Bethel University - Tennessee 
The information on this page was last updated 2/1/2023. If you see errors or omissions, please email: [email protected]
Summary
Bethel is a private, faith-based, 4-year university with a supportive academic environment designed to help you succeed.
Contact information
Mailing address:
Bethel University
325 Cherry Avenue
McKenzie, TN 38201
Website: bethelu.edu
Phone: 731-352-4000
Email: [email protected]
Organization details
EIN: 620548913
CEO/President: Walter Butler
Chairman:
Board size: 25
Founder:
Ruling year: 1946
Tax deductible: Yes
Fiscal year end: 07/31
Member of ECFA: No
Member of ECFA since:
Purpose
Bethel University creates a learning community which:
Accepts individuals from a wide variety of backgrounds, experiences, and beliefs.
Offers opportunities for individuals to contribute to the University and to other communities in a variety of ways.
Emphasizes human dignity and ethics that are consistent with the Christian tradition.
Encourages inquiry and the examination of values, self, and society.
Prepares individuals for the life-long pursuit of knowledge in a complex and constantly changing world.
Mission statement
Bethel University's mission is to create opportunities for members of the learning community to develop in a Christian environment to their highest intellectual, spiritual, and social potential. This includes synchronous and asynchronous modes of education.
Statement of faith
Since its founding in 1842, Bethel University has been affiliated with the Cumberland Presbyterian Church.
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 | | 340 of 1106 | 44 of 129 |
| Fund acquisition rating | | 254 of 1107 | 29 of 129 |
| Resource allocation rating | | 629 of 1107 | 80 of 129 |
| Asset utilization rating | | 425 of 1106 | 57 of 129 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 10% | 4% | 6% | 4% | 15% | 6% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 1% | 1% | 0% | 0% | 0% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 22% | 18% | 10% | 13% | 3% | 8% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 1% | 1% | 1% | 0% | 0% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 78% | 82% | 90% | 87% | 97% | 92% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 82% | 78% | 77% | 80% | 83% |
Spending ratio Spending ratio = Total expenses / Total revenue | 96% | 100% | 100% | 95% | 100% | 100% |
Program output ratio Program output ratio = Program services / Total revenue | 78% | 82% | 78% | 73% | 80% | 84% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 4% | 0% | 0% | 5% | 0% | 0% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 5% | 0% | 1% | 7% | 0% | -1% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 13% | 17% | 21% | 22% | 20% | 16% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.51 | 0.55 | 0.56 | 0.59 | 0.61 | 0.66 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.64 | 5.09 | 3.72 | 3.73 | 3.40 | 3.99 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.40 | 2.79 | 2.10 | 2.19 | 2.07 | 2.63 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 8.60 | 7.37 | 7.90 | 6.41 | 6.03 | 4.24 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.12 | 0.14 | 0.13 | 0.16 | 0.17 | 0.24 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 7.34 | 3.72 | 5.00 | 4.63 | 4.84 | 3.49 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 24% | 56% | 55% | 58% | 64% | 64% |
Debt ratio Debt ratio = Debt / Total assets | 11% | 53% | 52% | 53% | 59% | 58% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 151% | 81% | 79% | 72% | 60% | 54% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $1,133,069 | $621,360 | $1,930,534 | $1,675,575 | $1,601,776 |
| Receivables, inventories, prepaids | $12,627,434 | $19,310,025 | $19,838,535 | $24,892,342 | $20,154,002 |
| Short-term investments | $4,669,303 | $4,962,204 | $3,685,106 | $3,298,073 | $3,606,138 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $18,429,806 | $24,893,589 | $25,454,175 | $29,865,990 | $25,361,916 |
| Long-term investments | $14,322,937 | $5,114,055 | $5,477,532 | $5,416,882 | $7,522,339 |
| Fixed assets | $60,576,563 | $61,988,449 | $63,608,370 | $65,830,139 | $67,948,834 |
| Other long-term assets | $542,669 | $524,428 | $506,586 | $488,319 | $469,244 |
| Total long-term assets | $75,442,169 | $67,626,932 | $69,592,488 | $71,735,340 | $75,940,417 |
| Total assets | $93,871,975 | $92,520,521 | $95,046,663 | $101,601,330 | $101,302,333 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $1,359,413 | $1,455,732 | $2,498,378 | $3,213,835 | $3,304,184 |
| Other current liabilities | $1,142,881 | $1,696,332 | $1,475,452 | $1,740,330 | $2,673,907 |
| Total current liabilities | $2,502,294 | $3,152,064 | $3,973,830 | $4,954,165 | $5,978,091 |
| Debt | $49,822,383 | $47,916,756 | $50,673,741 | $59,600,096 | $59,057,962 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $33,659 | $33,659 | $144,263 | $227,849 | $227,849 |
