Dallas Theological Seminary 
The information on this page was last updated 8/26/2024. If you see errors or omissions, please email: [email protected]
Summary
Dallas Theological Seminary is a non-denominational evangelical seminary in Dallas, Texas, with satellite campuses and regional locations throughout the United States and the world.
Contact information
Mailing address:
Dallas Theological Seminary
3909 Swiss Avenue
Dallas, TX 75204
Website: dts.edu
Phone: 800-387-9673
Email: [email protected]
Organization details
EIN: 750827421
CEO/President: Dr. Mark M. Yarbrough
Chairman: Grant A. Switzer
Board size: 34
Founder: Lewis Sperry Chafer
Ruling year: 1941
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: Yes
Member of ECFA since: 1979
Purpose
Our goal at DTS, therefore, is to develop leaders who are biblically rooted in their theology and relationally sound in their engagement with others. We want our students, faculty, and staff to be shaped by their love for God and equipped to teach truth, that we may all love the people we serve.
Mission statement
Founded in 1924, our mission is to glorify God by equipping godly servant-leaders for the proclamation of His Word and the building up of the body of Christ worldwide.
Statement of faith
https://www.dts.edu/about/doctrinal-statement/
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 | | 948 of 1118 | 121 of 130 |
| Fund acquisition rating | | 792 of 1119 | 106 of 130 |
| Resource allocation rating | | 953 of 1119 | 102 of 130 |
| Asset utilization rating | | 650 of 1118 | 88 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% | 14% | 15% | 16% | 13% | 15% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 8% | 8% | 7% | 7% | 7% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 18% | 56% | 51% | 43% | 51% | 46% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 10% | 9% | 7% | 8% | 8% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 82% | 44% | 49% | 57% | 49% | 54% |
| Operating ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 72% | 73% | 64% | 63% | 62% |
Spending ratio Spending ratio = Total expenses / Total revenue | 98% | 78% | 87% | 94% | 85% | 85% |
Program output ratio Program output ratio = Program services / Total revenue | 81% | 57% | 64% | 60% | 54% | 53% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 2% | 22% | 13% | 6% | 15% | 15% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 1% | 12% | 7% | 3% | 10% | 10% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 13% | 18% | 18% | 29% | 29% | 30% |
| Investing ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.51 | 0.36 | 0.38 | 0.34 | 0.37 | 0.37 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.61 | 2.02 | 2.12 | 2.13 | 1.95 | 2.06 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.41 | 0.73 | 0.80 | 0.72 | 0.71 | 0.76 |
| Liquidity ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Current ratio Current ratio = Total current assets / Total current liabilities | 7.92 | 8.23 | 7.58 | 8.27 | 6.74 | 7.78 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.13 | 0.12 | 0.13 | 0.12 | 0.15 | 0.13 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 7.43 | 14.50 | 13.01 | 14.72 | 14.33 | 13.80 |
| Solvency ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 24% | 19% | 24% | 28% | 37% | 35% |
Debt ratio Debt ratio = Debt / Total assets | 11% | 5% | 7% | 9% | 10% | 12% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 148% | 227% | 200% | 213% | 172% | 176% |
Financials
| Balance sheet | |||||
| Assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Cash | $25,953,844 | $20,873,344 | $18,404,937 | $23,489,185 | $15,294,558 |
| Receivables, inventories, prepaids | $12,523,152 | $10,602,579 | $7,739,796 | $8,938,928 | $9,068,556 |
| Short-term investments | $33,447,070 | $29,870,068 | $35,586,704 | $30,630,234 | $29,824,508 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $71,924,066 | $61,345,991 | $61,731,437 | $63,058,347 | $54,187,622 |
| Long-term investments | $6,718,035 | $6,392,575 | $6,021,381 | $4,783,650 | $4,786,459 |
| Fixed assets | $63,838,869 | $60,053,953 | $62,231,552 | $53,224,193 | $52,264,639 |
| Other long-term assets | $3,060,444 | $2,326,388 | $1,717,829 | $1,915,130 | $515,290 |
| Total long-term assets | $73,617,348 | $68,772,916 | $69,970,762 | $59,922,973 | $57,566,388 |
| Total assets | $145,541,414 | $130,118,907 | $131,702,199 | $122,981,320 | $111,754,010 |
| Liabilities | 2023 | 2022 | 2021 | 2020 | 2019 |
| Payables and accrued expenses | $5,533,095 | $5,277,164 | $4,783,556 | $6,740,898 | $4,403,221 |
| Other current liabilities | $3,211,411 | $2,817,004 | $2,680,404 | $2,610,457 | $2,557,386 |
| Total current liabilities | $8,744,506 | $8,094,168 | $7,463,960 | $9,351,355 | $6,960,607 |
| Debt | $7,895,683 | $8,942,888 | $11,752,025 | $12,536,236 | $13,285,258 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $10,329,062 | $14,656,873 | $18,283,439 | $23,887,995 | $19,042,930 |
| Total long-term liabilities | $18,224,745 | $23,599,761 | $30,035,464 | $36,424,231 | $32,328,188 |
| Total liabilities | $26,969,251 | $31,693,929 | $37,499,424 | $45,775,586 | $39,288,795 |
| Net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Without donor restrictions | $67,538,954 | $57,360,274 | $52,143,844 | $32,028,287 | $32,384,560 |
| With donor restrictions | $51,033,209 | $41,064,704 | $42,058,931 | $45,177,447 | $40,080,655 |
