High Point University 
The information on this page was last updated 5/2/2024. If you see errors or omissions, please email: [email protected]
Summary
High Point University is a private liberal arts college located in central North Carolina.
Contact information
Mailing address:
High Point University
One University Parkway
High Point, NC 27268
Website: highpoint.edu
Phone: (800) 345-6993
Email: [email protected]
Organization details
EIN: 560529999
CEO/President: Dr. Nido Qubein
Chairman: Bob Brown
Board size: 13
Founder:
Ruling year: 2009
Tax deductible: Yes
Fiscal year end: 05/31
Member of ECFA: No
Member of ECFA since:
Purpose
The vision of High Point University is to be a nationally prominent, private institution recognized for the excellence of its academic programs, the depth of its values based culture, the breadth of its inclusiveness, and the strength of its commitment to help students lead lives of significance.
Mission statement
The mission of High Point University is to deliver educational experiences that enlighten, challenge, and prepare students to lead lives of significance in complex global communities.
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 | | 808 of 1118 | 108 of 130 |
| Fund acquisition rating | | 384 of 1119 | 44 of 130 |
| Resource allocation rating | | 723 of 1119 | 88 of 130 |
| Asset utilization rating | | 968 of 1118 | 122 of 130 |
Financial ratios
| Funding ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 13% | 9% | 4% | 8% | 12% | 10% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 1% | 1% | 1% | 1% | 1% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 18% | 13% | 23% | 12% | 11% | 10% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 1% | 1% | 1% | 2% | 1% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 82% | 87% | 77% | 88% | 89% | 90% |
| Operating ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 80% | 81% | 82% | 80% | 78% |
Spending ratio Spending ratio = Total expenses / Total revenue | 98% | 85% | 73% | 75% | 84% | 81% |
Program output ratio Program output ratio = Program services / Total revenue | 81% | 68% | 59% | 62% | 67% | 64% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 2% | 15% | 27% | 25% | 16% | 19% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 1% | 7% | 14% | 11% | 7% | 9% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 13% | 19% | 18% | 17% | 19% | 20% |
| Investing ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.51 | 0.32 | 0.30 | 0.28 | 0.29 | 0.29 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.61 | 5.00 | 4.51 | 5.71 | 7.60 | 5.10 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.41 | 1.58 | 1.36 | 1.58 | 2.18 | 1.48 |
| Liquidity ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Current ratio Current ratio = Total current assets / Total current liabilities | 7.92 | 2.70 | 3.66 | 2.91 | 1.55 | 3.13 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.13 | 0.37 | 0.27 | 0.34 | 0.65 | 0.32 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 7.43 | 4.78 | 6.40 | 4.99 | 1.95 | 5.53 |
| Solvency ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 24% | 17% | 17% | 19% | 23% | 23% |
Debt ratio Debt ratio = Debt / Total assets | 11% | 9% | 11% | 13% | 15% | 17% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 148% | 264% | 275% | 292% | 267% | 266% |
Financials
| Balance sheet | |||||
| Assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Cash | $89,630,561 | $69,025,856 | $72,769,550 | $46,777,814 | $91,986,272 |
| Receivables, inventories, prepaids | $60,524,108 | $89,500,663 | $23,083,122 | $26,820,336 | $35,227,610 |
| Short-term investments | $75,589,718 | $76,217,129 | $70,278,931 | $39,963,244 | $32,102,636 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $225,744,387 | $234,743,648 | $166,131,603 | $113,561,394 | $159,316,518 |
| Long-term investments | $52,414,209 | $51,117,624 | $31,035,778 | $24,960,888 | $21,801,895 |
| Fixed assets | $839,753,762 | $763,097,372 | $734,080,996 | $711,657,699 | $618,144,088 |
| Other long-term assets | $10,810,221 | $9,152,206 | $17,330,765 | $13,264,404 | $14,009,711 |
| Total long-term assets | $902,978,192 | $823,367,202 | $782,447,539 | $749,882,991 | $653,955,694 |
| Total assets | $1,128,722,579 | $1,058,110,850 | $948,579,142 | $863,444,385 | $813,272,212 |