| Total long-term liabilities | $49,856,042 | $47,950,415 | $50,818,004 | $59,827,945 | $59,285,811 |
| Total liabilities | $52,358,336 | $51,102,479 | $54,791,834 | $64,782,110 | $65,263,902 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $28,879,054 | $28,365,799 | $28,291,616 | $25,258,864 | $24,310,749 |
| With donor restrictions | $12,634,585 | $13,052,243 | $11,963,213 | $11,560,356 | $11,727,682 |
| Net assets | $41,513,639 | $41,418,042 | $40,254,829 | $36,819,220 | $36,038,431 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $9,125,990 | $5,140,710 | $7,708,832 | $2,055,531 | $5,237,337 |
| Program service revenue | $42,328,627 | $47,264,735 | $50,967,529 | $59,850,173 | $61,085,805 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $5,495 | $12,829 | $14,180 | $8,137 | $19,376 |
| Other revenue | $18,325 | $28,250 | $9,074 | $52,199 | $81,360 |
| Total other revenue | $42,352,447 | $47,305,814 | $50,990,783 | $59,910,509 | $61,186,541 |
| Total revenue | $51,478,437 | $52,446,524 | $58,699,615 | $61,966,040 | $66,423,878 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $42,104,470 | $40,944,698 | $43,014,558 | $49,310,268 | $55,708,365 |
| Management and general | $8,935,614 | $10,951,137 | $12,403,950 | $12,208,481 | $10,697,885 |
| Fundraising | $342,756 | $301,097 | $293,181 | $307,944 | $320,351 |
| Total expenses | $51,382,840 | $52,196,932 | $55,711,689 | $61,826,693 | $66,726,601 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | $95,597 | $249,592 | $2,987,926 | $139,347 | ($302,723) |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $95,597 | $249,592 | $2,987,926 | $139,347 | ($302,723) |
Compensation
| Name | Title | Compensation |
| Walter G Butler | President | $268,570 |
| Phyllis K Campbell | Chief Academic Officer | $198,701 |
| David W Huss | VP of Finance/CFO | $197,082 |
| Cindy A Mallard | Vice President Cas | $173,402 |
| Ronald L Deming | Professor of Business | $116,087 |
| Edward Scott | Executive Vice President | $37,159 |
Compensation data as of: 7/31/2022
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 2/1/2023. To update the information below, please email: [email protected]
History
Bethel College was granted a charter by the State of Tennessee in 1847 and operated as Bethel College until 2009 when the trustees voted to change its name to Bethel University.
Bethel's first president was Rev. Reuben Burrow, who served for 20 years. During his presidency, Rev. Burrow also served as a fundraiser, a member of the Board of Visitors, head of the Theology Department, and a teacher.
Bethel successfully weathered the economic hardship brought on by the Civil War and in 1865 admitted women for the first time.
In 1872, Bethel President W.W. Hendrix led the initiative to move Bethel from McLemoresville to its current location in McKenzie, where the Nashville, Chattanooga & St. Louis Railway intersected the Louisville & Nashville Railway.
During the 20th century, Bethel College made a name for itself as an outstanding church-affiliated school producing many graduates headed for the clergy, for the classroom as educators, and many other career paths.
In more recent years, the university has been an innovator, pioneering online education with Bethel's Success Adult Degree program. Bethel was also the first college in Tennessee to offer a laptop initiative where each full-time student would be provided with a laptop computer.
Since then, Bethel has continued to innovate. The Renaissance Performing Arts Experience was developed to offer performing arts students scholarships, much like the scholarships awarded to student-athletes. This opportunity broadened the base of prospective students as did the introduction of a number of non-traditional athletics programs, including inline roller hockey, bowling, and bass fishing.
Master's degree programs including a Master of Arts in education, a Master of Science in physician assistant studies, a Master of Business Administration, and a Master of Arts in conflict resolution have been added through the years as options in learning platforms for the master's degree. Students can choose to learn face-to-face in the classroom, online, or via both platforms.
In 2009, the Bethel Board of Trustees voted unanimously to change Bethel College's name to Bethel University to best reflect the momentum the school was experiencing. Three colleges currently operate under the Bethel University umbrella: The College of Arts and Sciences, The College of Professional Studies, and The College of Health Sciences.
Our momentum has no signs of stopping. Last year, the football Wildcats finished the season with a 10-1 record. Our bass fishing team won a national championship. Enrollment continues to rise both in McKenzie and in our online program. Our graduates serve as leaders in government, businesses, and communities across the country.
For our students and Bethel University, the best is yet to come.