Cristo Rey St. Martin College Prep

Waukegan, IL   |  www.cristoreystmartin.org

Mission

Cristo Rey Saint Martin College Prep, a Catholic learning community, empowers young people of limited economic means to become men and women of faith, purpose and service. Through a rigorous college preparatory curriculum, integrated with a relevant work study experience, students graduate ready to succeed in college and in life. Cristo Rey St. Martin serves students in Lake County, IL - primarily from Waukegan and North Chicago.

Ruling year info

1946

President

Mr. Preston Kendall

Principal

Mr. Michael Odiotti Ph.D.

Main address

3106 Belvidere Road

Waukegan, IL 60085 USA

Show more contact info

Formerly known as

St. Martin de Porres High School

EIN

42-1597059

NTEE code info

Secondary/High School (B25)

Scholarships, Student Financial Aid, Awards (B82)

Higher Education Institutions (B40)

IRS filing requirement

This organization is not required to file an annual return with the IRS because it is a religious organization.

Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

The United States wastes a tremendous amount of human capital. Smart, talented, creative, passionate and caring young people from low-income, urban communities are often condemned to living in social isolation with few employment opportunities and disturbingly severe consequences for even the slightest misstep or poor decision. Economic mobility is a myth for many of these young people. Incarceration rates for young people of color are disproportionately higher than for the rest of the population. High school dropout rates exceed 50% for those in the lowest income quintile. College completion rates for this same segment are 8% compared to 32% for the general population. Yet, Cristo Rey St. Martin (CRSM) and its generous supporters are changing that reality in Waukegan and North Chicago. For the 2020-2021 academic year, Cristo Rey St. Martin experienced an 85% four-year retention rate and 100% of seniors were accepted into college.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Corporate Work Study Program

Every Cristo Rey St. Martin student carries a full course load of college preparatory coursework and works five full days each month for one of our contracted business partners in our Corporate Work Study Program (CWSP). Their employers range from global corporations, local law firms, banks, and hospitals as well as non-profits. All of the money that they earn in these entry-level full-time equivalent jobs goes towards their tuition. The cost of one CWSP job in FY22 is $37,000.

Besides providing our students with an innovative way to fund their college-prep education, the CWSP experience reinforces the critical thinking skills and positive lifelong learning behavior that are emphasized in St. Martin classrooms. Our students’ workplace experience allows them to apply
and make connections from the classroom to the world of work and prepares them
for success in college and throughout their lives.

Population(s) Served
Adolescents
Economically disadvantaged people
People of Latin American descent
People of African descent
Multiracial people

Cristo Rey St. Martin College Prep invites our students to grow in their faith journey with God. Through our Campus Ministry program, we listen to their needs and help them share their gifts with both their school and the world. As part of our Catholic identity, we respect and appreciate the unique gifts and various religious traditions that reflect the makeup of our students and staff.

Becoming people for others is a hallmark of the CRSM experience. CRSM does not have required service hours yet OVER HALF of our students provide over 2,400 volunteer hours in their community throughout the school year.

In addition to volunteer activities, Campus Ministry conducts class-level retreats where students reflect on their gifts and how they can use them to benefit their community and the world.

Population(s) Served
Adolescents
Economically disadvantaged people
People of African descent
Multiracial people
People of Latin American descent

CRSM’s rigorous 3-prong approach to education – academic excellence, work readiness, and service – allows students who enter high school behind academically to graduate on a path to success. The holistic approach to education develops the heart, mind, and soul of its students, with the ultimate goal to break the cycle of poverty and allow our students to realize opportunities that in the past were just dreams.

Because many students enter CRSM one to two grade levels behind, CRSM has several programs that improve their academic skills. The Academic Assistance Program consists of dedicated teachers available during study halls and flex-time and who also "push into" a classroom when the student needs additional help. Additional assistance includes after-school tutoring and credit make-up.

A Counseling Department supports students' mental health, provides college counseling, and supports alumni. Our Nurses' office safeguards the health of students and staff.

Population(s) Served
Adolescents
Economically disadvantaged people
Multiracial people
People of African descent
People of Latin American descent

Where we work

Awards

Green Flag Award 2013

Eco Schools

Schools That Can Partner School 2012

Schools That Can

Accredation 2011

AdvanceED Illinois

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of clients served

This metric is no longer tracked.
Totals By Year
Population(s) Served

Ethnic and racial groups, Economically disadvantaged people, Adolescents

Related Program

College Preparatory High School

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of community initiatives in which the organization participates

This metric is no longer tracked.
Totals By Year
Related Program

Campus Ministry

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

In FY21 students, staff, and families provided over 5,000 volunteer hours for mobile food drives and vaccination clinics.

Percentage of students who enter as freshmen that graduate within 4 years

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adolescents, Ethnic and racial groups, At-risk youth

Related Program

College Preparatory High School

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

The goal is to experience, at minimum, an 80% 4-year retention rate.

