Westminster Christian Academy 
The information on this page was last updated 3/25/2026. If you see errors or omissions, please email: [email protected]
Summary
At Westminster, students aren'tseen as numbers, but as image-bearers of Christ-challenged in the classroom, supported in community, and shaped for a life of impact. This isn't just school-it's family. You are not alone.
Contact information
Mailing address:
Westminster Christian Academy
800 Maryville Centre Drive
Town & Country, MO 63017
Website: www.wcastl.org
Phone: 314.997.2900
Email: [email protected]
Organization details
EIN: 510158994
CEO/President: Barrett Mosbacker
Chairman: Thom Avery
Board size: 13
Founder: George Knight III
Ruling year: 1976
Tax deductible: Yes
Fiscal year end: 07/31
Member of ECFA: No
Member of ECFA since:
Purpose
Prepare and equip more young men and women to engage the world and change it for Jesus Christ.
Mission statement
Westminster Christian Academy honors Jesus Christ by providing an excellent education, rooted in biblical truth as interpreted by the Westminster Confession of Faith, for the children of Christian parents. Faculty and staff enable students to discover and embrace a biblical view of the world and integrate that view into every area of life.
Statement of faith
Donor confidence score
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Transparency grade
D
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: K-12 Schools/Academies
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 1401 of 1435 | 191 of 191 |
| Fund acquisition rating | | 1213 of 1435 | 173 of 191 |
| Resource allocation rating | | 1393 of 1435 | 187 of 191 |
| Asset utilization rating | | 1160 of 1436 | 170 of 191 |
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 | 11% | 29% | 15% | 47% | 15% | 6% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 4% | 4% | 5% | 4% | 3% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 13% | 15% | 24% | 12% | 26% | 40% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 4% | 4% | 5% | 5% | 4% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 87% | 85% | 76% | 88% | 74% | 60% |
| Operating ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Program expense ratio Program expense ratio = Program services / Total expenses | 83% | 61% | 59% | 59% | 60% | 61% |
Spending ratio Spending ratio = Total expenses / Total revenue | 93% | 100% | 92% | 107% | 88% | 70% |
Program output ratio Program output ratio = Program services / Total revenue | 76% | 61% | 55% | 63% | 53% | 43% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 7% | 0% | 8% | -7% | 12% | 30% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 6% | 0% | 3% | -3% | 5% | 16% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 14% | 35% | 37% | 35% | 36% | 35% |
| Investing ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.54 | 0.30 | 0.28 | 0.27 | 0.24 | 0.23 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.99 | 4.09 | 4.03 | 4.65 | 4.16 | 4.77 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.80 | 1.24 | 1.11 | 1.26 | 1.02 | 1.11 |
| Liquidity ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Current ratio Current ratio = Total current assets / Total current liabilities | 2.80 | 2.46 | 2.57 | 2.38 | 2.89 | 2.49 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.35 | 0.41 | 0.39 | 0.42 | 0.35 | 0.40 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 3.98 | 5.76 | 6.60 | 5.54 | 7.72 | 6.44 |
| Solvency ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 29% | 32% | 33% | 34% | 35% | 37% |
Debt ratio Debt ratio = Debt / Total assets | 10% | 22% | 23% | 25% | 27% | 28% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 117% | 225% | 242% | 243% | 266% | 271% |
Financials
| Balance sheet | |||||
| Assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Cash | $5,582,651 | $4,794,846 | $3,921,488 | $5,025,041 | $4,190,491 |
| Receivables, inventories, prepaids | $7,819,893 | $9,634,532 | $8,137,250 | $9,667,458 | $7,679,085 |
| Short-term investments | $3,734,230 | $3,447,134 | $3,069,436 | $2,817,869 | $3,166,113 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $17,136,774 | $17,876,512 | $15,128,174 | $17,510,368 | $15,035,689 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $52,665,373 | $54,005,643 | $55,030,495 | $55,327,837 | $56,562,499 |
| Other long-term assets | $232,287 | $184,433 | $166,853 | $91,946 | $87,359 |
| Total long-term assets | $52,897,660 | $54,190,076 | $55,197,348 | $55,419,783 | $56,649,858 |
| Total assets | $70,034,434 | $72,066,588 | $70,325,522 | $72,930,151 | $71,685,547 |
| Liabilities | 2025 | 2024 | 2023 | 2022 | 2021 |
| Payables and accrued expenses | $513,792 | $805,467 | $331,054 | $271,706 | $448,349 |
| Other current liabilities | $6,442,328 | $6,160,253 | $6,024,199 | $5,796,517 | $5,597,922 |
| Total current liabilities | $6,956,120 | $6,965,720 | $6,355,253 | $6,068,223 | $6,046,271 |
| Debt | $15,202,249 | $16,921,062 | $17,753,261 | $19,511,254 | $20,216,771 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $199,984 | $159,875 | $119,069 | $91,946 | $87,359 |
