1. Business Initiatives
Rancho Christian Schools
Mike Johnson Superintendent of Schools
Beginning May 2010
2010-2011 realities:
In the heart of the greatest recession since the Great Depression, a new high school decreasing annually in enrollment (7
freshmen, 12 sophomores, 18 juniors), a 3 year trend of decreasing enrollment overall, low morale among staff,
skepticism among some remaining parents, significant financial losses 3 years in a row, and a low tuition, there were
going to be enormous challenges and the need for alternate sources of income to afford operations. In addition,
administrative responsiveness to parental concerns, personnel and system adjustments, and drastic program
improvements were essential to stop the bleeding and turn the trend around towards growth. The greatest program
need was to launch high school arts and athletics. But, if RCS was going to have a chance of growing in a down
economy, the school had to show immediate signs of health, and program improvements in grades K-11 to attract new
families, retain existing families, and increase overall enrollment. Another dilemma was that the board could not
radically increase tuition to cover costs, in fear that families would not reenroll with high tuition increases. As a result,
there remained a substantial income gap that tuition could not cover. Creative alternatives were needed to begin to fill
the gap, and pay for new programs. The board, led by the Superintendent and Chair-person, approved a significant
Tuition Assistance program addition to the budget in 2011, to ensure income for inefficient classrooms (including ALL
high school classrooms at the time), and sufficient numbers of students required to begin new programs (i.e. high school
co-curricular activities). These programs were essential for RCHS to become a viable option in the minds of new and
returning families. In today’s private Christian school world, parents are looking for more than a Christ-centered
environment, they also want exceptional Arts, Academics, and Athletics for their tuition dollars. The following are some
of the initiatives which the Superintendent led to improve the economic forecast, to increase prospects for new
enrollment, and to have an opportunity to thrive deep into the 21st
Century:
Initiatives:
1. Started the Founders Circle and Annual Founders Dinner
We started an annual dinner to share the school vision with well to do families, asking them to partner with us in
building an exceptional school in Arts, Athletics, and Academics. We developed levels for Founders members;
Bronze - $1,000.00, Silver - $2,500.00, Gold - $5,000.00, Platinum - $10,000.00, Lifetime - $20,000.00 or more.
We have had up to 30 families participate in Founders membership.
*NEW – Fall 2011 20-40K annually
2. Started the Athletic Boosters
We created the athletic boosters to help promote our athletic programs, build school spirit, and help to afford a
full offering of sports for boys and girls at the CIF level. We created a membership fee, began selling spirit wear,
and offered concessions at games.
*NEW – Fall 2012 15-25K annually

2. 3. Started a Jog-A-Thon
Started an annual Jog-A-Thon to build up school community and “ownership” of the growth and development of
the schools as well as increase income.
*NEW – Fall 2011 12-25K annually
4. Began Parent Service Hours
This administration started Parent Service Hours, which requires parents to put in 20 hours per year in service to
the school to increase the feel of parent “ownership” on campus, to help keep school expenses lower, and to
provide a source of income in the event that parents are unable to serve the hours. Parents are responsible for
$200.00 per family per school year if they do not complete the 20 hours.
*NEW – Fall 2010 15-20K annually
5. Formalized Elementary School and a few K-12 Events
We developed elementary school events, so that they would become sources of income instead of losing money
annually – which was the trend. We Increased the amount of events to afford a part time events coordinator as
well as bring extra money in through PTF. The board voted to remove all “candy sales” types of fundraising
which the administration replaced with “value added events” helping the bottom line.
*NEW – Fall 2010 10-15K annually
6. Finalized School Branding
Along with the Communications Director, this administration formalized and finalized the school branding to
include the Eagle, the Head- Heart- Hands Shield, the navy, gold and Columbia blue pantone colors, and an
assortment of spirit wear and campus signage. All of this branding is used in ongoing marketing, athletics, spirit
wear, arts, academics, and web based and hard copy artifacts.
