The Covenant of Community and Capital: An Institutional History and Policy Analysis of Grand Rapids Christian Schools (GRCS)

The Covenant of Community and Capital: An Institutional History and Policy Analysis of Grand Rapids Christian Schools (GRCS) I. Origins and Foundational Philosophy: Defining the Christian School Movement (1920 – 1960s) The history of Grand Rapids Christian Schools (GRCS) is rooted in the early 20th-century commitment to faith-integrated education, an effort that matured from a grassroots, communal endeavor into a complex, multi-campus system. The formal genesis of the institution occurred in 1920 with the founding of Grand Rapids Christian High School (GRCHS). This establishment marked a definitive commitment by the local Reformed community to provide secondary education grounded in specific theological principles. The enduring mission, "Preparing students to be effective servants of Christ in contemporary society" , established a dual mandate: theological grounding and practical societal engagement. The initial infrastructure of the school system reflected its communal, faith-driven start, characterized by "the first classrooms above a house on Hancock Street". Despite these humble beginnings, the institution quickly sought and achieved external validation of its academic quality. By 1925 (or 1926), GRCHS was accredited by the North Central Association of Colleges and Schools , making it one of the first six high schools in Kent County to receive that distinction. This early achievement solidified the school's commitment to educational excellence alongside its distinctive religious mission. I.B. Establishing Financial Permanence: J. Herman Fles and the GRCS Foundation (1965) A pivotal moment in GRCS’s history, and one crucial to its eventual resilience, was the institutionalization of its financial mechanism. In 1965, J. Herman Fles established the Grand Rapids Christian School Foundation. This decision strategically separated the schools' immediate operating budget from long-term capital preservation, creating a permanent resource dedicated to meeting the evolving needs of the system. The significance of the Foundation's establishment cannot be overstated. It introduced permanence and financial stability to the educational model, which historically relied heavily on tuition and yearly association fees. The foresight shown by Fles meant that GRCS was proactively building an independent, perpetual revenue stream years before external legal challenges could destabilize its funding. Today, the Foundation stands as a substantial asset base, exceeding $21 million in total assets. This endowment currently provides over $1 million annually in essential funding , used strategically to reduce the cost of tuition for families, underwrite crucial academic programs, support teachers’ professional development, and sustain facility maintenance. By creating this structure, GRCS introduced financial resilience, an asset that would become indispensable when its involvement with public funding came under intense judicial scrutiny in the 1980s. II. The Era of Legal Scrutiny and Constitutional Challenge (1970s – 1990s) The 1980s presented the most profound external policy challenge to the Grand Rapids Christian Schools system, culminating in a Supreme Court ruling that mandated a fundamental shift in institutional funding and operational independence. II.A. The Context of Public-Private Partnerships Prior to the judicial intervention, GRCS benefited from joint educational services provided by the Grand Rapids School District. These programs, known as "Community Education" and "Shared Time," were first instituted during the 1976-1977 school year. These arrangements provided publicly funded secular instruction—covering subjects such as mathematics, art, music, and physical education—to nonpublic school students, taught by public school teachers, often utilizing classrooms located within the physical structures of the Christian schools. This arrangement, however, rested precariously on the interpretation of the Establishment Clause of the First Amendment. The District Court conducting the initial review of the case noted that these Christian schools required all enrolled parents either to subscribe to a specific doctrinal statement or to agree to have their children taught according to that doctrinal statement. The court subsequently found the schools to be "pervasively sectarian" and determined "without hesitation that the purposes of these schools is to advance their particular religions". II.B. The Landmark Case: School District of the City of Grand Rapids v. Ball (1985) The subsequent legal challenge, School District of the City of Grand Rapids v. Ball (1985), was initiated by six local taxpayers who argued that the use of public funds for private, religious education violated the Establishment Clause. The lower courts applied the three-pronged Lemon test, which requires that government programs have a secular purpose, neither advance nor inhibit religion as a primary effect, and