Montini Catholic Strategic Plan 2022-2025

MONTINI CATHOLIC HIGH SCHOOL Connecting You to Our Future Strategic Plan 2022-2025

APPROVED BY: MONTINI CATHOLIC HIGH SCHOOL BOARD OF DIRECTORS OCTOBER 28, 2021

“

You, too, can perform miracles by touching the hearts of the children confided in your care.

– St. John Baptist De La Salle

”

our founder

Saint John Baptist de La Salle The Christian Brothers were established in France in 1682 by John Baptist de La Salle, a French cleric, as a Religious Order dedicated to education.

The Brothers' Rule states that the mission of the Institute is “to provide a human and Christian education to the young, especially the poor, according to the ministry entrusted to them by the church.”

During the 340 years since then, the Christian Brothers have never lost sight of that singular mission, even as the organization has grown to include secondary schools, colleges and universities in more than 80 countries.

Montini Catholic Strategic Plan 2022-2025 1

MISSION & VISION Prepared for a lifetime.

Montini Catholic’s purpose is the development of the total person; an informed and committed Catholic; an active citizen of the community, country and world; and a physically healthy person.

MISSION STATEMENT:

Montini Catholic High School is a family-centered, co-educational, college preparatory high school, rooted in the life and teaching of Jesus Christ as emulated by St. John Baptist de La Salle and committed to the education of the whole person. Our LaSallian tradition recognizes the sacredness of all persons and educates students of diverse abilities, cultures, and socioeconomic backgrounds.

Each student is expected to participate in an educational setting that will emphasize the message of Christ, service, and responsibility to Church, family and community.

Montini Catholic’s programs challenge and encourage the spiritual, intellectual, personal, cultural, social and physical development of each student.

The Brothers of the Christian Schools sponsor and manage Montini Catholic in association with lay men and women, religious and clergy. In accordance with the Christian Brothers' presence, the following characteristic elements are given priority: • Attention to the individual • Special concern for the poor

VISION STATEMENT:

Montini Catholic has a religious and an academic purpose. The religious is primary, as the religious nature of the school pervades the entire school community.

Montini Catholic works to create a Catholic educational community in which faith, culture and knowledge are integrated among teachers, students and parents in a spirit of cooperation.

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• Commitment to excellence • Creative education for a variety of ability levels • Religious instruction and service • Promotion of justice and peace • Faith-filled and zealous teachers working in association

Board of Directors The building of Montini Catholic, a Lasallian College Preparatory High School in Lombard, Illinois was approved by the Diocese of Joliet in 1963.

Pope Paul VI, whose name was Giovanni Battista Montini (John Baptist Montini) was elected to the Papacy on June 21st of the same year. A brilliant man, deeply spiritual, reserved and gentle. He was one of the most traveled popes at the time, and the first to visit five continents.

Paul’s Beatification was made official by Pope Francis on May 10, 2014 after a miracle was accredited to his intercession.

In VaticanCity, on October 14, 2018, he was canonized a saint, Saint Pope Paul VI. In his honor, the Christian Brothers named the school Montini Catholic High School.

Construction of the building took place in 1965 - 1966.

In September of 1966, Montini opened its doors to 217 freshmen. The first commencement exercises were held on June 1, 1970.

Since then, Montini Catholic has graduated more than 6,000 students, over 99% of whom have gone on to college.

CHAIR Janis M. Orlowski, M.D. ‘74 Chief Health Care Officer Association of American Medical Colleges Washington, DC

VICE-CHAIR Michael Manna ‘70 President The Manna Consulting Group Trevor, Wisconsin

SECRETARY

Catherine Hoovel Senior Vice President Corporate Controller McDonald's Corporation Chicago, Illinois

James Van De Velde ‘70 Chairman Emeritus President (Retired).

