Scottsdale Christian Academy 
The information on this page was last updated 4/8/2026. If you see errors or omissions, please email: [email protected]
Summary
At Scottsdale Christian Academy, we provide curricular experiences that impact the whole student to think critically from a biblical perspective. Our faculty and staff strive to maximize the God-given potential of each student from preschool through 12th grade to prepare them to serve the Lord wherever He calls them.
Contact information
Mailing address:
Scottsdale Christian Academy
14400 N. Tatum Blvd.
Phoenix, AZ 85032
Website: scottsdalechristian.org
Phone: 602.992.5100
Email: [email protected]
Organization details
EIN: 860269193
CEO/President: Brent Hodges
Chairman: Pascal Hinnen
Board size: 9
Founder: Scottsdale Bible Church
Ruling year: 1972
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: Yes
Member of ECFA since: 2024
Purpose
We are here to maximize your child's God-given potential. Within our daily Bible classes, weekly chapels, small groups in our middle school and high school, elementary school Bible buddies program, and by biblically integrating a Christian worldview into all of our classes, we seek to disciple each child so they can encounter the living God each day.
Mission statement
The mission of Scottsdale Christian Academy is to maximize the God-given potential of each student, preparing them to live lives of distinction, by impacting the world for Jesus Christ.
Statement of faith
Donor confidence score
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Transparency grade
C
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Financial efficiency ratings
Sector: K-12 Schools/Academies
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 237 of 1435 | 26 of 191 |
| Fund acquisition rating | | 206 of 1435 | 52 of 191 |
| Resource allocation rating | | 809 of 1435 | 112 of 191 |
| Asset utilization rating | | 277 of 1436 | 23 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% | 8% | 20% | 12% | 5% | 25% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 2% | 2% | 2% | 1% | 2% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 13% | 25% | 9% | 13% | 26% | 8% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 2% | 2% | 2% | 1% | 2% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 87% | 75% | 91% | 87% | 74% | 92% |
| Operating ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Program expense ratio Program expense ratio = Program services / Total expenses | 83% | 81% | 83% | 82% | 85% | 79% |
Spending ratio Spending ratio = Total expenses / Total revenue | 93% | 83% | 108% | 98% | 96% | 95% |
Program output ratio Program output ratio = Program services / Total revenue | 76% | 67% | 89% | 81% | 82% | 75% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 7% | 17% | -8% | 2% | 4% | 5% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 6% | 60% | -50% | 8% | 18% | 21% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 14% | 16% | 16% | 16% | 13% | 18% |
| Investing ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.54 | 1.31 | 1.64 | 1.30 | 1.50 | 1.21 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.99 | 1.76 | 1.73 | 1.59 | 1.32 | 1.25 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.80 | 2.31 | 2.84 | 2.07 | 1.98 | 1.52 |
| Liquidity ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Current ratio Current ratio = Total current assets / Total current liabilities | 2.80 | 1.17 | 0.82 | 1.04 | 1.20 | 1.24 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.35 | 0.85 | 1.22 | 0.96 | 0.83 | 0.81 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 3.98 | 0.76 | -0.93 | 0.23 | 1.02 | 1.51 |
| Solvency ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 29% | 54% | 77% | 68% | 68% | 68% |
Debt ratio Debt ratio = Debt / Total assets | 10% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 117% | 35% | 14% | 25% | 21% | 26% |
Financials
| Balance sheet | |||||
| Assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Cash | $5,981,665 | $5,918,473 | $7,080,584 | $7,723,896 | $6,935,413 |
| Receivables, inventories, prepaids | $1,498,904 | $430,703 | $401,386 | $483,282 | $330,992 |
| Short-term investments | $540,189 | $93,975 | $82,559 | $77,307 | $107,465 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $8,020,758 | $6,443,151 | $7,564,529 | $8,284,485 | $7,373,870 |
| Long-term investments | $4,208 | $4,208 | $4,208 | $4,208 | $4,208 |
| Fixed assets | $4,071,276 | $4,012,718 | $3,150,702 | $2,657,797 | $1,861,714 |
