Pacific Union College 
The information on this page was last updated 2/17/2026. If you see errors or omissions, please email: [email protected]
Summary
Learn with Purpose. Rise in Faith. Serve with Love.
Contact information
Mailing address:
Pacific Union College
One Angwin Avenue
Angwin, CA 94508
Website: www.puc.edu
Phone: (800) 862-7080
Email: [email protected]
Organization details
EIN: 941279798
CEO/President: Ralph Trecartin
Chairman: Sandra Roberts
Board size: 20
Founder:
Ruling year: 1947
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: No
Member of ECFA since:
Purpose
Our vision will expand our reach, make higher education accessible to more, and ensure PUC's future as a leader in the Christian college marketplace.
Mission statement
PUC equips and empowers students to pursue wisdom and serve others in an academically outstanding and spiritually authentic Seventh-day Adventist learning community.
Statement of faith
Articles
| 2/20/2026 | Administer Justice Earns Top Ratings, Altrua HealthShare Drops Into 'Withhold Giving' Designation |
Donor confidence score
Show donor confidence score details
To understand our donor confidence score, click here.
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 | | 168 of 1435 | 5 of 155 |
| Fund acquisition rating | | 384 of 1435 | 42 of 155 |
| Resource allocation rating | | 230 of 1435 | 11 of 155 |
| Asset utilization rating | | 473 of 1436 | 55 of 155 |
According to the organization's Form 990, it received $1,368,615 in government grants in 2025.
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% | 7% | 8% | 8% | 8% | 5% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 1% | 2% | 2% | 2% | 2% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 15% | 18% | 20% | 23% | 22% | 33% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 1% | 1% | 2% | 1% | 2% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 85% | 82% | 80% | 77% | 78% | 67% |
| Operating ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 91% | 91% | 91% | 91% | 91% |
Spending ratio Spending ratio = Total expenses / Total revenue | 96% | 110% | 102% | 118% | 121% | 96% |
Program output ratio Program output ratio = Program services / Total revenue | 81% | 100% | 92% | 108% | 110% | 87% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 4% | -10% | -2% | -18% | -21% | 4% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 2% | -35% | -6% | -46% | -38% | 5% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 14% | 8% | 8% | 7% | 8% | 8% |
| Investing ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.52 | 0.64 | 0.62 | 0.60 | 0.58 | 0.48 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.73 | 2.26 | 2.27 | 2.20 | 2.20 | 2.03 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.45 | 1.45 | 1.40 | 1.31 | 1.28 | 0.97 |
| Liquidity ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Current ratio Current ratio = Total current assets / Total current liabilities | 8.18 | 3.57 | 5.60 | 4.32 | 12.81 | 11.89 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.12 | 0.28 | 0.18 | 0.23 | 0.08 | 0.08 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 6.99 | 5.97 | 7.06 | 7.03 | 8.67 | 11.37 |
| Solvency ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 20% | 83% | 79% | 81% | 74% | 64% |
Debt ratio Debt ratio = Debt / Total assets | 10% | 65% | 65% | 62% | 61% | 49% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 148% | 26% | 34% | 33% | 45% | 76% |
Financials
| Balance sheet | |||||
| Assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Cash | $1,139,135 | $2,036,218 | $2,071,699 | $3,352,539 | $6,282,087 |
| Receivables, inventories, prepaids | $8,688,503 | $7,865,151 | $12,524,902 | $12,806,474 | $8,432,813 |
| Short-term investments | $26,179,421 | $26,247,529 | $24,793,976 | $23,563,017 | $33,914,531 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $36,007,059 | $36,148,898 | $39,390,577 | $39,722,030 | $48,629,431 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $39,201,902 | $39,793,026 | $40,538,153 | $40,377,572 | $41,471,811 |
| Other long-term assets | $6,176,008 | $6,042,459 | $6,729,740 | $7,364,193 | $8,634,854 |
| Total long-term assets | $45,377,910 | $45,835,485 | $47,267,893 | $47,741,765 | $50,106,665 |
| Total assets | $81,384,969 | $81,984,383 | $86,658,470 | $87,463,795 | $98,736,096 |
| Liabilities | 2025 | 2024 | 2023 | 2022 | 2021 |
| Payables and accrued expenses | $10,087,049 | $6,451,547 | $9,120,959 | $3,101,873 | $4,089,778 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $10,087,049 | $6,451,547 | $9,120,959 | $3,101,873 | $4,089,778 |
| Debt | $53,053,251 | $53,277,339 | $53,684,764 | $53,293,727 | $48,525,636 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $4,591,754 | $4,906,631 | $6,969,630 | $8,011,054 | $10,306,039 |
| Total long-term liabilities | $57,645,005 | $58,183,970 | $60,654,394 | $61,304,781 | $58,831,675 |
| Total liabilities | $67,732,054 | $64,635,517 | $69,775,353 | $64,406,654 | $62,921,453 |