avoid excessive government entanglement with religion. Both the District Court and the United States Court of Appeals for the Sixth Circuit affirmed that, although the programs’ stated aim was secular, their effect conferred impermissible benefits to religious institutions and resulted in an entanglement of church and state affairs. In its final judgment, the Supreme Court struck down the "Shared Time" and "Community Education" programs. The Court expressed concern that even non-religious instruction provided in this context would appear to be a form of governmental endorsement of religion, a constitutional violation. II.C. Broader Implications of the Ruling The Ball ruling forced GRCS into a period of acute, mandatory self-reliance. By explicitly defining the schools as "pervasively sectarian" and eliminating all sources of public financial and personnel support, the Supreme Court simultaneously validated the deeply religious purpose of the institution while demanding that it operate in complete financial separation from the state. This judicial finding compelled GRCS to fully integrate its Reformed worldview across all facets of the curriculum, unconstrained by the need to separate instruction for the sake of public funding. The financial consequence was immediate and severe, demanding aggressive capital management and fundraising efforts to compensate for the lost public resources. The institution’s prior decision to establish the J. Herman Fles Foundation proved critical at this juncture, ensuring a financial base existed to support the transition to full institutional independence. The national impact of the ruling was also profound, forcing other districts nationwide, such as New York City, to spend substantial sums (over $100 million between 1986 and 1993) on creative, costly workarounds like "mobile instructional units" to comply with the new separation mandates. III. Institutional Transformation and the DeJonge Era (2004 – c. 2021) The early 21st century for Grand Rapids Christian Schools was defined by a significant administrative turnaround focused on fiscal responsibility, debt reduction, and massive capital expansion. III.A. The Transformative Tenure of Superintendent Thomas DeJonge Thomas DeJonge’s tenure as Superintendent began in 2004 and spanned nearly two decades. His leadership was characterized by strategic financial reorganization and ambitious capital projects. When he took office, the school system carried substantial operational debt, estimated at approximately $20 million circa 2004. DeJonge’s administration successfully focused on eliminating this burden, resulting in the elimination of nearly $23 million in operational debt. Beyond debt elimination, his tenure saw a revision of the system’s governance, including updates to the Articles of Incorporation and governing bylaws. Concurrently, the Grand Rapids Christian School Foundation saw rapid growth under his supervision, increasing its total value from $4 million to more than $16 million. Additionally, the schools’ annual fund, which provides resources for financial aid and educational programs, doubled to nearly $1.7 million per year. The high level of responsibility assumed by the Superintendent during this financial era is reflected in compensation reports, with Mr. DeJonge's reported compensation reaching approximately $251,582 in peak years, excluding other benefits. III.B. Capital Campaigns and Infrastructure Modernization The stability achieved through debt elimination provided the platform for unprecedented investment in the physical plant. The DeJonge administration orchestrated capital campaigns that raised and invested more than $70 million in new capital construction and facility renovations across the system’s five campuses. Notably, Grand Rapids Christian High School alone received over $45 million in these renovation efforts. This extensive construction ensured that GRCS facilities were modernized and aligned with the system’s comprehensive educational programs and instructional priorities. This financial recovery and growth were critically dependent upon substantial private philanthropy. In 2009, a massive donation of $10 million from Richard and Helen DeVos specifically targeted the existing debt, reducing the remaining balance from $12.5 million to $2.5 million. The DeVos family has consistently maintained a highly generous donor profile toward the school system; for instance, in 2013 alone, members of the family donated over $6.8 million in total, including $3.2 million from Doug DeVos. While this large-scale philanthropy proved transformative, allowing the institution to successfully fund growth and escape crippling debt, it also created a financial dependency on key high-net-worth individuals. The school’s stability became inextricably linked to the sustained commitment of a select group of benefactors, a relationship acknowledged in contemporary news coverage detailing the political profile and continued involvement of figures such as Betsy DeVos. ### III.C. Campus Structure and Consolidation