| Liabilities | 2023 | 2022 | 2021 | 2020 | 2019 |
| Payables and accrued expenses | $38,128,169 | $26,694,528 | $26,770,615 | $36,158,263 | $35,984,024 |
| Other current liabilities | $45,451,785 | $37,483,816 | $30,387,569 | $37,117,293 | $14,958,281 |
| Total current liabilities | $83,579,954 | $64,178,344 | $57,158,184 | $73,275,556 | $50,942,305 |
| Debt | $103,292,832 | $115,413,169 | $124,278,676 | $128,760,462 | $136,666,433 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $1,092,450 | $56,668 | $538,078 | $732,979 | $1,107,548 |
| Total long-term liabilities | $104,385,282 | $115,469,837 | $124,816,754 | $129,493,441 | $137,773,981 |
| Total liabilities | $187,965,236 | $179,648,181 | $181,974,938 | $202,768,997 | $188,716,286 |
| Net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Without donor restrictions | $765,862,704 | $674,955,496 | $614,908,505 | $543,294,184 | $511,573,275 |
| With donor restrictions | $174,894,639 | $203,507,173 | $151,695,699 | $117,381,204 | $112,982,651 |
| Net assets | $940,757,343 | $878,462,669 | $766,604,204 | $660,675,388 | $624,555,926 |
| Revenues and expenses | |||||
| Revenue | 2023 | 2022 | 2021 | 2020 | 2019 |
| Total contributions | $56,321,409 | $99,214,423 | $41,696,208 | $32,360,327 | $29,906,831 |
| Program service revenue | $352,297,282 | $332,182,708 | $300,752,682 | $258,127,754 | $256,417,406 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $5,466,891 | $5,505,314 | $3,522,024 | $2,158,969 | $1,248,105 |
| Other revenue | $7,991,676 | $1,862,569 | $1,432,267 | $2,127,115 | $2,544,507 |
| Total other revenue | $365,755,849 | $339,550,591 | $305,706,973 | $262,413,838 | $260,210,018 |
| Total revenue | $422,077,258 | $438,765,014 | $347,403,181 | $294,774,165 | $290,116,849 |
| Expenses | 2023 | 2022 | 2021 | 2020 | 2019 |
| Program services | $285,440,076 | $259,352,696 | $215,330,676 | $197,357,606 | $184,532,155 |
| Management and general | $66,717,928 | $56,309,374 | $43,614,454 | $46,445,558 | $47,645,760 |
| Fundraising | $4,800,174 | $4,018,926 | $3,291,955 | $3,928,918 | $2,897,199 |
| Total expenses | $356,958,178 | $319,680,996 | $262,237,085 | $247,732,082 | $235,075,114 |
| Change in net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Surplus (deficit) | $65,119,080 | $119,084,018 | $85,166,096 | $47,042,083 | $55,041,735 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $65,119,080 | $119,084,018 | $85,166,096 | $47,042,083 | $55,041,735 |
Compensation
| Name | Title | Compensation |
| Nido Qubein | President | $4,416,211 |
| Tubby Smith | Coach | $2,412,255 |
| Daniel Erb | Provost | $352,189 |
| Brad Calloway | Senior Vice President | $348,015 |
| Scott de Rossi | Dean School of Dental Medicine and Oral Health | $336,237 |
| Andrew Bills | Senior Vice President | $327,012 |
| Chris Dudley | Senior Vice President | $314,231 |
| Roger Clodfelter | Senior Vice President | $288,588 |
| Mark Martin | Dean School of Law | $275,452 |
| Barry Kitley | Senior Vice President | $247,077 |
| Kerr Ramsay | Senior Vice President | $245,863 |
| Debi Shutters | Vice President / CFO | $244,189 |
| Scott Hemby | Pharmacy Professor | $238,069 |
| Marlon Winters | Business Professor | $229,061 |
| Angela Bauer | Senior Vice President | $209,368 |
| Gail Tuttle | Senior Vice President | $68,615 |
Compensation data as of: 5/31/2023
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 5/2/2024. To update the information below, please email: [email protected]
History
In 1924 High Point College opened as a cooperative venture between the Methodist Protestant Church and the City of High Point. The campus consisted of three partially completed buildings, there were nine faculty members, and student enrollment was 122. Today the University has 122 buildings, is attractively landscaped, the full-time faculty numbers nearly 300, and approximately 4,600 students are enrolled in a wide variety of daytime, evening, and summer programs. Much has changed over the years. Yet the mission of High Point University may still be best expressed in the words of its founders more than nine decades ago: "to help us to appreciate and to love our own, to know our needs and opportunities, and to make ourselves more efficient servants of Christ."