WLI Industries Villa Park, Illinois

Leigh-Anne Kazma President Kazma Family Foundation Chicago, Illinois

Walter Weisenburger ‘75 Chairman Emeritus Senior Vice President (Retired) The Northern Trust Company Chicago, Illinois

Dr. Scott Kier Superintendent of Lasallian Ed. Midwest District Brothers of Christian Schools Burr Ridge, Illinois

Edward Mack Partner (Retired) Accenture Darien, Illinois

Charles Kirk ‘78 President Kirk & Associates Downers Grove, Illinois

TREASURER

Dennis McNicholas Attorney at Law Lombard, Illinois

Michael Bava Chief Financial Officer (Retired) Diocese of Joliet Joliet, Illinois

MEMBERS Jeannette (Workman) Bartosz ‘85 Senior Accountant Diocese of Joliet Joliet, Illinois Frank Conforti, Jr. ‘86 Owner and Manager Frankie's Deli Oak Brook Terrace, Illinois Joseph Dailey Chief Financial Officer (Retired) Diocese of Joliet, Catholic Charities Crest Hill, Illinois Charles Erdman President/Owner Chemray Corporation Naperville, Illinois John Gavin ‘91 President Jackdaddy Consulting Clarendon Hills, Illinois Michael Gilmartin ‘86 Vice President - Claims at Berkley Program Specialist (a W.R. Berkley Company) Naperville, Illinois

James Miller President QMI Itasca, Illinois

Carol Winfrey Director BlueHole Strategy Chicago, Illinois

EX-OFFICIO MEMBERS James Nelson Business Manager Montini Catholic High School Lombard, Illinois Kevin Beirne Principal Montini Catholic High School Lombard, Illinois James F. Segredo President Montini Catholic High School Lombard, Illinois

John Nania ‘79 President Nania Energy, Inc. Warrenville, Illinois Richard Rafanelli ‘76 Manager Meade Investments, LLC Indian Head Park, IL Michael Santay Partner - Audit Services (Retired) Grant Thornton Chicago, Illinois Michael Schumacher ‘71 Entrepreneur Spring, Texas Shannon Smith ‘89 Consultant G3 Alternatives Broadview, Illinois

School Attorney Michael Devine Nisen & Elliott, LLC Attorney/Member Chicago, Illinois

EMERITUS Ronald Mangelsdorf Alumni Parent Westmont, Illinois Janet McGivern Alumni Parent Westmont, Illinois Chub Thompson Alumni Parent Naples, Florida

Tracy TreDenick-Fricke Head of Regulatory & Quality Assurance and Founding Partner at BioTechLogic, Inc. Cave Creek, Arizona Montini Catholic Strategic Plan 2022-2025 3

EDUCATIONAL PROGRAM Montini Catholic is a Roman Catholic, Lasallian comprehensive, co-educational high school, offering a college preparatory curriculum, an extensive and well-rounded extracurricular program as well as several retreat, community service and spiritual formation opportunities to all its students.

Summary of Current Environment Academic Program • Fifteen (15) Advanced Placement courses available for students seeking college credit and an academic challenge at the college level • Four (4) Dual Credit Courses through partnership with Lewis University and College of DuPage • Honor courses for academically advanced students • Academic courses for all students • Signum Fidei level courses for students requiring additional support

Extra-Curricular Program • • • •

Fifty-three (53) extracurricular opportunities Twenty-four (24) athletic programs Twenty-six (26) non-athletic clubs & organizations Numerous student centered social/community building activities.

Spiritual Formation & Service Learning Program • Retreat opportunities for each class year • Comprehensive Community Service Learning Program • Monthly Liturgical Services

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NGOING S E V I T C E J B O O

te duation ra a r g % 0 0 1 a CT • Maintain ool wide A h c s m u minim 4.0 • Aim for a score of 2 e it s o p m average co credit rate e g e ll o c s a 75% amination x e • Maintain t n e m e Plac Advanced ge class a r e v a e id s a school w ss per clas le • Maintain r o s t n e tud size of 21 s

• Embed Lasallian educator formation in faculty and staff development opportunities.

Goal: Foster a Professional Culture of Continuous School Improvement

• Establish listening sessions with key stakeholder groups to evaluate the degree to which diversity and inclusion are valued in the school community. Based on that evaluation, develop an initiative to foster diversity and inclusion.

Continuous School Improvement is aimed at ensuring that Montini, as a school community, is working at as high a level as possible to meet the academic, spiritual, social, and physical needs of its students. Further, CSI should ensure the work of those in the school is done with fidelity to the mission and vision of the institution.