| Total long-term liabilities | $15,402,233 | $17,080,937 | $17,872,330 | $19,603,200 | $20,304,130 |
| Total liabilities | $22,358,353 | $24,046,657 | $24,227,583 | $25,671,423 | $26,350,401 |
| Net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Without donor restrictions | $37,832,393 | $37,561,093 | $35,334,512 | $35,111,797 | $34,864,631 |
| With donor restrictions | $9,843,688 | $10,458,838 | $10,763,427 | $12,146,931 | $10,470,515 |
| Net assets | $47,676,081 | $48,019,931 | $46,097,939 | $47,258,728 | $45,335,146 |
| Revenues and expenses | |||||
| Revenue | 2025 | 2024 | 2023 | 2022 | 2021 |
| Total contributions | $3,228,334 | $5,101,242 | $2,071,187 | $5,284,009 | $9,420,084 |
| Program service revenue | $16,596,003 | $15,895,685 | $15,173,570 | $14,560,459 | $14,062,409 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $1,041,373 | $208,866 | $232,320 | $84,038 | $186,070 |
| Other revenue | $267,838 | $262,883 | $303,689 | $204,935 | $132,928 |
| Total other revenue | $17,905,214 | $16,367,434 | $15,709,579 | $14,849,432 | $14,381,407 |
| Total revenue | $21,133,548 | $21,468,676 | $17,780,766 | $20,133,441 | $23,801,491 |
| Expenses | 2025 | 2024 | 2023 | 2022 | 2021 |
| Program services | $12,883,100 | $11,796,058 | $11,290,072 | $10,631,558 | $10,255,409 |
| Management and general | $7,383,587 | $7,260,858 | $6,743,551 | $6,356,500 | $5,891,018 |
| Fundraising | $931,857 | $787,294 | $969,093 | $805,881 | $603,484 |
| Total expenses | $21,198,544 | $19,844,210 | $19,002,716 | $17,793,939 | $16,749,911 |
| Change in net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Surplus (deficit) | ($64,996) | $1,624,466 | ($1,221,950) | $2,339,502 | $7,051,580 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($64,996) | $1,624,466 | ($1,221,950) | $2,339,502 | $7,051,580 |
Compensation
| Name | Title | Compensation |
| Barrett Mosbacker | Head of School | $365,448 |
| Todd Fuller | Director of Finance & Operations | $191,069 |
| James Snyder | Athletic Director | $154,498 |
| Jennifer Sengpiel | Head of Admissions | $136,031 |
| Dani Butler | Head of Student Development | $134,763 |
| Micah Gall | Head of Academic Development | $131,476 |
Compensation data as of: 7/31/2025
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 3/25/2026. To update the information below, please email: [email protected]
History
In the 1970s, several St. Louis families recognized the need for a distinctly Christian junior and senior high school that integrated faith and learning. Led by Dr. George Knight III, a professor at Covenant Theological Seminary, a school board was formed to establish Westminster Christian Academy in September 1976. The same year, Westminster became a member of the National Union of Christian Schools, which established Westminster as a viable Christian school in the Reformed Christian school tradition.
Westminster's first home was in rented classrooms at Missouri Baptist College. After two years, Westminster transitioned its campus to a small elementary school building in Des Peres, where the school resided until 1982. The building quickly became too small for the growing student body, which had reached 250 students.
Westminster purchased the Ladue Road campus from West Ladue Middle School, which could hold 600 students. Jim Marsh began his tenure as head of school in 1985. In the early '90s, Westminster expanded to include additional classroom space and athletic fields, which allowed the school to enroll as many as 900 students.
By the 2000-01 school year, the transformative renovation had caused classrooms to fill quickly. In 2001, a handful of people started to pray about and discuss what Westminster would do if God opened the door to the purchase of the former West County Technical School property. Two years later, in February 2003, the school purchased the 40-acre campus.
West County Campus
As the Westminster community moved forward with planning committees and town hall meetings, seeking to determine possible uses for the newly purchased campus, attention began to turn to the 30 acres of property, called "Centreat," that was owned by Central Presbyterian Church and perfectly situated next to the Westminster property. In the summer of 2007, a family offered to gift Westminster the funds to purchase Centreat. This unexpected $7.1 million gift allowed Westminster to plan for a 70-acre unified campus. In 2008, the Ladue Road campus was placed on the market for sale.
By the end of January 2010, the Ladue School District presented an offer and a contract to purchase the Ladue Road campus for $18 million. Through God's grace and general financial pledges, construction accelerated on the newly purchased campus, which was completed in June 2011, in time for the 2011-12 academic year. The facility accommodates up to 1,200 students.
Looking Ahead
It is our prayer and hope that God will continue to provide the people and resources needed for us to remain a world-class Christian school. We rejoice as we move forward together, amazed and excited by what God is doing and what He will do in the lives of students and families for years to come.