| Net assets | $118,572,163 | $98,424,978 | $94,202,775 | $77,205,734 | $72,465,215 |
| Revenues and expenses | |||||
| Revenue | 2023 | 2022 | 2021 | 2020 | 2019 |
| Total contributions | $37,439,531 | $28,593,909 | $20,140,975 | $26,982,837 | $22,232,501 |
| Program service revenue | $26,669,562 | $25,913,255 | $25,546,985 | $24,604,533 | $24,448,560 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $1,978,921 | $1,234,378 | $954,695 | $1,065,736 | $1,240,851 |
| Other revenue | $614,856 | $434,408 | $288,923 | ($22,656) | $490,048 |
| Total other revenue | $29,263,339 | $27,582,041 | $26,790,603 | $25,647,613 | $26,179,459 |
| Total revenue | $66,702,870 | $56,175,950 | $46,931,578 | $52,630,450 | $48,411,960 |
| Expenses | 2023 | 2022 | 2021 | 2020 | 2019 |
| Program services | $37,783,395 | $36,007,885 | $28,179,508 | $28,212,000 | $25,538,838 |
| Management and general | $9,365,191 | $8,706,170 | $12,907,391 | $13,202,131 | $12,185,731 |
| Fundraising | $5,130,358 | $4,390,142 | $3,162,481 | $3,550,383 | $3,356,813 |
| Total expenses | $52,278,944 | $49,104,197 | $44,249,380 | $44,964,514 | $41,081,382 |
| Change in net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Surplus (deficit) | $14,423,926 | $7,071,753 | $2,682,198 | $7,665,936 | $7,330,578 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $14,423,926 | $7,071,753 | $2,682,198 | $7,665,936 | $7,330,578 |
Compensation
| Name | Title | Compensation |
| Mark Yarbrough | President | $350,703 |
| George Hillman | VP Education | $218,211 |
| Robert Riggs | Sr VP Operations | $213,082 |
| Glenn Kreider | Professor | $209,029 |
| Josh Winn | VP Communications and Communi | $199,759 |
| Kim Till | Sr VP Development | $196,536 |
| Mike Balbier | Director of External Studies | $183,520 |
| Michael Burer | Professor | $176,293 |
| Greg Hatteburg | Dean AlumniEnrollment Svc | $175,119 |
| Michael Ortiz | VP Global Ministries | $167,143 |
| David Tarrant | VP Business & FinanceCFO | $164,766 |
| Dennis Rainey | Regent | $2,000 |
| Anthony Evans | Board member | $500 |
| Brian Fisher | Regent Vice Chair | $500 |
| Roger Poupart | Board Member | $500 |
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 8/26/2024. To update the information below, please email: [email protected]
History
Dallas Theological Seminary was founded out of a desire to preserve the centrality of the Bible and its authority as the theological foundation for pastors and teachers to serve the Lord's church. Throughout the decades, DTS has pursued the goals of our founders by preparing God's servants for ministry that now encompasses the earth.
In 1924, ever-increasing rationalistic tendencies characterized the Modern era and liberal theological perspectives swept through academia and many churches. Sadly, while revisionists attempted to retain the relevance of Christianity in a secular society, they did so by redefining essential doctrines concerning the mission of Christ, leading to the distortion of historic Christian orthodoxy. Some pursued counteraction against the movement through polemics; Lewis Sperry Chafer countered by establishing an institution where students could receive conservative, traditional theological training and learn to communicate the Scriptures in the context of the twentieth century and beyond.
Before founding DTS, Chafer had invested more than thirty years traveling throughout the United States, initially as an evangelist and then as a Bible teacher. He encountered numerous pastors and students throughout his travels; these pastors and students desired a more thorough education in biblical exposition and interpretation methods. Their expressed concerns influenced Chafer to create a curriculum centered on the study of the Bible. A premillennial, dispensational understanding of Scripture and the training of students in the exposition of the Word became central to the foundation of the seminary because of Chafer's mentor, C. I. Scofield. These theological distinctives and an emphasis on the development of the spiritual life distinguished the curriculum of DTS.
Several meetings between 1921 and 1922 catalyzed the formation of DTS. Throughout the process, a pivotal conversation took place between W. H. Griffith Thomas, a prominent conservative Anglican scholar; A. B. Winchester, a Canadian minister; and Chafer. They gathered at the Piedmont Hotel in Atlanta, Georgia, and discussed the details of a new adventure in theological training. Other figures who shaped the early years of the seminary included Chafer's brother, Rollin T. Chafer, who served both as an administrative officer and instructor, and William M. Anderson Jr., pastor of First Presbyterian Church in Dallas. Anderson was instrumental in Chafer's decision to locate the seminary in Dallas, and his church housed the seminary's earliest classroom. Anderson also served on the faculty. After years of planning, the seminary was established in 1924 with the first class graduating in 1927.
Since its inception, DTS has emphasized expository preaching and teaching of the Scriptures according to the plain, normal, historical meaning of the words in their original languages. The fruit of Chafer's vision, a seminary where the central textbook is the Word of God, continues to impact the world through its legacy of alumni who demonstrate what it means to teach truth and love well.
See Timeline at https://www.dts.edu/centennial/