CONCORDIA UNIVERSITY ST PAUL

Responsive, Relevant, Real

St. Paul, MN   |  www.ave.csp.edu

Mission

The mission of Concordia University, St. Paul, a university of The Lutheran Church -- Missouri Synod, is to prepare students for thoughtful and informed living, for dedicated service to God and humanity, for enlightened care of God's creation, all within the context of the Christian Gospel.

Ruling year info

1941

President/CEO

Rev. Dr. Brian L. Friedrich

Main address

1282 Concordia Ave

St. Paul, MN 55104 USA

Show more contact info

Formerly known as

Concordia College

EIN

41-0696906

NTEE code info

Higher Education Institutions (B40)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Concordia University, St. Paul works to provide an educational experience at an affordable cost by offering an education of high academic quality that is responsive to the needs of students, relevant to the demands of the job market, and real preparation for thoughtful living and dedicated service. Students need this education to achieve personal and career success. We recognize that there is a growing reliance on student loans nationwide which can lead to accumulated debt that may become an impediment for graduates to build financial security for themselves.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Bachelor of Science and Arts Degrees

Degree programs offered in business, technology, arts, science, theology, health sciences, education, and church work.

Population(s) Served
Adults

Degree programs are offered in health sciences, business, education, technology.

Population(s) Served
Adults

Where we work

Accreditations

National Council for the Accreditation of Teacher Education - Accreditation 2018

Higher Learning Commission of North Central Association of Colleges and Schools - 10 Year Accreditat 2018

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of students who receive scholarship funds and/or tuition assistance

This metric is no longer tracked.
Totals By Year
Related Program

Bachelor of Science and Arts Degrees

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Total dollar amount of scholarship awarded

This metric is no longer tracked.
Totals By Year
Related Program

Bachelor of Science and Arts Degrees

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

1. Grow enrollment 7,000

2. Increase persistence to graduation

3. Maintain quality, relevant curriculum to ensure transition to job or grad school.

4. Strengthen Financial Position

5. Accent Our Christ-Centered Purpose as a Lutheran University

Goal 1 - Grow Enrollment:
* Grow enrollment to 7,000 students: 4,000 undergraduate and 3,000 graduate
* Engage external marketing expertise to market program outcomes under a unified brand
* Add new relevant academic programs (two undergraduate and two graduate, annually)
* Create additional transfer-friendly practices and policies
* Increase affordability through pricing strategies and endowment growth
* Build a standardized internship/research/practical experience
* Engage hiring best practices to secure employees who have mission fit, are highly talented and provide a diverse workforce
Goal 2 - Increase Persistence to Graduation:
* New Freshmen: 65% five-year completion rate
* Transfer Students: 65% three-year completion rate
* Graduate Students: 80% three-year degree completion rate
* Increase affordability through pricing strategies and endowment growth
* Enhance and expand community, alumni and professional connections for students
* Create opportunities for meaningful interactions between students and faculty over professional and career connections
* Purposefully engage in professional development for faculty and staff focusing on technology and cultural competency
* Develop majors and learning experiences that prepare students for meaningful work in their vocation
* Utilize Student Achievement Measure to assess graduation outcomes for transfer students
Goal 3 - Maintain quality, relevant curriculum to ensure transition to job or grad school.
* Employment or continued education within nine months of graduation: 90% undergraduate and graduate, 65% knowledge rate of graduates’ post-graduation career activities
* 100% of students engage in meaningful career experience as part of their degree program.
* Ensure all majors are connected to career outcomes with embedded liberal arts concepts in the context.
* Increase number of undergraduate students engaged in internships, research, and credit for life experience.
* Enhance career services engagement with students entering the workforce
* Enhance partnerships with corporations for the purpose of hiring graduates or engaging students in internships.
* Strengthen assessment for quality improvement in academic and support programming
Goal 4 - Grow Net Assets:
* Grow total net assets by $5.0 million per year
* Reduce long term debt by $900,000 per year
* Achieve annual operating net of $1.1 million
* Increase support from alumni and friends focused on gifts to the Opportunity Fund, estate planning, and endowment growth
Goal 5 - Accent Our Christ-Centered Purpose as a Lutheran University
* Communicate with confidence what makes CSP distinct as a Christ-centered Lutheran university committed to serving a diverse population
* Increase overall LCMS enrollment by 10%
* Increase opportunities for faculty, staff, and students to discover and develop their professional and vocational callings
* Re-conceptualize CSP University Ministry for student engagement on-ground and onli

CSP carefully and systematically manages its financial resources (YTD Report). From fiscal year 2007 to fiscal year 2017, CSP’s successfully grew unrestricted net assets by more than 700%. This success has been paired with investment in physical and technological infrastructure to ensure that Concordia is capable of executing existing strategies.

CSP continues to optimize existing campus physical assets for current and future needs. As evidenced by the Campus Master Plan Summary and the Campus Master Plan Update, the University works to optimize campus spaces through renovation of buildings no longer suited for their original function.

CSP continues to be a leader in higher education technology, utilizing current operational systems, including the industry standard administrative system Elucian, a fifth-generation Cisco network, wireless, and telephone systems (VOIP), and on-site and off-site redundancies of key systems.

Goal # 1: Grow enrollment: Enrollment grew from 5038 Fall 2018 to 5139 Fall 2019 to 5567 Fall 2020. New programs include Digital Marketing, Actuarial Science, Data Analytics, Cyber Security, Trauma and Resilience, AAS sonography, pre-licensure nursing, MS nursing, MS IT management, MS coaching & athletic management, BS sports communication, EdD Kinesiology.
Goal # 2: Retention: 2017 Fall retention rate of 75%.
Goal #3: Transition to job/ graduate school: First Destination Survey showed 93.9% of undergraduate alumni either transitioned to meaningful work or graduate school.
Goal #4: Increase net assets: Net assets increased by $6.5 million in 2019. Gifts totaled $3.605 million.

Financials

CONCORDIA UNIVERSITY ST PAUL
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

CONCORDIA UNIVERSITY ST PAUL

Board of directors
as of 10/22/2021
SOURCE: Self-reported by organization
Board chair

Mr. Mark Moksnes

Retired

Term: 2012 -

Kenneth Behm

Willmar State Bank

James Giertz

Retired

David Bell

Mayo Clinic

Jocelyn Benson

Wittenberg Academy

Sandra Frauenshuh

Frauenshuh Companies

David Kind

University Lutheran Chapel

Mark L'Heureux

Christ Lutheran Schools

Willis Myers

Retired

Amy Wenthe

Rosemount Area Athletic Assn.

Lucas Woodford

MN South District LCMS

Butch Almstedt

Retired

James Anderson

May Clinic

Lou Hang

Sue Hewitt

UpWorks, MN

Jeremiah Johnson

Glory of Christ Lutheran Church

Mark Moksness

Retired

Carrie Meyer

Ridgeview Medical Center

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 10/22/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 04/27/2020

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.