Rather than a stand-alone, cyclical improvement process, CSI is effective only if the concept of improvement becomes an embedded part of school culture - inherent to its ethos. This includes constant understanding of the current environment in the school and continual evaluation and assessment of the efficacy of school programs and initiatives. Once embedded in the culture, school improvement shifts from being an occasional process with defined beginning and end points to an ongoing feature of the schooling process itself.

Ultimately, the purpose of continual school improvement is just that - improvement. While improvement that leads to the school functioning at a very high level will have a positive impact on enrollment, development, finances, and alumni relations, CSI is primarily a student facing concept. That is, its purview encompasses those areas traditionally considered to be part of the student experience.

Strategies & Initiatives • Establish and task a school improvement group with steering the school improvement initiative. This group will consist of educators who represent a broad spectrum of professional roles and academic disciplines, are mission and vision driven, are open to new ideas and able to solicit those ideas, are well respected by peers and other stakeholders, and have experience bringing about improvement in areas they currently oversee • Utilize the Cognia School Improvement Framework to structure and organize the work of the School Improvement Group.

• Infuse the language of improvement in all faculty and staff development initiatives.

• Establish Academic Affairs Committee within the Montini Catholic Board of Directors.

Goal: Promote Student Engagement and Transformative Experience in the Educational, Spiritual, and Extracurricular Life of the School

EDUCATIONAL Program

GOALS, STRATEGIES & INITIATIVES

Emphasis must be placed on creating a culture of engagement with our students. This means that the process of schooling and learning must become more interactive, student-centered, collaborative, energetic, engaging, and relevant to the students.

Strategies & Initiatives • Solicit and utilize student feedback and input in decision making and reflection.

• Study and implement a schedule redesign that provides additional time for course flexibility, enrichment activities, an intramural program, community building activities, and expanded extracurricular opportunities.

• Expand the required retreat opportunities from three years to four years.

• Incorporate and expand student choice in the academic experience at both the classroom and the school level.

• Expand dual credit and international study opportunities with existing and new academic partners.

• Expand the social emotional learning program recently established.

• Develop strategies and assessments concerning differentiated instruction that address the cultural diversity of the student body.

• Develop the composite profile of a Montini teacher centered on school improvement. Align teacher recruitment, hiring, and evaluation efforts with the shift to reflection and continuous improvement.

• Develop an inventory of existing school data and Leverage that data to plan for and assess school improvement.

Montini Catholic Strategic Plan 2022-2025 5

MARKETING & ENROLLMENT MANAGEMENT Keeping the school community strong, informed and engaged.

Summary of Current Environment School Enrollment • Montini Catholic has maintained an average enrollment of 529 students over the past three years.

• Over the last three years an average of 50% of the student body attended private grade schools.

• Over the last three years an average of 50% of the student body attended public grade schools.

• Presently students in attendance come from 122 grade schools and reside in 61 towns and 74 zip codes within a 30-mile radius.

• Over the past three years, Montini Catholic has maintained an average of 145 eighth grade students sitting for the December placement examination.

• Over the past three years , the average size of the incoming freshmen class has been 125.

Print & E-Marketing • The current development database of current and past parents, and alumni included 9988 mailing addresses (88% of the school community) as well as 4228 email addresses (42% of the school community).

• Social media outlets that are currently utilized are Facebook, LinkedIn, Instagram and Twitter.

• Our web presence includes montini.org/ montinialumni.org, Edline and Digital Sports websites.

• Email Marketing is used through Montini Matters, e-newsletter to current families, Bronco Bytes, e-newsletter to alumni and alumni parents, iBronco, e-newsletter to grade school students and parent along with special event and announcement emails.

6 Montini Catholic Strategic Plan 2022-2025

& the Marketing he purpose of ittee gement Comm a n a M t n e m ll Enro t is to keep all rs fi e h T . ld fo ool is two ni Catholic sch ti n o M e th f o members ngaged in the e d n a d e rm fo community in e school. The th f o s m ra g ro activities and p at the school is th re u s n e to nts second is grams and eve ro p , n o ti a rm fo e providing in asallian, colleg L s ’ c li o th a C i n about Monti e grade school th to e c n e ri e p x of preparatory e 30-mile radius a in h it w s ie it n a commu er to maintain rd o in c li o th a C Montini le enrollment. b ta s d n a y h lt a he

T

• Begin each school year with an incoming freshmen class of a minimum of 140 students.