Percentage of work study partners who retain job teams year to year

This metric is no longer tracked.
Totals By Year
Related Program

Corporate Work Study Program

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

The goal is to experience a job retention rate of at least 90% from year to year. The dip in retention in FY21 is a result of Covid-19 and businesses shutting down offices.

Percentage of work study partners expressing satisfaction with student job performance

This metric is no longer tracked.
Totals By Year
Related Program

Corporate Work Study Program

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

The percentage of seniors accepted into 4-year colleges

This metric is no longer tracked.
Totals By Year
Related Program

College Preparatory High School

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Percentage of students who maintain a GPA of 3.0 or above

This metric is no longer tracked.
Totals By Year
Related Program

College Preparatory High School

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Percentage of alumni who obtain a bachelor's degree within 6 years of graduating from CRSM

This metric is no longer tracked.
Totals By Year
Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

Alumni from the Classes of 2014 and 2015 are those impacted by the pandemic.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Cristo Rey St Martin's mission is to create students who are college-ready, work prepared, and committed to faith and justice. Cristo Rey St. Martin provides access to quality college-prep education exclusively to under-served young people in Lake County, primarily in Waukegan and North Chicago so that they get to and through college.

Cristo Rey was founded to improve the socio-economic standing and the opportunities for people in Waukegan and North Chicago. An overwhelming amount of research indicates the most effective way of accomplishing that is through quality educational opportunities. Eighteen years after our founding, CRSM is proud to say that 1/3 of recent college graduates in Waukegan are CRSM alumni.

Lasting change can only occur with the support and investment of all our constituents: students, families, teachers, administrative staff, Corporate Work Study Program partners, and benefactors of our school. Many schools measures success in graduation rates alone, however at CRSM this is just one metric that confirms our work. Success here is broad and all-encompassing—success can only occur when our 3 mission foci of academic rigor, work preparation, and social responsibility overlap. Success at CRSM involves academic growth, individualized learning, collaborative leadership, premier course offerings, college persistence supports, peak enrollment, “full employment" for our student workers, excellent retention rates, and acquisition of corporate work-study partners, and community excitement and engagement. CRSM helps students overcome inherent economic and social barriers through the collaboration of dedicated staff, the Corporate Work Study Program, engaged business partners, and individuals committed to making a difference.

CRSM's ultimate goal is to maintain a minimum of an 80% 4-year retention rate and see 70% of CRSM alumni earn a Bachelors's degree. This will result in a college graduation rate of 56% for CRSM 9th graders. This is 7 times the national average for low-income students and equal to the college graduation rate for the general population.

The strategies for achieving these goals are as follows:

I. Enhance student preparation for college success. This is accomplished by engaging all CRSM students in some type of summer programming - whether through summer jobs with Corporate Work Study partners, College/University summer programs for high school students, or some other reputable summer program; continuing to increase the academic rigor of the school (increasing the number of students who score a 3 on AP exams, providing dual-credit options, encourage students to achieve a minimum of a 3.0 GPA), and continuing to partner with college mentoring programs (College Bound Opportunities, Schuler Scholars, Waukegan 2 College).

II. Raise college persistence and graduation rates. CRSM hired a new position for the 2015-2016 academic year, Director of Alumni Support, who focuses on providing support to CRSM alumni enrolled in college programs.

III. Promote CRSM faculty and staff stability to encourage stronger, longer-term relationships with students. Strategies to make this happen include canvassing staff to find out what benefits are most important to them, finding creative ways to encourage professional development in the most cost-effective manner, and surveying peer institutions regarding benefits/pay.

IV. Solidify and expand CWSP business partner relationships. This includes achieving 90% of paid corporate jobs when enrollment is at 400 students and maintaining at least a 93% retention rate for corporate jobs from year to year. CRSM is exploring a student skill development badge program, a way of promoting teacher/job partner relationships, and creating professional development opportunities for corporate work-study partner supervisors.

V. CRSM Director of Alumni Success encourages CRSM alumni enrolled in college to apply for corporate internships, works with current corporate partners to help make connections between the partners and qualified alumni, assists Alumni with job searches.

Preston Kendall, President of CRSM since 2011, has continued to upgrade the leadership team members. Since joining he created an entirely new Corporate Work Study Program team, a new Assistant Principal, a new Dean of Students, a new Director of Development, interim CFO, and supporting staff. The staff changes were made to increase enrollment, control the deficit, and create sustainability. The Board of Trustees has grown substantially and now consists of 17 members. Board Members possess expertise across a number of different industries to benefit the school. Board member backgrounds include Personal Finance, Investments, Higher Education, Legal, Non-profit Management, Religious Communities, and Corporate Experience at multinational corporations, local privately held businesses, as well as non-profits.

