Council for Christian Colleges and Universities 
The information on this page was last updated 7/1/2026. If you see errors or omissions, please email: [email protected]
Summary
The Council for Christian Colleges & Universities (CCCU) is a higher education association of more than 185 Christian institutions around the world.
With campuses across the globe, including more than 150 in the U.S. and Canada and more than 30 from an additional 19 countries, CCCU institutions are accredited, comprehensive colleges and universities whose missions are Christ-centered and rooted in the historic Christian faith. Most also have curricula rooted in the arts and sciences.
The institutions of the CCCU share three basic educational commitments:
First, we integrate biblical truth not just into "spiritual" aspects of the institution but throughout the academic enterprise. Our professors pursue academic excellence because they are committed to God as the author of truth, and that truth has implications for every academic discipline. The classroom and the laboratory are just as much arenas of Christian integration as the college chapel.
Second, we are committed to the moral and spiritual formation of students. Education that instructs the mind without deepening the soul is not true learning. Our schools seek to develop students who, in the words of the Old Testament prophet, "act justly and love mercy and walk humbly with their God" (Micah 6:8). This requires not simply professional competence but wisdom, which is a sense of things in their proper relationship and a love for the right things. Our purpose is to form students of moral commitment who live out Christian virtues such as love, courage, and humility. This task gives meaning and coherence to every part of the academy, from the classroom to the fine arts studio, from the internship placement to the residence hall and the athletic field.
Third, we are committed to graduating students who make a difference for the common good as redemptive voices in the world. Our schools offer a wide variety of academic programs because we believe that Christians are called to use their vocations as vehicles to bring the good news of Jesus Christ to a fallen world. Our graduates are "hopeful realists" who recognize the brokenness of the world but believe that God has called them to work for its healing. As such, they play a redemptive and restorative role in the world as doctors, teachers, marketers, engineers, parents, soccer coaches, and in a host of other ways. In other words, we are private religious institutions that exist for the public good and contribute to human flourishing.
Contact information
Mailing address:
Council for Christian Colleges and Universities
321 Eighth Street NE
Washington, DC 20002
Website: cccu.org
Phone: 202-546-8713
Email: [email protected]
Organization details
EIN: 521247182
CEO/President: David Hoag
Chairman: Phil Schubert
Board size: 16
Founder:
Ruling year: 1984
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: Yes
Member of ECFA since: 2012
Purpose
To fulfill our mission and meet the needs of our institutions, we provide unique services for administration, faculty, students, and friends of Christian higher education in three pillars of strategic focus:
Public Advocacy | As an effective and respected advocate for Christ-centered higher education both in the U.S. and around the world, we provide a unified voice to highlight the contributions of our institutions to the common good. We also advocate for the right of each CCCU institution to practice its sincerely held religious beliefs and to participate fully in the public square without penalty.
Professional Development & Scholarship | We host numerous conferences for administrators to develop their skills, build connections with peer leaders, and equip them in their work to provide a holistic Christ-centered educational experience for their students. We also invest in faculty development and scholarship through institutes and grants intended to help faculty excel in their scholarship and integrate faith into their discipline. Our leadership institutes also play a pivotal role in ensuring that the pipeline of leaders in Christian higher education is filled with a diverse pool of highly qualified candidates.
Experiential Education | CCCU GlobalEd is a collection of faith-integrated, off-campus study programs that foster intellectual, cultural, vocational, and spiritual growth. Our programs transform the way students experience the world and equip them to live out their Christian faith in today's global society. More than 13,000 students have benefited from our academically rigorous, Christ-centered experiential education programs for the past 40 years.
Mission statement
The CCCU's mission is to advance the cause of Christ-centered higher education and to help our institutions transform lives by faithfully relating scholarship and service to biblical truth.
