Cincinnati Christian Schools 
The information on this page was last updated 5/21/2026. If you see errors or omissions, please email: [email protected]
Summary
Cincinnati Christian Schools, partnering with Christian families, provides a Bible-centered, quality educational program to equip, train, and disciple students to follow Christ and impact culture.
Contact information
Mailing address:
Cincinnati Christian Schools
7474 Morris Road
Fairfield, OH 45011
Website: cincinnatichristian.org
Phone: 513.892.8500
Email: [email protected]
Organization details
EIN: 311375065
CEO/President: Raymond C. Kochis
Chairman: Steve Barr
Board size: 10
Founder:
Ruling year: 1995
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: No
Member of ECFA since:
Purpose
CCS will be a leader in comprehensive PK-12 Christian education that prepares and equips students for Kingdom service.
Mission statement
Cincinnati Christian Schools, partnering with Christian families, provides a Bible-centered, quality educational program to equip, train, and disciple students to follow Christ and impact culture.
Statement of faith
We believe the Bible is the inspired, the only infallible, authoritative, inerrant Word of God. (2 Timothy 3:16; Proverbs 30:5; Galatians 1:11-12; John 17:17)
We believe there is one God, eternally existent in three persons - Father, Son, and Holy Spirit. (Deuteronomy 6:4; Matthew 28:19; John 1:1; John 14:16; Colossians 1:15-20; 1 Peter 1:2)
We believe in the deity of Christ; His virgin birth; His sinless life; His miracles; His vicarious and atoning death; His resurrection; His ascension to the right hand of the Father; and in His personal return in power and glory. (John 1:1; Colossians 1:15-20; Matthew 1:20-23; Isaiah 7:14; Luke 1:26-38; Matthew 4:1-11; Luke 4:1-13; Hebrews 4:15; Hebrews 7:26-28; John 20:30; Hebrews 9:25-28; Isaiah 52:13-53:12; Romans 3:25; 1 John 2:2; Galatians 3:11-14; Matthew 28:1-10; Mark 16:1-11; Luke 24:1-12; John 20:1-18; Luke 24:51; Acts 1:6-11; Ephesians 1:20-23; 1 Thessalonians 4:13-18; Revelation 1:7)
We believe that lost and sinful man is saved by the grace of God, justified by faith in the shed blood of Christ, and regenerated by the Holy Spirit. (Genesis 3:6; Romans 5:12; Psalm 51:5; Galatians 2:16; Colossians 1:21-22; Titus 3:5-6)
We believe in the resurrection of the saved and the lost; they who are saved unto eternal life, and they who are lost unto eternal damnation. (1 Thessalonians 4:13-18; Revelation 20:11-15; Revelation 21:1-4)
We believe in the unity of believers in our Lord Jesus Christ. (Ephesians 2:14-22; Ephesians 3:6)
We believe in the present ministry of the Holy Spirit by whose indwelling the Christian is enabled to live a godly life. (Ezekiel 36:27; 1 Corinthians 3:16; 2 Timothy 1:14)
We believe in the creation of man by the direct act of God as recorded in the Book of Genesis. (Genesis 1:26-27; Genesis 2:7, 21-22)
We believe in the sanctity of marriage between one man and one woman as established in Scripture. (Genesis 2:24; Matthew 19:1-9; Mark 10:1-12; 1 Timothy 3:2)
Articles
| 6/5/2026 | Anderson University, Dallas Christian School Jump Into Highest Tier for Financial Efficiency |
Donor confidence score
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To understand our donor confidence score, click here.
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 | | 658 of 1435 | 110 of 191 |
| Fund acquisition rating | | 230 of 1435 | 62 of 191 |
| Resource allocation rating | | 1294 of 1435 | 178 of 191 |
| Asset utilization rating | | 534 of 1436 | 65 of 191 |
According to the organization's Form 990, it received $990,095 in government grants in 2025.
To understand our financial efficiency ratings, click here.
