Azusa Pacific University 
The information on this page was last updated 6/30/2023. If you see errors or omissions, please email: [email protected]
Summary
Azusa Pacific University is a comprehensive Christian university located 26 miles northeast of Los Angeles, California, that offers more than 150 degree options from bachelor's to doctorate.
Contact information
Mailing address:
Azusa Pacific University
901 E. Alosta Ave.
Azusa, CA 91702
Website: apu.edu
Phone: 626-969-3434
Email: [email protected]
Organization details
EIN: 951744369
CEO/President: Adam J. Morris
Chairman: Thomas Miller
Board size: 19
Founder: Mary Hill
Ruling year: 1946
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: No
Member of ECFA since:
Purpose
Today at Azusa Pacific University, we work together as a team of difference makers to advance the work of God in the world through scholarship, teaching, and building disciples across all levels and delivery systems of collegiate education.
Mission statement
Azusa Pacific University is an evangelical Christian community of disciples and scholars who seek to advance the work of God in the world through academic excellence in liberal arts and professional programs of higher education that encourage students to develop a Christian perspective of truth and life.
Statement of faith
As an educational institution with a Wesleyan tradition at its core, it seems natural to us to embrace a statement of faith that is common among many Christian traditions. APU's Statement of Faith first appeared in 1900, introduced by Philena B. Hadley and Mary Hill as "History and Spirit." It was revisited and clarified in 1956, under President C.P. Haggard. To provide application to these guiding beliefs, "Daily Living Expectations" were added to offer a deeper understanding of the character of the faculty, staff, and administration at APU.
We believe the Bible to be the inspired, the only infallible, authoritative word of God.
We believe that there is one God, creator of heaven and earth, eternally existent in three persons-Father, Son, and Holy Spirit.
We believe in the deity of our Lord Jesus Christ, in His virgin birth, in His sinless life, in His miracles, in His vicarious and atoning death through His shed blood, in His bodily resurrection, and in His ascension to the right hand of the Father, and in His personal return to power and glory.
We believe in the fall and consequent total moral depravity of humanity, resulting in our exceeding sinfulness and lost estate, and necessitating our regeneration by the Holy Spirit.
We believe in the present and continuing ministry of sanctification by the Holy Spirit by whose infilling the believing Christian is cleansed and empowered for a life of holiness and service.
We believe in the resurrection of both the saved and the lost; those who are saved to the resurrection of life and those who are lost to the resurrection of damnation.
We believe in the spiritual unity of believers in our Lord Jesus Christ.
Daily Living Expectations - The following are fundamentals held to be essential, and the university expects faculty and staff not only to believe in them, but to practice them in daily living: a caring, effective love both of God and humanity,
a Christ-like unity and acceptance between believers,
a lifestyle dedicated to God's will in society,
a growing, victorious state of mind because of the indwelling Christ,
a daily affirmation of Christ as Lord,
a willingness to serve the Lord, even when it means sacrifice,
a desire to be sensitive to the personal work of the Holy Spirit,
a working faith in God's promises for all needs and daily life situations,
a witness for Christ without hypocrisy, and
a firm, committed desire to be God's person.
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 | | 522 of 1118 | 65 of 130 |
| Fund acquisition rating | | 602 of 1119 | 77 of 130 |
| Resource allocation rating | | 605 of 1119 | 72 of 130 |
| Asset utilization rating | | 410 of 1118 | 52 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% | 18% | 31% | 7% | 28% | 34% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 1% | 3% | 1% | 1% | 1% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 18% | 6% | 10% | 13% | 4% | 4% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 1% | 3% | 1% | 1% | 1% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 82% | 94% | 90% | 87% | 96% | 96% |
| Operating ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 83% | 83% | 81% | 86% | 87% |
Spending ratio Spending ratio = Total expenses / Total revenue | 98% | 84% | 100% | 99% | 102% | 98% |
Program output ratio Program output ratio = Program services / Total revenue | 81% | 70% | 83% | 80% | 88% | 85% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 2% | 16% | 0% | 1% | -2% | 2% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 1% | 22% | -1% | 1% | -4% | 4% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 13% | 16% | 14% | 18% | 13% | 12% |