| Other long-term assets | $2,018,284 | $706,805 | $1,273,633 | $19,000 | $0 |
| Total long-term assets | $6,093,768 | $4,723,731 | $4,428,543 | $2,681,005 | $1,865,922 |
| Total assets | $14,114,526 | $11,166,882 | $11,993,072 | $10,965,490 | $9,239,792 |
| Liabilities | 2025 | 2024 | 2023 | 2022 | 2021 |
| Payables and accrued expenses | $627,302 | $1,516,687 | $579,780 | $470,506 | $376,482 |
| Other current liabilities | $6,216,815 | $6,350,793 | $6,687,642 | $6,410,952 | $5,586,724 |
| Total current liabilities | $6,844,117 | $7,867,480 | $7,267,422 | $6,881,458 | $5,963,206 |
| Debt | $15,656 | $20,849 | $20,163 | $21,944 | $21,386 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $818,456 | $710,739 | $866,265 | $532,025 | $341,460 |
| Total long-term liabilities | $834,112 | $731,588 | $886,428 | $553,969 | $362,846 |
| Total liabilities | $7,678,229 | $8,599,068 | $8,153,850 | $7,435,427 | $6,326,052 |
| Net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Without donor restrictions | $1,895,124 | $1,714,503 | $2,859,728 | $1,735,770 | $2,620,668 |
| With donor restrictions | $4,541,173 | $853,311 | $979,494 | $1,794,293 | $293,072 |
| Net assets | $6,436,297 | $2,567,814 | $3,839,222 | $3,530,063 | $2,913,740 |
| Revenues and expenses | |||||
| Revenue | 2025 | 2024 | 2023 | 2022 | 2021 |
| Total contributions | $5,677,476 | $1,576,810 | $2,144,537 | $4,364,582 | $966,583 |
| Program service revenue | $16,437,322 | $15,148,353 | $13,382,669 | $12,477,541 | $10,498,512 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $69,320 | $83,236 | $98,513 | $13,614 | ($2,279) |
| Other revenue | $211,795 | $199,209 | $294,334 | $232,701 | $311,423 |
| Total other revenue | $16,718,437 | $15,430,798 | $13,775,516 | $12,723,856 | $10,807,656 |
| Total revenue | $22,395,913 | $17,007,608 | $15,920,053 | $17,088,438 | $11,774,239 |
| Expenses | 2025 | 2024 | 2023 | 2022 | 2021 |
| Program services | $15,083,698 | $15,128,942 | $12,852,131 | $14,005,098 | $8,881,643 |
| Management and general | $3,007,016 | $2,842,738 | $2,508,789 | $2,217,421 | $2,045,811 |
| Fundraising | $447,233 | $320,365 | $261,051 | $218,768 | $246,384 |
| Total expenses | $18,537,947 | $18,292,045 | $15,621,971 | $16,441,287 | $11,173,838 |
| Change in net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Surplus (deficit) | $3,857,966 | ($1,284,437) | $298,082 | $647,151 | $600,401 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $3,857,966 | ($1,284,437) | $298,082 | $647,151 | $600,401 |
Compensation
| Name | Title | Compensation |
| Brent Hodges | Superintendent | $344,847 |
| Aaron Bynum | Assistant Superintendent | $214,513 |
| Craig Cummings | Diretor of IT | $110,769 |
| Stephen Williams | Administrator of Operations | $75,918 |
| Jackie Ortega | Member | $1,600 |
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 4/8/2026. To update the information below, please email: [email protected]
History
In 1968 A small group of devoted Christ followers from Scottsdale Bible Church (SBC) recognized the great need for a Christian School in the valley. They saw this as a significant need not only in Arizona, but throughout our country and felt they could be part of a growing effort to establish schools where students could grow closer to the Lord, discover their spiritual gifts to the fullest, and receive a robust education. Their hearts' desire was to build a school that would be honoring to God in every way. Gratefully, their vision has carried through to this day. Because of great faith in a great God, prayer, devotion, sacrifice, and financial support, SCA grew and developed through the years to make it the wonderful community we are all blessed by today.
During its first year the school began with seed money of $100 and 58 students (PreK through 4th grade). With the blessing and encouragement of Dr. James Borror, the facilities at Scottsdale Bible Church were used for classrooms and the school was led by founding Board members Eliot Higbee, Dave Hall, Bill Howard and Hattie Runyon with Shirley Leyboldt as the first administrator. Shirley was already a respected and nationally recognized leader in the growing Christian School movement and from day one Shirley declared this was "Jesus' school", a perspective we have always embraced. Along with teachers Mary Sue Watson, Agnes Rhode and Jean Stone, SCA was off to a strong start.
https://scottsdalechristian.org/history-and-heritage/