Financial ratios
| Funding ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 11% | 9% | 9% | 8% | 6% | 5% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 3% | 1% | 1% | 1% | 1% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 13% | 29% | 13% | 14% | 21% | 14% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 4% | 1% | 1% | 1% | 1% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 87% | 71% | 87% | 86% | 79% | 86% |
| Operating ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Program expense ratio Program expense ratio = Program services / Total expenses | 83% | 67% | 68% | 68% | 72% | 74% |
Spending ratio Spending ratio = Total expenses / Total revenue | 93% | 72% | 89% | 96% | 93% | 96% |
Program output ratio Program output ratio = Program services / Total revenue | 76% | 48% | 61% | 66% | 67% | 71% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 7% | 28% | 11% | 4% | 7% | 4% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 6% | 34% | 14% | 5% | 14% | 8% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 14% | 29% | 30% | 30% | 27% | 25% |
| Investing ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.54 | 0.68 | 0.78 | 0.77 | 1.00 | 1.11 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.99 | 1.69 | 2.38 | 5.01 | 4.61 | 6.15 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.80 | 1.15 | 1.85 | 3.85 | 4.62 | 6.86 |
| Liquidity ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Current ratio Current ratio = Total current assets / Total current liabilities | 2.80 | 6.46 | 4.68 | 1.95 | 1.76 | 1.40 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.35 | 0.15 | 0.21 | 0.51 | 0.57 | 0.71 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 3.98 | 8.84 | 5.10 | 1.52 | 1.13 | 0.50 |
| Solvency ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 29% | 23% | 28% | 34% | 45% | 50% |
Debt ratio Debt ratio = Debt / Total assets | 10% | 13% | 18% | 21% | 32% | 36% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 117% | 113% | 92% | 86% | 55% | 45% |
Financials
| Balance sheet | |||||
| Assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Cash | $6,545,459 | $4,140,749 | $1,769,184 | $1,301,922 | $854,178 |
| Receivables, inventories, prepaids | $1,162,493 | $24,348 | $51,552 | $75,888 | $105,734 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $7,707,952 | $4,165,097 | $1,820,736 | $1,377,810 | $959,912 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $3,396,972 | $3,429,503 | $3,092,637 | $3,170,917 | $3,316,541 |
| Other long-term assets | $1,959,598 | $2,299,861 | $4,207,284 | $1,803,025 | $1,627,069 |
| Total long-term assets | $5,356,570 | $5,729,364 | $7,299,921 | $4,973,942 | $4,943,610 |
| Total assets | $13,064,522 | $9,894,461 | $9,120,657 | $6,351,752 | $5,903,522 |
| Liabilities | 2025 | 2024 | 2023 | 2022 | 2021 |
| Payables and accrued expenses | $848,102 | $580,181 | $520,271 | $394,340 | $410,806 |
| Other current liabilities | $345,157 | $309,469 | $413,823 | $386,936 | $272,945 |
| Total current liabilities | $1,193,259 | $889,650 | $934,094 | $781,276 | $683,751 |
| Debt | $1,666,404 | $1,761,268 | $1,892,340 | $2,019,403 | $2,138,723 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $204,697 | $167,421 | $288,750 | $31,730 | $128,024 |
| Total long-term liabilities | $1,871,101 | $1,928,689 | $2,181,090 | $2,051,133 | $2,266,747 |
| Total liabilities | $3,064,360 | $2,818,339 | $3,115,184 | $2,832,409 | $2,950,498 |
| Net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Without donor restrictions | $6,184,509 | $4,752,701 | $3,900,939 | $1,522,456 | $1,123,014 |
| With donor restrictions | $3,815,653 | $2,323,421 | $2,104,534 | $1,996,887 | $1,830,010 |
| Net assets | $10,000,162 | $7,076,122 | $6,005,473 | $3,519,343 | $2,953,024 |
| Revenues and expenses | |||||
| Revenue | 2025 | 2024 | 2023 | 2022 | 2021 |
| Total contributions | $3,561,416 | $1,169,817 | $1,021,763 | $1,450,244 | $958,988 |
| Program service revenue | $8,362,347 | $7,333,571 | $6,094,264 | $5,289,366 | $5,183,378 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $219,985 | $87,344 | $20,731 | $6,566 | $7,744 |
| Other revenue | $132,019 | $82,612 | $165,578 | $106,715 | $677,700 |
| Total other revenue | $8,714,351 | $7,503,527 | $6,280,573 | $5,402,647 | $5,868,822 |
| Total revenue | $12,275,767 | $8,673,344 | $7,302,336 | $6,852,891 | $6,827,810 |
| Expenses | 2025 | 2024 | 2023 | 2022 | 2021 |
| Program services | $5,917,460 | $5,270,490 | $4,798,993 | $4,560,877 | $4,881,119 |
| Management and general | $2,602,965 | $2,334,551 | $2,132,983 | $1,715,676 | $1,652,898 |
| Fundraising | $318,644 | $103,968 | $84,022 | $82,993 | $46,888 |
| Total expenses | $8,839,069 | $7,709,009 | $7,015,998 | $6,359,546 | $6,580,905 |
| Change in net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Surplus (deficit) | $3,436,698 | $964,335 | $286,338 | $493,345 | $246,905 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $3,436,698 | $964,335 | $286,338 | $493,345 | $246,905 |
Compensation
| Name | Title | Compensation |
| Ray Kochis | Superintende | $168,666 |
| Kelly Fitzgerald | CFO | $102,622 |
| Benjamin Graham | Board Member | $3,125 |
| Sara Hermanson | Secretary | $50 |
Compensation data as of: 6/30/2025
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 5/21/2026. To update the information below, please email: [email protected]
History
In the fall of 1970, a group of pastors, Christian business leaders, and educators joined together and committed to the Lord to create a Greater Cincinnati High School. Then, in the fall of 1971, TriCounty Assembly of God committed to the Lord to open a Christian elementary school. Those two merged in 1975, creating Tri County Christian Schools. This arrangement continued until 1993, when the church and school mutually agreed to become independent of each other. Cincinnati Christian Schools, Inc. (CCS) was formed to run the elementary and secondary schools, now governed by a biblically based, non-denominational Board of Directors.
We partner with Christian families to provide a Bible-centered, quality educational program to equip, train, and disciple students to follow Christ and impact culture. Our curriculum focuses on preparing and motivating students to thrive and make positive and impactful differences in our continually changing world by demonstrating God's love for all. CCS is accredited by three different agencies: The Ohio Department of Education (ODE), AdvancED, and The Association of Christian Schools International (ACSI).