Statement of faith
Articles
| 9/3/2025 | American Bible Society Issues Grants Aimed at Engaging Young Adults in Scripture |
| 7/26/2024 | Ep. 376: The SBC's Reversal on Brent Leatherwood, First Baptist Dallas, Life Surge Conferences |
Donor confidence score
Show donor confidence score details
To understand our donor confidence score, click here.
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 | | 718 of 1435 | 91 of 155 |
| Fund acquisition rating | | 304 of 1435 | 34 of 155 |
| Resource allocation rating | | 1243 of 1435 | 135 of 155 |
| Asset utilization rating | | 628 of 1436 | 81 of 155 |
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 | 13% | 9% | 28% | 23% | 10% | 5% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 4% | 3% | 5% | 3% | 2% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 15% | 40% | 11% | 20% | 26% | 48% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 4% | 5% | 4% | 3% | 3% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 85% | 60% | 89% | 80% | 74% | 52% |
| Operating ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 74% | 67% | 71% | 78% | 71% |
Spending ratio Spending ratio = Total expenses / Total revenue | 96% | 98% | 68% | 109% | 96% | 70% |
Program output ratio Program output ratio = Program services / Total revenue | 81% | 72% | 46% | 78% | 76% | 50% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 4% | 2% | 32% | -9% | 4% | 30% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 2% | 1% | 23% | -5% | 3% | 20% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 14% | 23% | 29% | 24% | 19% | 25% |
| Investing ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.52 | 0.49 | 0.39 | 0.50 | 0.55 | 0.32 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.73 | 1.39 | 1.64 | 1.59 | 1.50 | 1.64 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.45 | 0.68 | 0.64 | 0.80 | 0.82 | 0.53 |
| Liquidity ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Current ratio Current ratio = Total current assets / Total current liabilities | 8.18 | 31.28 | 21.30 | 8.41 | 7.33 | 8.44 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.12 | 0.03 | 0.05 | 0.12 | 0.14 | 0.12 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.99 | 17.01 | 17.77 | 13.27 | 12.62 | 19.85 |
| Solvency ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 20% | 17% | 22% | 26% | 27% | 30% |
Debt ratio Debt ratio = Debt / Total assets | 10% | 0% | 5% | 18% | 18% | 19% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 148% | 169% | 199% | 148% | 132% | 215% |
Financials
| Balance sheet | |||||
| Assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Cash | $3,036,696 | $4,727,017 | $3,744,402 | $5,690,058 | $5,568,321 |
| Receivables, inventories, prepaids | $312,658 | $998,522 | $1,706,071 | $2,400,980 | $2,695,845 |
| Short-term investments | $10,903,954 | $6,519,249 | $4,190,181 | $2,553,893 | $1,942,796 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $14,253,308 | $12,244,788 | $9,640,654 | $10,644,931 | $10,206,962 |
| Long-term investments | $0 | $2,184,120 | $1,384,300 | $930,467 | $1,999,696 |
| Fixed assets | $3,052,368 | $2,900,564 | $4,158,820 | $4,314,009 | $4,461,599 |
| Other long-term assets | $2,519,143 | $2,707,302 | $162,717 | $45,824 | $105,476 |
| Total long-term assets | $5,571,511 | $7,791,986 | $5,705,837 | $5,290,300 | $6,566,771 |
| Total assets | $19,824,819 | $20,036,774 | $15,346,491 | $15,935,231 | $16,773,733 |
| Liabilities | 2025 | 2024 | 2023 | 2022 | 2021 |
| Payables and accrued expenses | $222,666 | $318,714 | $253,712 | $501,391 | $415,504 |
| Other current liabilities | $233,013 | $256,274 | $892,909 | $950,064 | $794,170 |
| Total current liabilities | $455,679 | $574,988 | $1,146,621 | $1,451,455 | $1,209,674 |
| Debt | $0 | $992,569 | $2,766,749 | $2,912,357 | $3,182,472 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $2,885,172 | $2,780,998 | $63,314 | $500 | $710,797 |
