New Hope Christian College
Nonprofit profile at a glance
- EIN
- 936002614
- IRS 990 coverage
- 2018–2024
- Official website data refreshed
- Sep 2026
- Forms available
- Form 990 2024
- Location
- Eugene, OR, USA
- Phone
- 5414851780
- Rating
- 81
- Verdict
- STRONG
- Rating confidence
- Moderate
- Affiliation
- Christianity
Reported finances
- Revenue
- $2,592,971
- Expenses
- $2,817,687
- Assets
- $7,809,465
- Liabilities
- $3,809,125
Source: IRS Form 990. Selected filing: tax year 2024. Amounts in USD.
Leadership & pay
14 people listed
Executive titles in this filing
- NOLAND PEEBLES (PRESIDENT-JU)
Highest reported compensation
- DR WAYNE CORDEIRO (CHANCELLOR): $96,700 total reported compensation
- NOLAND PEEBLES (PRESIDENT-JU): $44,533 total reported compensation
- LISA MONTGOMERY (SECRETARY): $42,392 total reported compensation
Source: IRS Form 990. Selected filing: tax year 2024. Names and roles reflect this filing, not necessarily current officeholders.
Overview
Mission
New Hope Christian College exists to disciple emerging Christian leaders by developing their theology, ministry skills, and character in order to win souls, plant fruitful churches, and lead as exemplary ambassadors for Christ in the ministry and marketplace. In keeping with our Mission Statement, our stated goals are as follows: 1. To recruit an increasing number of mission-fit students that are called primarily to ministry vocations in the church or Christian ministries. 2. Develop uncompromising and excellent theology and academic courses that will help each student to “give a defense to everyone who asks them to give an account of the hope that lies within them” (1 Peter 3:15). 5. Develop a post-graduate placement program to help students find a place of ministry as well as a post-graduate program for those willing to continue their studies. 6. We aim to follow the dictum of St....
What it reported doing in 2024
New hope christian college has achieved significant milestones across various domains this year. Academically, the college graduated nine students, with five earning bachelors degrees and four receiving associates degrees. It also created and secured approval for a new associate of science in creative arts with three concentrations and hired dre pomije to develop a new bachelor of science in human services program. In terms of facilities, the college restored its expansive driveway and parking lots, renovated the mens dorms and on-campus apartments, and upgraded the hunt building with new carpet, paint, and other improvements. On the executive front, new hope christian college appointed noland peebles, an experienced educator, as its new president, expanded its board to eleven members, hired a professionally trained director of student affairs with expertise in higher education recruiting, and restructured its organization to enhance communication and efficiency. In student life, the college partnered with willamette christian center (wcc) to offer weekly intramural sports, served wcc during a day of its two-day spiritual growth conference focused on worship, teachings, and service, and empowered students to lead chapel services independently, fostering their spiritual and leadership development. Looking forward, the college expects to see additional accomplishments: academically, the association for biblical higher education is likely to approve a substantive change request to add a bachelor of science in human services that is expected to launch spring 2026. And with the recently implemented improved recruiting and enrollment systems and contracted leadgeneration services, the college expects a significant enrollment boost to 70 students by fall 2026. Then by fall 2027, the academic department anticipates offering dual enrollment options for local high schoolers. Furthermore, assessment and the regular professional development of the executive team is expected to facilitate continual schoolwide improvements to policies and practices.
Operating model
- Revenue model
- Mixed. Its operating money came from several sources; no one source provided a clear majority.
- Distribution model
- Hybrid. The nonprofit split its reported program spending across 72% for direct work, and 28% for grants.
The verdict
STRONG - A large share of available resources goes toward mission work and the filed numbers largely add up. Fundraising costs are high for each dollar raised and revenue has declined or grown slowly.
Rating breakdown
- Financial Efficiency: 79
- Transparency & Controls: 90
- Accountability: 95
- Sustainability: 36
- Growth: 40
Detailed rating inputs
Financial Efficiency
- Mission deployment rate: 86.6%; rating input score 87
- Program expense ratio: 78.9%; rating input score 79
- Fundraising efficiency: $10.71 raised per $1 spent on fundraising; rating input score 40; 40th percentile among comparable filings
Transparency & Controls
- Consistency checks: 94.1%; rating input score 94; 23rd percentile among comparable filings
- Pay-setting controls: Limited
- Foreign activity oversight: Limited
- Grant itemization coverage: 100%; rating input score 100; 72nd percentile among comparable filings
- Major donor itemization: Yes; rating input score 100
- Related-party transparency: Limited
Accountability
- Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
- Governance controls: 8 of 9 controls in place; rating input score 89
- Conflict-of-interest policy: Pass
- Whistleblower policy: Pass
- Document-retention policy: Pass
- CEO compensation review process: Pass
- Other executive compensation review process: Fail
- Form 990 shared with the board: Pass
- Board meeting minutes documented: Pass
- Audit committee oversight: Pass
- Independent financial-statement audit: Pass
Sustainability
- Operating margin: -8.7%; rating input score 15; 15th percentile among comparable filings
- Total-asset coverage ratio: 2.77; rating input score 72; 72nd percentile among comparable filings
- Liabilities to assets ratio: 0.49; rating input score 22; 22nd percentile among comparable filings
- Officer compensation ratio: 6.5%; rating input score 44; 44th percentile among comparable filings
Growth
- Program expense growth: 6% per year; rating input score 100; 45th percentile among comparable filings
- Revenue growth: -5.8% per year; rating input score 0; 3rd percentile among comparable filings
- Asset growth: -2% per year; rating input score 0; 8th percentile among comparable filings
Details
- What they do: 1 programs and campaigns described on the official site
- Where the money goes: 86.6% of revenue deployed · 78.9% of spending went to programs
- Governance: 11 of 11 board members independent · 8 of 9 filing controls reported
- Programs: 1 filed program accomplishment · $2.2M in reported program spending
- Leadership: top reported pay $97K · 14 people listed
- Consistency: 33 of 34 current checks pass · 1 finding to review
- Schedules: 8 filed schedules · includes major donors and grants
- Filing history: 7 filing years from 2018 to 2024
- Contacts: How to reach this organization
- Money network: 4 filed money-flow records
- Related organizations: 1 filed related-organization link
- Grant readiness: Federal tax and exclusion status, award history, and grant-maker relationships.
- People: Everyone the filings name, and which of them the filings identify by more than a name.
Key Signals
Signals prioritize questions for review. They are not findings of misconduct.
- Moderate — Financial Efficiency: Fundraising efficiency scored 40/100.
- High — Growth: Revenue growth scored 0/100.
- High — Sustainability: Operating margin scored 15/100.
- High — Growth: Asset growth scored 0/100.
- Review — Accountability: Governance controls: Other executive compensation review process not reported.
- Moderate — Transparency & Controls: Schedule D land buildings reconciliation did not reconcile in the filed values.
- High — Sustainability: Liabilities to assets ratio scored 22/100.
- Moderate — Sustainability: Officer compensation ratio scored 44/100.