During this period of expansion, GRCS solidified its status as the largest private, association-governed school system in Michigan. The system now serves over 2,300 students ranging from pre-kindergarten through 12th grade across five distinct campuses located throughout the metro Grand Rapids and Rockford areas. The current campus structure is divided as follows: Grand Rapids Christian Elementary Evergreen Campus (PreK-5th grade). Grand Rapids Christian Elementary Iroquois Campus (PreK-4th grade). Rockford Christian School (PreK-8th grade). Grand Rapids Christian Middle School (5th-8th grade). Grand Rapids Christian High School (9th-12th grade). IV. Contemporary Leadership, Personnel, and Strategic Direction The current era is defined by administrative transition and a renewed strategic focus on accessibility, diversity, and mission refinement. IV.A. Current Administrative Profile and Transition Superintendent Aaron Winkle succeeded Thomas DeJonge around 2021 and currently leads the system. The administrative structure under Winkle is supported by a team of dedicated building principals, including Brad Mockabee at Grand Rapids Christian High School (GRCHS) , Sara Seth at Grand Rapids Christian Middle School (GRCMS) , John Barkel at the Iroquois Campus , and Ben Buursma at Rockford Christian School. The current strategic direction is encapsulated in the plan titled "By Faith". This plan moves beyond the previous era's focus on capital expansion to concentrate on four core missional commitments: Deepening Faith and Learning, Supporting All Students, Investing In Educators, and critically, Removing Financial Barriers. This last commitment represents an actionable priority to expand access, align capacity, and ensure that every GRCS campus thrives, signaling a strategic shift toward making the Christ-centered education more accessible to a broader community. IV.B. Investment in Educators and Staff Longevity A defining characteristic of GRCS is the deep institutional commitment exhibited by its personnel, which contributes significantly to organizational stability. This longevity is regularly acknowledged, as demonstrated by the honoring of esteemed colleagues following the 2023-2024 academic year who, collectively, represented 201 years of service. The profiles of retiring and long-serving staff underscore this cultural investment. For example, Jack, a retiree, served the school for 53 years, working in custodial roles, the bookstore, and coaching boys' swimming/diving for almost 40 years (29 seasons as head coach). Similarly, Nelson Greidanus, who began teaching at Oakdale in 1988, coached well over 80 teams and drove the school bus for 24 years, embodying the multi-faceted roles assumed by dedicated staff. This strong history of staff tenure indicates a robust and resilient internal culture that maintains consistency in mission delivery despite administrative changes and external pressures, functioning as a critical intangible asset for the institution. IV.C. Academic Framework and Diversity Commitment The GRCS academic framework is designed to be comprehensive and challenging, integrating the Christian faith into every aspect of learning while maintaining competitive academic standards. The curriculum is founded on the Reformed worldview of creation, fall, redemption, and restoration. To ensure academic rigor, GRCS utilizes external standards, including the Common Core State Standards, the ACT College Readiness Curriculum, and the Michigan Curriculum Framework. The system is accredited by Cognia™ and is recognized by the Michigan Department of Education. The institution explicitly commits to diversity, stating it accepts students without discrimination based on race, color, sex, or national origin. The student body is already diverse, with over 20% ethnically diverse students and representation from multiple denominations and socioeconomic backgrounds. The strategic plan emphasizes welcoming and empowering "every child," honoring their gifts, and cultivating their growth as "God's beloved image-bearers". V. Internal Policy and Socio-Political Controversies (Politics) GRCS, like many religiously affiliated educational institutions, has faced challenges in balancing its commitment to theological mission and community diversity with the expression of contemporary socio-political viewpoints. These incidents reveal the difficulties inherent in translating institutional commitments into consistent policy execution. V.A. The 2021 Black Lives Matter Sign Controversy In September 2021, the school system addressed community concerns stemming from a request made to a teacher to remove a Black Lives Matter (BLM) sign posted outside a classroom. This action was taken as a result of new practices drafted by the district during the summer, which aimed to prohibit signage or symbols in classrooms and hallways that could be misinterpreted, divide the community, or lead to premature conclusions without the benefit of direct relationship and dialogue. The administration clarified that its ongoing