| Total long-term liabilities | $2,885,172 | $3,773,567 | $2,830,063 | $2,912,857 | $3,893,269 |
| Total liabilities | $3,340,851 | $4,348,555 | $3,976,684 | $4,364,312 | $5,102,943 |
| Net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Without donor restrictions | $13,112,664 | $12,316,917 | $7,521,615 | $7,214,231 | $6,362,535 |
| With donor restrictions | $3,371,304 | $3,371,302 | $3,848,192 | $4,356,688 | $5,308,255 |
| Net assets | $16,483,968 | $15,688,219 | $11,369,807 | $11,570,919 | $11,670,790 |
| Revenues and expenses | |||||
| Revenue | 2025 | 2024 | 2023 | 2022 | 2021 |
| Total contributions | $4,031,773 | $1,275,427 | $1,412,370 | $2,401,073 | $3,697,329 |
| Program service revenue | $2,664,656 | $3,096,374 | $2,981,696 | $3,744,204 | $690,786 |
| Membership dues | $2,289,955 | $2,133,605 | $2,084,463 | $2,039,276 | $1,901,260 |
| Investment income | $564,627 | $4,745,580 | $167,945 | $456,949 | $1,155,289 |
| Other revenue | $404,402 | $309,379 | $418,870 | $421,613 | $319,382 |
| Total other revenue | $5,923,640 | $10,284,938 | $5,652,974 | $6,662,042 | $4,066,717 |
| Total revenue | $9,955,413 | $11,560,365 | $7,065,344 | $9,063,115 | $7,764,046 |
| Expenses | 2025 | 2024 | 2023 | 2022 | 2021 |
| Program services | $7,184,064 | $5,276,507 | $5,487,791 | $6,851,738 | $3,878,138 |
| Management and general | $2,202,522 | $2,246,999 | $1,864,880 | $1,646,925 | $1,375,490 |
| Fundraising | $349,124 | $358,703 | $329,596 | $243,021 | $185,486 |
| Total expenses | $9,735,710 | $7,882,209 | $7,682,267 | $8,741,684 | $5,439,114 |
| Change in net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Surplus (deficit) | $219,703 | $3,678,156 | ($616,923) | $321,431 | $2,324,932 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $219,703 | $3,678,156 | ($616,923) | $321,431 | $2,324,932 |
Compensation
| Name | Title | Compensation |
| Shirley Hoogstra | President | $315,029 |
| Mandi Bolton | Sr Vice President, CFO | $217,992 |
| David Hoag | Member (JUL-JAN)/President | $206,709 |
| Jill Hartness | Chief Advancement Officer | $194,300 |
| John Addleman | COO, Chief of Staff | $173,128 |
| Joy Mosley | Associate VP of Government | $143,942 |
| Amanda Staggenborg | Chief Communications Officer | $141,818 |
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 7/1/2026. To update the information below, please email: [email protected]
History
The CCCU was founded more than 40 years ago with a purpose that was simple to state but lofty in ideal: Create a broad association of Christian colleges that would support promotion and leadership activities for member schools and provide a unifying voice for Christian higher education in the public square.
At the same time, the Council's founders launched the organization's first faith-integrated, semester-long experiential study program: the American Studies Program in Washington, D.C. ASP's launch laid a foundation for future transformative and immersive global off-campus programs, now known as CCCU GlobalEd, which have educated and transformed the lives of more than 13,000 students through experiential education rooted in Scripture and the belief that faith can be integrated into all aspects of life in all locations around the world.
Since the CCCU was founded in 1976, we may have changed in size, in scope, in office location, and even in name, but we have always remained rooted in our mission: to advance the cause of Christ-centered higher education and to our help our institutions transform the lives of students by faithfully relating scholarship and service to biblical truth.
Program accomplishments
185+ colleges and universities
520,000+ students enrolled globally annually
3,600,000+ alumni around the world
90,000 faculty & staff employed globally