The Methodist Protestant Church, which is now part of The United Methodist Church, first became active in educational pursuits in North Carolina in the middle of the 19th century. Of the various institutions which it sponsored, the most ambitious was Yadkin College, which operated in Davidson County from 1856 to 1895 but failed because of its isolated rural location.
At the turn of the century, the vision of a church-related college was revived by The Reverend Joseph F. McCulloch of Greensboro, who labored for nearly a quarter-century to make it a reality. The Annual Conference finally voted to proceed in 1921. Shortly afterwards it accepted an offer from the thriving city of High Point to contribute 60 acres of land and $100,000 to the project. Classes began in September 1924, even as the finishing touches were still being added to the original buildings.
The atmosphere of confidence which attended the birth of the College ended abruptly with the Great Depression. For many years thereafter, the struggle to survive was a severe one. Faculty salaries were eventually in arrears by as much as fifteen years, while students occasionally paid tuition in chickens, pigs, and vegetables. In 1934 the College underwent bankruptcy and reorganization in an effort to reduce its indebtedness. Yet slowly this situation began to improve. By the end of the decade, library and gymnasium facilities had been added, and (with W.P.A. assistance) an athletic stadium was constructed. During World War II, the College hosted the 326th College Training Detachment of the U.S. Army Air Force. Financial stability ultimately returned with the liquidation of the debt in 1945.
The postwar decades brought renewed prosperity and rapid growth. Under the influences of the GI Bill® and the "baby boom" of the 1940s and 1950s, enrollment more than tripled, with a corresponding increase in staff. The College's programs received full regional accreditation in 1951. Additional facilities were added in response to this growth in size and professionalism: four residence halls between 1953 and 1968, two classroom buildings, a second gymnasium, an auditorium, a chapel, and a campus center. Crowning the physical expansion was Smith Library, completed in the spring of 1984, with a capacity three times the size of the former facility. The original men's residence hall was replaced in 1987 with a 221-resident facility. The Millis Athletic/Convocation Center was opened in late 1992 and provides facilities for convocations, physical education, athletic, and health activities.
On October 9, 1991, by the action of the Board of Trustees, the name of High Point College was changed to High Point University. High Point University offers day and evening undergraduate degree programs (Bachelor of Arts and Bachelor of Science) and evening graduate degree programs (Master of Arts, Master of Education, Master of Arts in Teaching, Master of Business Administration, Master of Physician Assistant Studies, Doctor of Education, and Doctor of Pharmacy). In addition, HPU offers 64 study abroad destinations, including semester- and year-long exchanges, two- to four-week Global Experience "Maymesters," faculty-in-residence programs and more.
High Point University announced in October 2007 that it was doubling its investment in academic programs, student life, scholarships and construction of new facilities. The university's board of trustees approved doubling the investment in the university from $110 to $225 million over a period of three years. The campus transformation is made possible through gifts, bonds and operating revenues.
Since 2005, 90 new buildings have been built, acquired or are under construction on the HPU campus - including state-of-the-art academic schools, student centers, residence halls and athletic stadiums. The acquisition of more than 300 acres of land puts the campus now at 430 acres total. The board has approved the construction of an arena and conference center, undergraduate sciences building, parking deck, new restaurants, and two new residential facilities to accommodate the growth of traditional day students from 1,500 to 4,500 today.
Program accomplishments
HPU is a private comprehensive institution, rooted in the liberal arts, with 5,200 undergraduate and graduate students from 48 states and 37 countries. High Point University currently offers 58 undergraduate majors, 57 undergraduate minors and 13 graduate degree programs, including doctoral programs in educational leadership, pharmacy and physical therapy. High Point is a small school with big school facilities. Its 16 varsity teams play at the NCAA Division I level.