commitment to standing against racism must be conducted "through a Christian lens" within its diverse community, prioritizing building relationships and sustained dialogue over symbolic displays. Superintendent DeJonge issued an apology not for the policy itself, but for the poor sequencing of events, explaining that the request for removal occurred before the updated practices could be properly communicated to staff at scheduled meetings, which caused misunderstanding and miscommunication within the community. This incident demonstrated a fundamental administrative preference for a policy of controlled expression, attempting to channel commitments to social justice through institutionally moderated dialogue rather than allowing potentially divisive external political symbols. V.B. Managing Cultural Sensitivity: The "Soul Food Lunch" Incident Further demonstrating the institutional struggle to achieve cultural competency, Grand Rapids Christian High School faced complaints regarding a planned lunch theme. The high school’s original lunch menu, intended to honor Black History Month, included items like fried chicken, collard greens, mac and cheese, cornbread, and banana pudding. Students complained that the specific combination of these foods perpetuated racial stereotypes. In response, the school quickly apologized, recognizing that the initial publication of the meal plan "had a negative impact on our community". The name of the lunch was subsequently changed to "Soul Food Lunch," and the administration publicly committed to meeting with and listening to staff and students to "continue to learn and grow in this area" and produce "culturally competent students". The need for swift apologies and policy course corrections in incidents like the BLM sign and the menu planning indicates that while GRCS has a stated mission and a diverse population , the execution of programs and internal policies related to cultural representation and diversity requires systemic refinement and training to align consistently with the stated values of inclusion and anti-racism. VI. Cultural Legacy and External Recognition The reputation and external footprint of Grand Rapids Christian Schools are strongly shaped by its consistent achievements in athletics and the noteworthy professional careers of its alumni. VI.A. Athletic Excellence: The Eagles Tradition (Sports) The GRCS athletic teams, known as the Eagles, maintain a robust tradition of excellence in the Michigan high school athletic landscape. The institution has secured a total of 20 State Championships across numerous sports. The championship history is broad and spans decades, beginning with the Boys Basketball state title in 1938. Subsequent successes demonstrated sustained competitiveness: Boys Basketball repeated in 1966 , Girls Track won in 1980 , and Girls Basketball secured a championship in 1997. More recently, the school has seen multiple championships in Boys Soccer (1998, 2001) and sustained dominance in Girls Cross Country, winning titles in 2005, 2006, 2010, and 2013, 2014. The contemporary strength of the program is demonstrated by the Girls Volleyball team, which secured three consecutive state titles from 2018 through 2020. Significant titles also include Football (2012) and Baseball (2012, 2013). This continuous athletic success provides GRCS with a highly visible, positive external identity that serves as a critical community touchstone and an effective mechanism for recruiting students and soliciting donations, especially important given the institution’s reliance on private funding post-Ball decision. Table 1: Grand Rapids Christian Schools State Championships (1938–2020) Year Sport Source(s) 1938 Boys Basketball 1966 Boys Cross Country 1966 Boys Basketball 1979 Girls Cross Country 1980 Girls Track 1997 Girls Basketball 1998 Boys Soccer 2001 Boys Soccer 2005 Girls Cross Country 2006 Girls Cross Country 2010 Girls Cross Country 2012 Baseball 2012 Football 2013 Boys Golf 2013 Baseball 2013 Girls Cross Country 2014 Boys Cross Country 2014 Girls Cross Country 2018 Volleyball 2019 Volleyball 2020 Volleyball VI.B. Notable Alumni and Societal Influence GRCS has educated numerous individuals who have achieved prominence in diverse fields, reflecting the school’s objective to prepare students for effective service in contemporary society. In the realm of business and entrepreneurship, the school lays claim to Richard DeVos and Jay Van Andel, the co-founders of Amway. Their enduring success and subsequent major philanthropy have fundamentally shaped the financial trajectory and physical plant of GRCS. A unique contribution to American culture comes from William Post, the co-creator of the Pop-Tart. Artistic and political influence is represented by Paul Schrader, an acclaimed director and screenwriter, and Justin Amash, who served as a former U.S. Representative for Michigan's 3rd congressional district. The school has also produced a rising cohort of professional basketball talent, affirming the quality of its athletic programs. Notable alumni in