*NEW – Fall 2012 Income not easily measurable
7. Began Recruiting High Level Employees – especially coaches, teachers, and program builders
“Hire the right people, build the right programs, then resources and facilities will follow.”
-Orange Lutheran Superintendent, Gregg Pinick.
This became the mantra. Typically, small church-tied Christian schools pay small stipends to parents for
coaching athletic teams, meager salaries to teachers, and seek unexperienced administrators. But RCS did not
want to remain a small and struggling school. RCS Administration began to aspire for more. Many families were
not attracted to RCHS until a vision and a plan was developed, especially for athletics. RCS middle school
parents would not consider keeping their 8th
grade athletes who aspire to high school competition in RCHS until
programs were added and institutional aspirations towards something greater were clearly articulated. Ray
Barefield and our high school basketball program exemplifies the priority of hiring an exceptional coach with the
belief that new enrollment would more than cover the investment. To date, there are no on-site facilities for
this promising and lucrative basketball program (with more students enrolling each year to join – 15 full paying
students to date – 120K). Girls Volleyball is similar in that we hired top rate volleyball coaches. Their benefit to
our campus is not so much NEW enrollment, but retention of girls in our high school or from 8th
to 9th
grade.
The success of these programs proves the above mantra to be true in the RCS context. The hiring of Jim Kunau
follows this logic with football and administration initiatives. The MS football program, with the hiring of John
Bankhead follows this pattern as well.
*Began this strategy – Fall 2010 300-500K income increases from enrollment annually

3. 8. Began Robotics and STEAM
RCHS began Robotics competition with other schools in the spring of 2013-2014, the Robotics team joined FIRST
robotics, and the school now markets this program to the community. Approximately 30K will come in each
year for the robotics program from corporate sponsors like Abbot Vascular, NASA, and others. An additional
10K is donated annually toward the program by a school patron as well (30K to date). The same donor has
pledged this amount for Robotics each forthcoming year. Robotics, along with the Beyond Technology CEO and
Marketing courses, 3D Modeling, Photoshop, etc… gives RCS a great start at an integrated Science, Technology,
Engineering, Arts and Math program which impacts the middle and elementary schools as well. This program is
very attractive to Asian I 20 students, and non-athletically motivated students. The school has had many
students enroll because of Robotics.
*NEW – Fall 2012 50-150K annually in enrollment and contributions
9. Began a BYOD Program at RCHS
The 21st
Century is proving to be an increasing IT and digital age. For students to become “Christ-like” in this
environment, the parent and school must become intentional in developing the values and skills for young
people to become responsible citizens in the 21st
Century. RCHS is the first BYOD campus in the Temecula
Valley, and is securing a reputation as a school on the cutting edges of technology and spiritual formation among
high school students. This is a huge marketing advantage and will continue to be emphasized by administration.
*NEW – Fall 2013 Income not easily measurable
10. Started a Theater Program
Along with athletics, nothing helps to build a secondary school, especially among girls, like a theater program.
We have had some great theater productions, even though we’ve needed to change drama teachers a few
times. At least two dozen students have continued in our school due in part to our theater program. The school
will have to consider stage and storage needs ongoing. Nevertheless, programs like this allow us to confidently
say that we offer a “full service” high school.
*NEW – Fall 2010 50-150K annually in enrollment
11. Started Middle and High School Art (grades 6-8) and (9-12) following the “hire the right people” model
Administration brought in a professional artist to step up the level of artwork the students were producing. The
school has since brought on Ron DiCianni a more renown artist who has been able to increase the level of art
produced by students even further. The word “exceptional” can truly describe the artwork that students are
producing under the leadership of Mr. DiCianni. Student artwork displayed in the office and hallway is great for
touring families to see. It is a WOW factor.