| Investing ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.51 | 0.61 | 0.75 | 0.72 | 0.86 | 0.90 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.61 | 2.08 | 3.02 | 2.68 | 2.74 | 3.37 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.41 | 1.27 | 2.27 | 1.92 | 2.37 | 3.05 |
| Liquidity ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Current ratio Current ratio = Total current assets / Total current liabilities | 7.92 | 8.43 | 6.83 | 7.30 | 4.13 | 4.33 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.13 | 0.12 | 0.15 | 0.14 | 0.24 | 0.23 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 7.43 | 8.36 | 4.51 | 5.39 | 3.83 | 3.03 |
| Solvency ratios | Sector median | 2023 | 2022 | 2021 | 2020 | 2019 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 24% | 47% | 52% | 53% | 55% | 52% |
Debt ratio Debt ratio = Debt / Total assets | 11% | 31% | 31% | 29% | 34% | 36% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 148% | 87% | 64% | 65% | 53% | 53% |
Financials
| Balance sheet | |||||
| Assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Cash | $29,110,577 | $12,150,038 | $20,945,227 | $21,640,783 | $19,089,621 |
| Receivables, inventories, prepaids | $13,878,972 | $17,529,078 | $20,070,763 | $22,933,133 | $19,706,929 |
| Short-term investments | $157,903,684 | $91,050,777 | $105,881,054 | $83,817,445 | $66,503,336 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $200,893,233 | $120,729,893 | $146,897,044 | $128,391,361 | $105,299,886 |
| Long-term investments | $13,288,473 | $25,986,019 | $27,048,398 | $24,631,629 | $41,520,796 |
| Fixed assets | $170,721,717 | $182,129,373 | $179,419,941 | $194,633,401 | $202,787,995 |
| Other long-term assets | $32,447,542 | $35,820,284 | $39,689,602 | $4,502,271 | $5,200,166 |
| Total long-term assets | $216,457,732 | $243,935,676 | $246,157,941 | $223,767,301 | $249,508,957 |
| Total assets | $417,350,965 | $364,665,569 | $393,054,985 | $352,158,662 | $354,808,843 |
| Liabilities | 2023 | 2022 | 2021 | 2020 | 2019 |
| Payables and accrued expenses | $15,625,727 | $11,937,555 | $15,714,459 | $17,522,692 | $16,747,653 |
| Other current liabilities | $8,197,115 | $5,732,894 | $4,400,420 | $13,582,701 | $7,582,608 |
| Total current liabilities | $23,822,842 | $17,670,449 | $20,114,879 | $31,105,393 | $24,330,261 |
| Debt | $128,115,976 | $112,476,053 | $115,274,777 | $119,120,766 | $127,408,079 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $45,333,976 | $59,339,678 | $73,547,333 | $41,946,616 | $32,657,350 |
| Total long-term liabilities | $173,449,952 | $171,815,731 | $188,822,110 | $161,067,382 | $160,065,429 |
| Total liabilities | $197,272,794 | $189,486,180 | $208,936,989 | $192,172,775 | $184,395,690 |
| Net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Without donor restrictions | $138,945,050 | $90,406,661 | $95,688,967 | $89,770,969 | $95,362,118 |
| With donor restrictions | $81,133,121 | $84,772,728 | $88,429,029 | $70,214,918 | $75,051,035 |
| Net assets | $220,078,171 | $175,179,389 | $184,117,996 | $159,985,887 | $170,413,153 |
| Revenues and expenses | |||||
| Revenue | 2023 | 2022 | 2021 | 2020 | 2019 |
| Total contributions | $17,240,199 | $27,331,598 | $38,074,771 | $13,293,298 | $11,632,471 |
| Program service revenue | $218,947,256 | $242,368,032 | $244,687,089 | $284,612,121 | $299,216,567 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $65,567,146 | $1,444,105 | ($1,227,766) | ($3,395,043) | $9,080,604 |
| Other revenue | $39,106 | $2,000,285 | $3,167,205 | $3,567,215 | $7,716,486 |
| Total other revenue | $284,553,508 | $245,812,422 | $246,626,528 | $284,784,293 | $316,013,657 |
| Total revenue | $301,793,707 | $273,144,020 | $284,701,299 | $298,077,591 | $327,646,128 |
| Expenses | 2023 | 2022 | 2021 | 2020 | 2019 |
| Program services | $210,084,120 | $227,161,235 | $228,554,043 | $262,096,939 | $277,957,076 |
| Management and general | $41,051,661 | $38,472,462 | $51,000,435 | $38,751,998 | $39,085,297 |
| Fundraising | $3,065,158 | $8,459,016 | $2,676,018 | $3,738,695 | $3,959,131 |
| Total expenses | $254,200,939 | $274,092,713 | $282,230,496 | $304,587,632 | $321,001,504 |
| Change in net assets | 2023 | 2022 | 2021 | 2020 | 2019 |
| Surplus (deficit) | $47,592,768 | ($948,693) | $2,470,803 | ($6,510,041) | $6,644,624 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $47,592,768 | ($948,693) | $2,470,803 | ($6,510,041) | $6,644,624 |
Compensation
| Name | Title | Compensation |
| Dale Kemp | Interim VP of Finance/CFO | $456,490 |
| Paola Martinez | VP Human Resources | $291,668 |
| Andrew Barton | VP of Advancement | $287,097 |
| Adam Morris | President | $270,740 |
| Rukshan Fernando | Provost (Part year) | $236,970 |
| Shino Simons | VP Student Affairs | $227,068 |
| James Buckley | Secretary/General Counsel | $225,529 |
| Stanton Todd Emerson | Doctor, Student Health Center | $220,616 |
| Stephen Johnson | Interim Provost | $217,454 |
| John Thornton | Chair - School of Accounting | $216,052 |
| David Weeks | Dean- Honors College | $205,947 |
| Starla Anderson | Chief of Staff (Part Year) | $204,875 |
| Anita Henck | Dean - School of Education | $194,636 |
| Roxanne Helm-Stevens | Interim Dean, School of Business & Mgmt | $191,303 |
