Form 990 for tax year 2024

Totals

Total revenue

$836,851

Total expenses

$573,342

Contributions and grants received

$686,744

Grants paid

$0

Program service revenue

$31,245

Investment income

$101,549

Other revenue

$17,313

Total assets, end of year

$7,803,380

Total liabilities, end of year

$1,876,209

Net assets or fund balances, end of year

$5,927,171

Program services expenses (Part IX)

$403,286

Management and general expenses

$170,047

Fundraising expenses

$9

Program service expenses (Part III)

$403,286

Program services were 70.3% of total expenses calculated — Part IX's program-services column over total expenses, both as filed.

Line items

Every line the filer filed in Parts VIII, IX and X, as filed and in filed order. Blank columns are left out, and the lines are not forced to add up to the totals above.

Mission and programs · 2024

• Alumni Affairs Rebuilding the relationship between Barber-Scotia College and its alumni has been another major accomplishment of the current administration. The College appointed a Director of Alumni Relations, creating dedicated institutional leadership responsible for reconnecting alumni with Barber-Scotia and strengthening relationships between students and alumni of the College. The College undertook efforts to reconnect with alumni who graduated across multiple generations. This included developing and promoting an alumni database, strengthening communication with alumni, supporting local alumni chapters, and creating additional opportunities for graduates to reconnect with the institution. These activities are particularly important for Barber-Scotia because alumni represent one of the Colleges most important sources of institutional history, advocacy, mentoring, philanthropy, student recruitment, and community credibility. Homecoming has again become an important vehicle for reconnecting generations of Barber-Scotia alumni with the College. The Homecoming programming brought alumni from multiple generations back to campus and generated more support for the institution and the current student body.

  Expenses $23,737

• Student Services Barber-Scotia College has made substantial progress in rebuilding a student-services structure designed to support the academic, personal, social, leadership, and professional development of its students. The College established executive leadership for Student Services, including a Vice President of Student Services/Dean of Students, creating greater accountability and coordination for the student experience. Student Services has been structured around the Colleges historic commitment to educating the Head, Hand, and Heart and supporting the holistic development of students. Restoring residential life requires a reestablishment of the institutional infrastructure necessary to safely and responsibly support students living on campus, including housing operations, student support, campus services, technology, facilities support, risk management, and other essential services. The College restored opportunities for student engagement and leadership. This effort has included rebuilding Student Government Association activities, developing a Campus Activities Board, and creating opportunities for student organizations and activities. Intercollegiate athletics has returned as part of the broader revitalization of the student experience. The return of athletics represents both a student-development accomplishment and an institutional accomplishment because athletic programs contribute to recruitment, retention, campus engagement, school spirit, alumni engagement, and community visibility.

  Expenses $6,366

• Institutional Support Perhaps some of the most consequential accomplishments have occurred through the rebuilding of Barber-Scotias institutional support infrastructure. For an institution recovering from decades without accreditation and periods of severely limited operations, institutional support meant recreating the basic systems necessary for a college to The College has worked to transition Barber-Scotia from a largely dormant or limited-use campus into an operational educational environment capable of supporting students, faculty, staff, visitors, programs, and residential life. The reopening of campus facilities and the return of residential students represented tangible evidence of this operational progress. The College secured comprehensive liability insurance as part of the process of restoring campus operations. Appropriate insurance coverage is a fundamental institutional requirement because it protects the College, students, employees, visitors, facilities, and governing board while allowing the institution to conduct normal educational and residential activities. The College had to rebuild technology capabilities necessary for contemporary academic and administrative operations. This included internet and Wi-Fi connectivity, information technology support, student access to technology, administrative technology, and the technological infrastructure necessary to support hybrid and online learning. These investments are particularly important as Barber-Scotia transitions from years of primarily online instruction toward a hybrid model incorporating both campus-based and technology-supported learning. The administration has worked to strengthen the Colleges fiscal and operational systems while addressing inherited financial challenges. This work includes financial management, budgeting, institutional policies, administrative processes, debt management, revenue development, and greater accountability for institutional resources. The College inherited a campus where numerous buildings had experienced years of deferred maintenance, and several facilities were considered unusable. Consequently, the restoration of Barber-Scotia has required a systematic approach to determining which facilities can safely support students and employees and what improvements are necessary. The reopening of Faith Hall for residential students represents a significant milestone in this effort. Campus infrastructure work has supported the return of students, employees, academic activities, athletics, events, and community engagement to the physical campus.

  Expenses $323,173

As filed on the 2024 return.

Listed in Part VII

Compensation is as filed in Part VII: reportable pay from this organization and from related organizations, other compensation, and hours per week. The total, marked calculated, is our sum of the three dollar columns, with a blank column counted as $0; the form itself has no total. On a Form 990-EZ the columns are Part IV's instead, and on a Form 990-PF Part VIII's — compensation, contributions to benefit plans, and expense account — and the total sums those. A Schedule J breakdown is as filed: base pay, bonus, other, deferred compensation and nontaxable benefits from this organization, with any from related organizations beside each, and the filer's own total. It is shown with the Part VII listing of the same name on the same return. The form gives no key between the two, so that pairing is ours, and is marked matched by us.

Schedule J

Part I's answers as filed. A line not listed was left unanswered; on lines 1a and 3 that means the box was not checked.

Grants on this return

No itemized grants to organizations on this return.

Provenance

Return type

form_990

Tax year

2024

Filed

5 August 2026

IRS schema version

2024v5.2

Source object

202622359349300207

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