*NEW – Fall 2011 Income not easily measurable
12. Started A Fine Arts Department
Not only did we start a Theater program and hire an Art teacher, but we formalized our efforts by hiring a Fine
Arts Director in June of 2010. In June of 2013 Ron DiCianni was brought in to fulfill the original vision of
developing a world class Fine Arts program which will become a draw for student within the entire Temecula
Valley. The quality of DiCianni’s Art classes are a step in that direction, and the Elementary Fine Arts program
under Minjung Edal continues to blossom into an unparalleled program in the valley. A new band teacher was
hired in July 2014. Under band teacher, Greg Cowee, we hope to see the program begin to build and become a
world class band program in the near future.
*NEW – Fall 2010 Income not easily measurable

4. 13. Started High School Tackle Football
With a mere 37 students in the high school (only 19 boys) and 3 students interested in playing football,
administration hired a coach and made plans to launch an 11 man tackle program. It was a fools dream. The
school was able to assemble a team in 2011-2012 because of a high profile coaching staff, heavy recruiting
through community football camps, and an all hands on deck commitment to getting this program started. In
the short run, this program has proven to be enormously expensive (40K the first year, 20K the second year, and
10K the third year). The cost to the institution was not only an unbelievable amount of physical resources, but
an enormous amount of man hours and sheer will and determination. However, it has proven to be and will
continue to be the backbone of the high school for decades. RCS is beginning to reap the benefits. We have a
fully funded second year middle school football program, partnership with a local youth football organization,
and had a 5-5 varsity season the first year and a 7-3 second season within the South Valley League and a playoff
debut. With Spogli Field, home games, a fantastic boosters club and concession stand, an on campus
homecoming, a well-attended elementary school Jr. cheer camp, high school boys and girls soccer home games
and practice, and middle school home football games and practice, the feel of an “established” secondary school
with a bright future has been accomplished. And, the future is extremely bright under a 5 star coaching staff
that will take the football program to the highest levels of competition.
*NEW – Fall 2011 Income will become substantial by fall 2015
14. Instituted and Continued to Develop the High School Athletic Department
Hired an Athletic Director to recruit coaches and start new sports until RCHS has a full offering of CIF athletics
for boys and girls. This has been an extremely expensive process with the upstart costs to each sport ranging
from 10 to 100K depending on the sport. There was no formal plan to develop athletics or to pay for them when
the high school was started in 2008, and the cost of athletics has created the largest institutional strain. It will
prove to be the number one recruitment and development vehicle (Along with STEAM) moving forward, but has
taken a monumental effort from the AD, both boards, President, Superintendent, and all staff. It will continue
to be so.
15. Started the Discovery Center
Although the primary purpose of beginning a learning center is not to increase income, it has proven to be a
good strategy for retention of students who begin to struggle as they move up through the educational system.
It is not uncommon for students to begin to show signs of learning challenges in early or even late elementary
school years. RCS has identified at least 10 percent of the student population who require additional help.
Without a growing Discovery Center, these students cannot be effectively educated and would need to be
turned away. The Discovery Center is a “break even” venture, but vital to a premier and comprehensive school.
*NEW – Fall 2010 Income not easily measurable
16. Started an I 20 Program
Although the idea to begin the program and initial paperwork was in the works prior to this administration, it
was the leadership initiatives within the 2011-2013 years which have proven to be a key success factor in the I
20 program at RCHS. International students are not interested in high schools which are below 100-150
students in enrollment and without significant programs. We have seen a huge success in the I 20 program due
to the “attractiveness” of the high school as programs and enrollment has increased. Athletics, Robotics, AP
classes and Art seem to be very attractive to students, families, and brokers. The administration in the 2013-
2014 school year formalized partnerships with I 20 brokers to secure a stream of new and returning students
each year. Two administrators went to China to promote the school and advanced the program with over 40
students enrolled (400K) as a result.
*NEW – Fall 2012 150-250K annually

5. 17. Formalized Vision Night as a Key Marketing Event
Although vision night was not inspired by this administration, the successes in terms of it becoming a key
marketing event can be attributed to this leadership team. Attendance at the event and subsequent enrollment
boosts have been a milestone of this administration. It typically attracted 20-50 people in the first years, but
after we began to give financial incentives for families to attend (coupons offering discounts on the following
year’s tuition) it was much more successful. In 2011 we also “Grand Opened” the high school with all 4 grade
levels and announced the addition of football, art, theater, AP courses, robotics, etc… for the 2011-2012 school
year. We had approximately 150 people in attendance and it has more than doubled per year afterwards. It has
become the premiere event for launching the enrollment season, new school initiatives, and new marketing
campaigns.