| Net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Without donor restrictions | ($22,672,850) | ($18,584,068) | ($20,044,241) | ($13,009,377) | ($5,282,647) |
| With donor restrictions | $36,325,765 | $35,932,934 | $36,927,358 | $36,066,518 | $41,097,290 |
| Net assets | $13,652,915 | $17,348,866 | $16,883,117 | $23,057,141 | $35,814,643 |
| Revenues and expenses | |||||
| Revenue | 2025 | 2024 | 2023 | 2022 | 2021 |
| Total contributions | $8,504,120 | $9,904,761 | $10,015,340 | $9,400,353 | $16,087,155 |
| Program service revenue | $36,108,600 | $32,521,123 | $32,605,196 | $30,646,488 | $31,820,668 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $1,854,167 | $2,248,493 | $875,030 | $1,635,820 | $842,386 |
| Other revenue | $852,089 | $4,799,516 | $366,072 | $166,399 | $208,112 |
| Total other revenue | $38,814,856 | $39,569,132 | $33,846,298 | $32,448,707 | $32,871,166 |
| Total revenue | $47,318,976 | $49,473,893 | $43,861,638 | $41,849,060 | $48,958,321 |
| Expenses | 2025 | 2024 | 2023 | 2022 | 2021 |
| Program services | $47,229,456 | $45,744,786 | $47,202,579 | $46,021,598 | $42,656,164 |
| Management and general | $4,237,846 | $3,958,941 | $3,716,915 | $3,921,149 | $3,624,860 |
| Fundraising | $595,667 | $742,868 | $785,438 | $755,357 | $739,409 |
| Total expenses | $52,062,969 | $50,446,595 | $51,704,932 | $50,698,104 | $47,020,433 |
| Change in net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Surplus (deficit) | ($4,743,993) | ($972,702) | ($7,843,294) | ($8,849,044) | $1,937,888 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($4,743,993) | ($972,702) | ($7,843,294) | ($8,849,044) | $1,937,888 |
Compensation
| Name | Title | Compensation |
| Ralph Trecartin | Board Secretary & Puc President | $232,515 |
| Kimberly Dunker | Dean of Nursing Department | $154,298 |
| Nicolette Piaubert | Assistant Professor of Nursing | $141,514 |
| Hannah Saravanakumar | Associate Professor of Nursing | $133,317 |
| Kevin Little | Assistant Professor of Nursing | $115,870 |
| Laurie Parson | Professor of Nursing | $114,515 |
| Joy Hirdler | Puc CFO/VP For Finance | $111,212 |
| lindsay hayasaka | PUC VP FOR ACADEMICS | $110,882 |
| Gene Edelbach | VP Marketing & Enrollment | $109,057 |
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 2/17/2026. To update the information below, please email: [email protected]
History
The PUC story begins with the Seventh-day Adventist Church, which has long had a strong commitment to education. During the late 1800s and early 1900s, the church established schools and colleges near major population centers across North America.
In 1874 the church founded its first college in Battle Creek, Michigan. A few years later, the rapidly growing California church began looking for a good location for a school in Northern California.
Fifteen miles north of Santa Rosa, in the vineyards of Healdsburg, they found ideal property and purchased an imposing, fully furnished brick structure just off Healdsburg's main street. Healdsburg Academy opened there on April 11, 1882, with two teachers and twenty-six students. Just a few months later, the school's name was changed to Healdsburg College. In 1906 it became Pacific Union College.
In 1909, the church purchased the Angwin Resort in the mountains above St. Helena. They bought the land and its buildings for $60,000, and PUC was dedicated at its present Angwin site on September 29, 1909. The resort's hotel, bowling alleys, and cottages became dormitories, classrooms, and faculty homes. Students and faculty worked together building other structures, often using lumber harvested from the College property.
Over time, the campus saw the changes and adventures of a growing country. Changes in facilities and programs reflected shifts in culture and development, including the coming and going of a dairy, a chicken farm, and such courses as blacksmithing and home economics. In time, the college added physical education majors, aviation and film & television programs, and other contemporary fields of study. The school has always had strong education, religion, and science programs, with particular focus and success in the pre-medical courses.
PUC was the first school to meet the denominational Board of Regents' standards for college accreditation, in 1932. In 1933 PUC was accredited by the Northwest Association of Secondary and Higher Schools, another first for Adventist colleges. Accreditation by the Western Association of Schools and Colleges came in 1951.
One of PUC's major contributions to the Adventist system was the introduction of graduate work in 1934 with the establishment of a very successful summer program called the Advanced Bible School. After the 1936 session, the school was transferred to Washington, D.C., and became the Seventh-day Adventist Theological Seminary.
Today the college's beautiful natural setting and California style continue to welcome hundreds of students each year, offering a community of true learning and spiritual authenticity.