | 2020 | 2019 |
| Program services | $1,633,323,051 | $1,604,237,070 | $1,527,992,728 | $1,415,791,794 | $1,297,051,605 |
| Management and general | $30,584,292 | $27,888,708 | $26,834,970 | $30,503,215 | $22,601,415 |
| Fundraising | $1,732,276 | $1,718,011 | $1,370,222 | $829,082 | $866,331 |
| Total expenses | $1,665,639,619 | $1,633,843,789 | $1,556,197,920 | $1,447,124,091 | $1,320,519,351 |
| Change in net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Surplus (deficit) | $22,677,617 | $11,796,025 | $32,411,690 | $23,069,619 | $387,671,155 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $22,677,617 | $11,796,025 | $32,411,690 | $23,069,619 | $387,671,155 |
Compensation
| Name | Title | Compensation |
| Bryce Drew | Head Basketball Coach | $1,374,363 |
| Daniel Majerle | Former Head Basketball Coach | $1,000,000 |
| Marvin Menzies | Associate Coach | $848,846 |
| Henry Radda | Provost (THRU 07/16/2022) | $734,876 |
| Jennifer Lech | EVP Academic Affairs | $709,586 |
| Brian Mueller | President | $660,952 |
| Randall Gibb | Provost (from 07/16/2022) | $647,529 |
| Timothy Griffin | Dean of Students | $612,471 |
| Kenneth Wooden | Dean, College of Science, Engineering, & Technology | $531,831 |
| Junette West | VP Business & Finance/Treasurer | $520,731 |
| Raymond Kaselonis | CAO/General Counsel/Secretary | $447,562 |
| Brian Roberts | Former CAO/General Counsel/Secretary | $103,169 |
| Don Andorfer | Director | $10,000 |
| Fred Miller | Director | $10,000 |
| Jim Rice | Director | $10,000 |
| Lupita Hightower | Director | $10,000 |
| Marion Kelly | Director | $10,000 |
| Peggy Chase | Director | $10,000 |
| Will Gonzalez | Chairman of the Board | $10,000 |
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 5/8/2023. To update the information below, please email: [email protected]
History
Grand Canyon College was chartered on Aug. 1, 1949, with 16 faculty and approximately 100 students in Prescott, AZ. In 1951, the college relocated to a 90-acre tract in West Phoenix and was fully accredited in 1968 by the Commission on Institutions of Higher Education. Established as a Baptist-affiliated institution with an emphasis on religious studies, the school initially offered bachelor's programs in education. Programs expanded to include the sciences, nursing, business, music and fine arts. It was during this time when the college started to develop a reputation for producing effective teachers, nurses and health care professionals in the Southwest.
While planning to change in institutional organization and status to Grand Canyon University, Grand Canyon College identified several landmark events during this transition: organizing programs and departments into colleges, offering graduate degree programs, establishing the Grand Canyon University Foundation and the generosity of those who pledged or gave unrestricted gifts valued at $1 million dollars or more. In May of 1984, college trustees voted to prepare for transition to university status on the school's 40th anniversary. Then GCU moved from being owned and operated by the Arizona Southern Baptist Convention to being self-owned by the Board of Trustees.
By the early 2000s, GCU struggled with maintaining its operations in light of dwindling financial support. The university faced a critical juncture in September 2003, teetering on the verge of insolvency and facing the prospect of bankruptcy. A small group of investors acquired the university and refocused on online education for working adults. With an improving financial structure, the university recruited a new leadership team in 2008 to envision a future that centered around a hybrid campus strategy-combining traditional students with nontraditional students (primarily working adults studying at the graduate level). The university completed an initial public offering in 2008 to generate the capital necessary to improve its online infrastructure and expand its campus.
The university grew its campus student body from fewer than 1,000 students in 2009 to over 19,000 ground students in fall 2017, where the incoming student GPA was 3.5. By 2016, more than 75% of the university's traditional students study in rigorous STEM and business programs. GCU's nontraditional student body increased from approximately 22,000 students at the start of 2009 to over 60,000 online students currently. Over 47% of GCU's online student body is studying at the graduate level and that percentage is growing.
In total since 2009, the university had invested over $1 billion dollars-and today, continues to invest in full-time faculty, improved technology infrastructure, new facilities and programmatic expansion in high-growth, high-demand areas such as engineering, computer science and IT. The university has been able to self-fund these investments with only nominal increases in tuition for nontraditional students, while freezing tuition for traditional students for 10 straight years.
In 2018, GCU transitioned back to a non-profit institution, which provided faculty and students with equitable opportunities to:
Participate in academic and co-curricular opportunities with peer institutions
Operate a philanthropic foundation
Provide grant writing and research opportunities for faculty and students
Invest in educational infrastructure
Allow the university to continue offering tuition at levels that make private higher education affordable to all Americans despite socio-economic class
Provide employment and career growth opportunities for faculty and staff
Continue to invest in the communities where the university serves
Permit student athletes to participate in governance opportunities afforded by the NCAA