*Reimagined Winter 2011 Income not easily measurable
18. Started a Formalized Tuition Assistance Program
Administration recommended that a significant Tuition Assistance program be added to the budget (8-10%), to
ensure income in inefficient classrooms (including ALL high school classrooms at the time), and sufficient
numbers of students required to begin new programs (i.e. high school sports – especially football which requires
a large number of athletes). These programs were essential to becoming a viable option for families. Without
tuition assistance, the high school would not have been able to start football, enrollment numbers would have
remained stagnant in the down economy, classrooms would have remained inefficient, and the institution
would have been in potential jeopardy of failing to launch the high school.
*NEW 2011-2012 School Year Income not easily measurable
19. Identified the Need For a Development / Advancement Director
Because of the enormous aspirations RCS has developed to become a world class school for the Arts,
Academics, and Athletics, and the continued campus goals of building facilities to accommodate these
programs, it became evident to the administration in the fall of 2012 that a Development (Advancement)
Director was needed. Administration began vetting someone interested in the position by allowing her to put
together an auction as a trial run effort, but it fell through. Then a part-time position was offered to and
accepted by the Athletic Director. Administration began pursuing a new Admissions and Advancement Director.
The new combined position (Admissions/Advancement) will help to secure resources for facility development
and additional programs, while the above initiatives help to pay for the programs themselves, attract new
enrollment, and make up for the budgetary gap tuition leaves .
*NEW – Fall / Spring 2012-2013 Expected income 200k annually
20. Helped to Secure Major Donors
As a result of developing a well branded, articulated, and convincing vision for the school with multiple
benchmarks clearly achieved, and reasonable plans to achieve more in the near future, RCS administration along
with the Development Director and President were able to secure a major donor for the athletic field and Phase
3 of the campus expansion efforts. The development plan that a prominent Christian School followed, and we
have emulated has been a successful plan. Because of the relationship the Superintendent built with their
administration and successful coach, we asked them to share their data with us so that we could pass it along to
our potential donor. They were very gracious to comply with our request. Without this information,
partnership and similar vision, the school would not have secured this donor. Here is an email that was received
from the administrator giving some narrative that accompanied the data. This was in response to a request for
evidence of the fruit of their vision:

6. Mike, Good to hear from you. Here is a brief summary of [our] history. The success of the athletic program, and in
particular, the football program, had a huge impact on our enrollment and reputation as a school in
the community. [The coach} took over the program… at a time where we were seeing moderate enrollment increases
for the past three years. As the football success got our name in the papers on a regular basis, which then helped
people see the overall quality of [the school], we continued to increase enrollment each year. …We put field turf in,
built a new gymnasium and Fine Arts Center, and our enrollment sky rocketed to the point that we had over 400 on
the waiting list for several years. To this day there continues to be a waiting list each year as the enrollment is
capped at 1350. There is no doubt whatsoever that the football program, state-of-the-art facilities, and a caring school
culture are the drivers behind the [schools’] success story. Mike, I pray your meeting will go well. If you need me to
elaborate on anything I can do that yet today.
Here is what was received from the coach in response to the same request. He gives more detail in regards to
their narrative and the visionary leadership of administration during the growing years:
The first, and ultimately most significant, lasting impact upon the effectiveness, success, and growth of the school was how God
worked through [administration]. There is no one close to him in terms of impact on [the school]. It was [his] creation of a
Culture of Grace, where he nurtured a climate where kids felt deeply loved and cared for, that was at the heart of everything
good that happened.