| Rachel Castaneda | Professor | $191,264 |
| Donald Davis | Vice President/CIO | $185,969 |
| Aja Lesh | Professor | $185,374 |
| Keith Hall | VP Student Belonging | $176,502 |
| Deshonna Collier-Goubil | Interim Dean, School of Behavioral & Applied Sciences | $175,976 |
| Robert Duke | Former Dean of Seminary | $173,009 |
| Aaron Dahlke | VP Finance & Admin/CFO | $85,853 |
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 6/30/2023. To update the information below, please email: [email protected]
History
Azusa Pacific University, one of the largest Christian universities in the nation today, began on March 3, 1899, when a group of women and men passionate about creating a place for Christian education gathered to form the Training School for Christian Workers. It became the first Bible college on the West Coast geared toward preparing men and women for ministry and service. Meeting in a modest home in Whittier, California, and led by President Mary A. Hill, the school grew to an enrollment of 12 in its first term.
The early years of growth saw the school relocate and change leadership several times. Then, following mergers with three Southern California colleges, the university relocated in 1946 to the city of Azusa, where it resides today. The mergers and early growth of the university brought great strides, as well as great challenges, and yet the focus on the school's core vision never wavered.
In 1939, Cornelius P. Haggard, Th.D., became the school's 13th president. Among his many accomplishments, Haggard launched a variety of innovative fundraising efforts, including the annual Dinner Rally that continues today. He traveled the U.S. to raise resources for the school, trusting God would provide to meet the university's needs. Haggard served for the next 36 years, achieving many significant milestones along the way.
After Haggard's death, Paul E. Sago, Ph.D., became president, serving until 1989. Among his many accomplishments, Sago encouraged the development and growth of off-site educational regional campuses throughout Southern California, and presided over the addition of master's degree programs and the development of schools within the university.
Richard E. Felix, Ph.D., became president in 1990. Felix played an instrumental role in initiating the university's first doctoral programs. He also reframed the university's values as Four Cornerstones-Christ, Scholarship, Community, and Service-and oversaw the construction of seven new buildings, a doubling of student enrollment, and the quadrupling of graduate programs.
In 2000, Jon R. Wallace, DBA, an Azusa Pacific alumnus, assumed the role of president. Wallace served the university for a total of 43 years, including 19 as president. Known for his passion, energy, and connection with the campus community, he led the university through a period of growth, focusing on providing meaningful, transformational scholarship. Under his leadership, the university expanded its graduate program offerings; added new study away opportunities, including the South Africa campus; and completed several new buildings, including the $54 million Segerstrom Science Center. APU welcomed its 17th president, Paul W. Ferguson, Ph.D., DABT, in June 2019. He brings more than 30 years of experience in higher education as a professor in the field of toxicology/public health and as a university administrator, including serving as president of Ball State University and president of the University of Maine. Building on the university's legacy and looking toward the future, Ferguson initiated a strategic planning process to successfully guide the APU in the next 5 to 10 years, anchoring on the university's mission of cultivating a vibrant culture of God First, Christ-centered academic excellence. oday, APU offers 68 bachelor's degrees, 48 master's degrees, 18 certificates, 10 credentials, and 9 doctoral programs at the university's main campus in Azusa, seven regional locations, and online. The university holds accreditation from the WASC Senior College and University Commission as well as 14 other specialized accreditations.
The university's award-winning intercollegiate athletics program consists of 19 teams. Before becoming a member of the National Collegiate Athletic Association (NCAA) Division II in fall 2012, Cougar Athletics won an unprecedented eight consecutive National Association of Intercollegiate Athletics (NAIA) Directors' Cup awards. APU also belongs to the Pacific West Conference in all sports except for football, which belongs to the Great Northwest Athletic Conference (GNAC); women's water polo, which belongs to the Golden Coast Conference (GCC); women's swimming and diving, which belongs to the Pacific Collegiate Swim and Dive Conference (PCSC); and women's acrobatics and tumbling, which belongs to the National Collegiate Acrobatics & Tumbling Association (NCATA).
Through all this, Azusa Pacific continues advancing its core mission, preparing and graduating students who go on to make a difference in the lives of others.