the NBA include Kobe Bufkin, a first-round pick in the 2023 NBA draft, Xavier Tillman, and Duane Washington Jr. Other professional athletes include former NFL player Kavon Frazier. VII. Conclusions and Future Trajectories VII.A. Synthesis of Resilience and Challenge The institutional history of Grand Rapids Christian Schools is a testament to the resilience and commitment required to sustain a private, faith-based educational system in the American context. The school system successfully navigated a defining constitutional challenge in School District of the City of Grand Rapids v. Ball (1985), which stripped it of public operational support and legally affirmed its "pervasively sectarian" nature. This event, rather than crippling the institution, forced it to sharpen its mission and secure profound financial autonomy, a process dramatically accelerated by the strategic financial reforms led by Superintendent Thomas DeJonge (2004–c. 2021). DeJonge’s tenure, backed by significant philanthropic investment, notably from the DeVos family, allowed GRCS to eliminate substantial operational debt and invest over $70 million in infrastructure. The school’s longevity is further supported by deep institutional loyalty, evidenced by the multi-decade tenures of staff members, which ensures stability and consistent mission delivery across generations of students. However, contemporary analysis shows that the institution faces recurring challenges in aligning its commitment to diversity and anti-racism with culturally competent administrative policy, as highlighted by the BLM sign and cultural lunch controversies. Table 2: GRCS Institutional Timeline: Key Milestones (1920-Present) Year Event/Milestone Significance Source(s) 1920 Founding of Grand Rapids Christian High School (GRCHS). Start of secondary-level private Christian education. 1965 Grand Rapids Christian School Foundation established by J. Herman Fles. Creation of the critical financial endowment for long-term stability. 1985 U.S. Supreme Court ruling in GR School District v. Ball. Landmark decision defining GRCS as "pervasively sectarian" and ending public services funding. 2004 Thomas DeJonge assumes role as Superintendent. Beginning of the era of financial stabilization and massive capital construction. 2009 Major DeVos donation ($10M) enables substantial debt elimination. Critical financial turning point, reducing $12.5M debt to $2.5M. 2021 BLM Sign Controversy; Superintendent apology issued. Highlights contemporary challenges in balancing institutional policy control and racial justice expression. Current Aaron Winkle serves as Superintendent; "By Faith" strategic plan implemented. Focus shifts from financial recovery to enrollment optimization and accessibility. VII.B. Future Focus Areas Under the current leadership of Superintendent Aaron Winkle, the institutional focus has transitioned from capital investment to operational sustainability and accessibility, encapsulated in the "By Faith" strategic plan. The long-term trajectory of GRCS will be determined by its ability to manage several key policy variables: Access and Affordability: The system’s success as the largest private, association-governed school in Michigan relies on balancing high-quality, non-subsidized education with tuition affordability. The strategic commitment to "Remove Financial Barriers" necessitates utilizing the Foundation's assets to maintain or expand financial aid, ensuring that the school’s diverse socioeconomic profile can be sustained. Cultural Alignment: GRCS must continue to refine its internal cultural competence to ensure that its commitment to welcoming and empowering all students, including the 20% ethnically diverse population , is reflected in all administrative decisions and campus culture, mitigating the risk of future controversies related to race and representation. Governance of Philanthropy: While major donors were vital to the institution’s survival and growth, the high concentration of financial dependence on a few families requires careful governance to ensure that donor interests do not unduly influence pedagogical mission or institutional independence. Ultimately, GRCS’s history is one of successfully achieving financial and mission clarity through structural changes and focused leadership, positioning it to address the challenges of accessibility and cultural complexity in the 21st century. Works cited 1. 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Message from the Superintendent — September 14, 2021 | Grand Rapids Christian Schools latest news, https://www.grcs.org/about-us/nest/campus-news/news-details/~board/leadership-updates/post/message-from-the-superintendent-september-14-2021 19. Grand Rapids Christian apologizes for 'Black History Month' lunch - YouTube, https://www.youtube.com/watch?v=FxCHKhxhMCw 20. Grand Rapids Christian High School Championships and Runners-Up, https://grchristianeagles.org/main/otherad/contentID/51173384 21. Grand Rapids City League - Wikipedia, https://en.wikipedia.org/wiki/Grand_Rapids_City_League