CRSM's progress in increasing enrollment (at 401 students in 2021-2022), raising the jobs fee/price, increasing the number of paying jobs, and increasing income from Development efforts, have combined to now put the school on a stable financial footing.

CRSM also has a definite asset in its Principal, Michael Odiotti, Ph.D. He has established a clear path for academic success for both students and staff. It has been under his direction that the school established the Summer Bridge Program, the Academic Assistance Program, the hiring of the Director of Alumni Support. Dr. Odiotti places a focus on individualized student support, encouraging teachers to work collaboratively on instructional strategies for individual students and to participate in weekly 2-hour planning sessions. An Instructional Leadership Team composed of teachers and administrators runs a professional development program that helps drive academic change and excellence.

When describing the success of CRSM, it is easy to cite the balanced budget and increased revenues from the Corporate Work Study Program or fundraising events. Remembering the primary mission of educating students to get them to and through college, measures of success should begin with academics.

For the Class of 2021, CRSM had a freshman to senior retention rate of 82%. 100% of graduating seniors were accepted into 4-year colleges. CRSM was named as one of America's Most Challenging High Schools by the Washington Post for five consecutive years: 2012, 2013, 2014, 2015, and 2016. Enrollment in CRSM AP classes jumped from 150 in FY14 to 401 in FY22.

Cristo Rey schools are designed to rely on the income from the Corporate Work Study Program (CWSP) in order to offset the cost of tuition. The Cristo Rey Network has set a target of generating 70% of the annual operating income from the CWSP. This goal was an extraordinary challenge once the Covid-19 pandemic hit. Many CWSP business partner employees have not returned to the office, but continue to work remotely. In FY21, business partners contracted 54% of our students. The remaining students engaged in work skills training 5 days/month with CWSP staff. In FY22, 62% of students are working with paying business partners. However, all of the remaining students are working with local nonprofits. CWSP does not charge a fee to nonprofits. CRSM raises the funds to support these nonprofit jobs.

In February 2018, CRSM saw the culmination of the Occupancy Phase of its Cornerstone Campaign when we moved into our new campus. CRSM purchased and renovated about 53,000 square feet of a 115,492 square foot abandoned Kmart located at 3106 Belvidere Road in Waukegan. This move was essential to the sustainability of the school, as the former campus was over one hundred years old, designed for 200 elementary school students, and poorly maintained by its landlord. The Initial Occupancy Phase included 18 classrooms, three fully-equipped science laboratories, a library commons area, and a cafeteria space with room for 575 students. In June 2018, CRSM and its building partners - JGMA, Stevenson Advisors, and McShane Construction - received the 2018 Urban Land Institute's Vision Award for Innovative and Replicable Re-Use for the renovation of an empty Kmart into a beautiful, modern high school. In April 2021, CRSM completed Phase 2 of construction, which included a chapel, gym with a stage for performances and assemblies, locker rooms, fitness room, additional classrooms, and office space. In August 2021, Landmarks Illinois selected CRSM to receive the 2021 Richard H. Driehaus Legacy Award for Innovation, which recognized CRSM's transformation of an abandoned Kmart into a beautiful, modern high school.

The additional space has allowed CRSM to serve the community during the pandemic with mobile food drives in our vast parking lot and mass vaccination events.



How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    CRSM serves high school students from low-income neighborhoods, primarily Waukegan and North Chicago. Currently, 96% of students are Latinx, 3% Black, and 1% Other.

  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Paper surveys, Focus groups or interviews (by phone or in person),

  • How is your organization using feedback from the people you serve?

    To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals,

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board, Our funders,

  • Which of the following feedback practices does your organization routinely carry out?

  • What challenges does the organization face when collecting feedback?

Financials

Cristo Rey St. Martin College Prep
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Cristo Rey St. Martin College Prep

Board of directors
as of 02/22/2022
SOURCE: Self-reported by organization
Board chair

Ms Kelly Corely

Goldman Sachs USA (Retired)

Term: 2019 - 2022

George Rassas

Archdiocese of Chicago

James Thomas

Clerics of St. Viator

Erin Foley

Philanthropist

Kelly McNamara Corley

Discover Financial Services

Nicole Mowad-Nassar

AbbVie

Terrence Brady

Underwriters Laboratories Inc.

Brian Blaser

Abbott

John Powers

Independent Sales Executive

Raheela Anwar

BPI Group

Rob Martin

Clark Hill PCC

Mark Milliman

Harbor Farms, LLC

Steve Montross

Retired

Tomas Rivera

Discover Financial

Cindy Rourke

Maryville Crisis Center

Mary Johnstone, OP

The Dominican Sisters of Sinsinawa

James Dasso

Foley & Lardner, LLP

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 1/27/2022

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male

The organization's co-leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 01/26/2022

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.