The second most important factor was the effective blending of Grace and Excellence. In most Christian schools, that is usually
an “either or” scenario. Rarely are the 2 achievable simultaneously. That is where wise leadership at the very top of an
organization is indispensable. To set a standard of excellence that has the “Power of Attraction” to the community, it is helpful
to have that standard set by a high profile entity within the school’s Culture of Grace. In this particular case, it was football. (And
the reality in Southern California is that football, whether it should be or not, is the single most important factor in potentially
bringing attention to a school). It’s not that we didn’t have several other teachers or coaches who were not equal or greater in
epitomizing and pursuing excellence, it’s just that it’s harder to build school morale and generate community excitement around
a chemistry class or the debate team.
Under [the administration’s] first decade, the school grew steadily. For example, we started out with about 40 boys playing
football [in 7 years] we had about 85. This was when [he] made some bold decisions that ultimately created a huge surge in the
years ahead. We put field turf in… Suddenly we had coaches and community people from all over… visiting to see this turf, which
at the time was almost unthinkable for high schools. We built a new weight room and a beautiful performing arts center. We
were consistently dominating on the field football competition with all the attendant publicity that brings. [In 6 more years] we
had 175 boys playing football, coming to a high school with a phenomenal daily culture, but where they also could experience
success at the highest levels of competition. What the new facilities and football did was to help spark people into taking a
closer look… and once they did and tasted a little of the unique grace culture, most were “hooked”. Our enrollment was capped
by the city at around 1300 or it would have probably gone to close to 2,000 with the huge waiting lists we had particularly in
[administrations] last 5 years.
People create cultures and standards of excellence. Facilities are vital because they are a reflection of visionary leadership and
the visible reality of standards of excellence. People are drawn to a Great Vision and their visible indicators. Had [he] not taken
the risks on facilities he took, my guess is our enrollment would never have exceeded 900-1,000, and that would’ve been
unfortunate for the Kingdom and a violation of the Parable of the Talents! That’s one of the reasons why I applaud all the efforts
you are making and wish you God’s Blessings
This information along with this prominent school’s data on when they built programs and facilities helped to
secure the funds to finish the field during the summer of 2013. This donor continues to believe in our
development plan moving forward. The value of following the blueprint that this school laid out and we have
also followed is incalculable and will serve us well into the future of RCS.
*Summer 2013- Present Over 2 Million to date
21. Helped to Secure Other Donors
As a result of developing a convincing vision for the school with multiple benchmarks clearly achieved, and
reasonable plans to achieve more in the near future, RCS Superintendent along with the Development Director
fostered relationships with many school parents over the spring and summer of 2013. This team raised over 50K
in gifts and large ticket donations. This also set in motion a more successful fundraising strategy for years to
come. Smaller events are not as productive as sharing vision with individuals who become stake holders in the
achievements of the organization.
*NEW SPRING 2013 Over 50K

7. 22. Created Vision and Culture Which Remains Attractive to Future High Value Employees
Administration continues to pursue high value employees. The reason why we are attractive to them is that we
have developed the values of excellence, Christ-centeredness, a grace based culture, and building something
which has the “Power of Attraction.” With the ability to attract future employees who will continue to bring
exceptionalism to our school, the sky is the limit.
*May 2010- Present Income not easily measurable
2014 realities:
 Under this administration the high school successfully Grand Opened with a full offering of Athletics, Arts, and
Academics.
o The vision is in place to become a World Class Educational Institution.
o Families in our elementary and middle school consider RCHS a viable option for their children.
o Families in the community are attracted to what RCS is building in south Temecula.
o There are rudimentary fundraising mechanisms in place which can be built upon in coming years.
 These include the Founders Circle (Founders Dinner),
 Director of Development position,
 School-wide Events,
 A growing donor base.
 A marketable vision with clear benchmarks achieved
 Under this administration a culture has been developed among faculty and staff
o Exceptional work ethic
o Grace filled conversations and encouragement based teams
o Aspirations towards greatness
o Problem solving orientation instead of blame shifting and finger pointing mode of conflict management
 Under this administration – the future looks bright