The Dunham School 
The information on this page was last updated 1/31/2024. If you see errors or omissions, please email: [email protected]
Summary
At Dunham, you'll find intentionally small classes, where a blend of traditional and innovative teaching is combined with the latest technology to ignite creativity and intellectual curiosity.
Contact information
Mailing address:
The Dunham School
11111 Roy Emerson Drive
Baton Rouge, LA 70810
Website: www.dunhamschool.org
Phone: (225) 767-7097
Email: [email protected]
Organization details
EIN: 720921878
CEO/President: Steven Eagleton
Chairman: Blair Gremillion
Board size: 14
Founder:
Ruling year: 1981
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: No
Member of ECFA since:
Purpose
To this end, the school offers boys and girls rigorous academic instruction: challenging athletic and recreational opportunities along with an exemplary fine arts program.
Mission statement
The Dunham School seeks to provide students with the opportunity for college-preparatory education set in the framework of Christian instruction and example.
Statement of faith
Donor confidence score
Transparency grade
D
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: K-12 Schools/Academies
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 222 of 1106 | 17 of 48 |
| Fund acquisition rating | | 380 of 1107 | 29 of 48 |
| Resource allocation rating | | 464 of 1107 | 21 of 48 |
| Asset utilization rating | | 241 of 1106 | 13 of 48 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 11% | 14% | 24% | 92% | 59% | 25% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 3% | 3% | 3% | 4% | 4% | 3% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 15% | 19% | 13% | 4% | 7% | 10% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 3% | 3% | 3% | 4% | 4% | 3% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 85% | 81% | 87% | 96% | 93% | 90% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 83% | 84% | 81% | 81% | 81% | 75% |
Spending ratio Spending ratio = Total expenses / Total revenue | 94% | 88% | 91% | 108% | 106% | 99% |
Program output ratio Program output ratio = Program services / Total revenue | 76% | 74% | 74% | 88% | 86% | 75% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 6% | 12% | 9% | -8% | -6% | 1% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 6% | 35% | 38% | -45% | -24% | 2% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 14% | 13% | 15% | 15% | 15% | 22% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.46 | 0.74 | 0.75 | 0.73 | 0.69 | 0.61 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 3.08 | 2.42 | 2.57 | 2.75 | 2.81 | 2.72 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.44 | 1.79 | 1.94 | 2.01 | 1.95 | 1.66 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 3.01 | 1.14 | 1.12 | 1.01 | 0.92 | 1.02 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.33 | 0.88 | 0.89 | 0.99 | 1.08 | 0.98 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 4.19 | 0.82 | 0.65 | 0.04 | -0.50 | 0.12 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 33% | 72% | 80% | 88% | 83% | 80% |
Debt ratio Debt ratio = Debt / Total assets | 11% | 36% | 45% | 51% | 45% | 44% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 143% | 38% | 27% | 17% | 24% | 32% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $8,023,726 | $6,382,808 | $4,993,630 | $4,209,596 | $4,531,299 |
| Receivables, inventories, prepaids | $3,076,831 | $3,428,266 | $4,063,869 | $5,129,147 | $5,777,558 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $11,100,557 | $9,811,074 | $9,057,499 | $9,338,743 | $10,308,857 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $14,256,354 | $14,511,481 | $15,454,336 | $16,430,086 | $16,972,796 |
| Other long-term assets | $1,492,967 | $895,001 | $403,334 | $493,489 | $762,689 |
| Total long-term assets | $15,749,321 | $15,406,482 | $15,857,670 | $16,923,575 | $17,735,485 |
| Total assets | $26,849,878 | $25,217,556 | $24,915,169 | $26,262,318 | $28,044,342 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $863,894 | $640,408 | $567,952 | $451,538 | $492,630 |
| Other current liabilities | $8,880,079 | $8,140,467 | $8,432,237 | $9,653,941 | $9,649,203 |
| Total current liabilities | $9,743,973 | $8,780,875 | $9,000,189 | $10,105,479 | $10,141,833 |
| Debt | $9,534,798 | $11,405,247 | $12,809,966 | $11,687,173 | $12,347,232 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $0 | $0 | $0 | $0 | $0 |
| Total long-term liabilities | $9,534,798 | $11,405,247 | $12,809,966 | $11,687,173 | $12,347,232 |
| Total liabilities | $19,278,771 | $20,186,122 | $21,810,155 | $21,792,652 | $22,489,065 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $3,102,927 | $3,623,930 | $1,665,513 | $2,712,294 | $3,621,093 |
| With donor restrictions | $4,468,180 | $1,407,504 | $1,439,501 | $1,757,372 | $1,934,184 |
| Net assets | $7,571,107 | $5,031,434 | $3,105,014 | $4,469,666 | $5,555,277 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $4,172,419 | $2,713,394 | $703,363 | $1,201,161 | $1,779,644 |
| Program service revenue | $18,212,557 | $17,800,280 | $16,053,594 | $15,763,293 | $15,224,856 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $31,184 | $376,784 | $70,957 | $221,121 | $231,821 |
| Other revenue | $55,290 | $10,352 | $9,816 | $10,300 | $15,443 |
| Total other revenue | $18,299,031 | $18,187,416 | $16,134,367 | $15,994,714 | $15,472,120 |
| Total revenue | $22,471,450 | $20,900,810 | $16,837,730 | $17,195,875 | $17,251,764 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $16,590,153 | $15,424,459 | $14,836,541 | $14,787,069 | $12,874,679 |
| Management and general | $2,658,836 | $2,919,895 | $2,763,922 | $2,754,123 | $3,804,971 |
| Fundraising | $599,102 | $640,898 | $645,349 | $705,104 | $450,093 |
| Total expenses | $19,848,091 | $18,985,252 | $18,245,812 | $18,246,296 | $17,129,743 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | $2,623,359 | $1,915,558 | ($1,408,082) | ($1,050,421) | $122,021 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $2,623,359 | $1,915,558 | ($1,408,082) | ($1,050,421) | $122,021 |
Compensation
| Name | Title | Compensation |
| Steve A Eagleton | Headmaster | $290,591 |
| Nikole Blanchard | Director of Innovation and | $125,939 |
| Grady Hazel | CFO | $120,053 |
Compensation data as of: 6/30/2022
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 1/31/2024. To update the information below, please email: [email protected]
History
In 1981, the Koch, Love, Michaelson, Snoddy, and Tabb families joined together to form a college preparatory school grounded in Christian faith and principles. As they began the complex task of founding a school, they established three pillars of purpose-academics, arts, and athletics-all resting upon a foundation of faith. Their bold dream formed the vision behind The Dunham School's mission to educate minds and hearts for Christ.
Through three locations, four name changes, seven heads of school, countless prayers, and, above all, God's incredible provision, the faith of the school's founders has become a reality. Today, The Dunham School is recognized not only as a leader in Christian education, but also as one of the most innovative and technologically advanced schools in the country.