• Have 170 or more grade school students take the December and January placement examinations.

• Process 215 or more grade school applications for the upcoming school year

by July 31st of each school year • Improve application conversion rate from 65% to 70% • Increase visibility and awareness in the Lombard, Downers Grove, Darien, Woodridge, Glen Ellyn and Hinsdale /Clarendon Hills/Burr Ridge public grade school communities.

• Maintain present grade school marketing event schedule, direct and electronic mail, events and advertising plan to the grade school community.

• Increase brand awareness in the following communities: Hinsdale, Naperville, Elmhurst, Lisle, Glen Ellyn, Clarendon Hills, Addison and Burr Ridge • Identify alumni with children approaching high school.

• Quarterly review of marketing events, plans and publications to ensure that they are current, effective and reflect a balance in the marketing of the MCHS community.

• Survey incoming freshmen and freshmen parents on an annual basis on the decision process that led them to select Montini Catholic.

• Increase attendance at athletic and academic summer camps.

• Maintain academic events for grade schools.

• Continue postings on Instagram, Facebook and Twitter to grow followers and likes.

• Expand advertising in social media and SEO (Search Engine Online Management)

• Increase the number of applicants from the Hinsdale, Clarendon Hills, Elmhurst, Naperville , Glen Ellyn, Lisle, Addison and Burr Ridge areas.

• Introduce alumni and alumni parent marketing activities to grow email database.

• Organize a minimum of 150 grade school student campus visitations through the shadow/tour program

• To develop a timeline on implementation of the recommendations identified in the Measuring Success Market Research Study in the areas of messaging, ambassador programs, marketing and student retention.

• Increase the number of email addresses in school community database by 20%

MARKETING & ENROLLMENT MANAGEMENT

GOALS & OBJECTIVES

• Restructure shadow program for grade school students

• Deploy print campaign to past parents and alumni to update records and obtain new email addresses.

• Develop a consistent Marketing message/ theme for print and electronic newsletters and fundraising materials directed to the school community

strategies • Continue and grow presentation schedule with Catholic and public grade schools and religious education program.

• Capitalize on current families to help market Montini Catholic within their grade school and parish communities through an organized Parent Ambassador program.

Montini Catholic Strategic Plan 2022-2025 7

DEVELOPMENT Advancing the Lasallian Mission of Education Summary of Current Environment • Development office is currently staffed with six full time members and one part-time member that report to the President. Along with the President the members of the Development Team are responsible for Admissions, Alumni Activities, Annual Fund, Data Base and Web Site Management, Public Relations, Graphic Design, Social Media, Raffles and assistance with Special Events.

• The President of the School also serves as the Director of Development and Major Gifts Officer.

• Ongoing activities include; major gift solicitation, annual fund drive, scholarship fund appeals, foundation and corporate grants solicitation, planned giving communication, fundraising events, raffles and alumni activities.

• Development Activities currently contribute 12.25% of the Gross Revenue of the operating budget and the three- year average of overall giving to Montini Catholic is $1,615,407.00.

• An Alumni Advisory Committee has been established to advise Montini’s Development Staff on alumni events and involvement

nt is the f evelopme lvement o o v in l fu g meanin Montini e h t in ls a ity individu l commun o o h c s c li Catho sion and is m e h t e n to advanc ool. It is a h c s e h t r ducation fo raising, friendvision of e ss of fund e c o r hips with p s g n in io t la e r ongo ing d develop n a g i Catholic in in t is n a r o M e ers of th parents of i, n m the memb lu (a d mmunity udents an t s t n school co e r r u d rents of c rporate an o alumni, pa c e h t s a well icago friends) as ommunity of the Ch nc foundatio tan area. li o p o r t e M

D

8 Montini Catholic Strategic Plan 2022-2025

• Increase Alumni participation in the Annual Fund and Scholarship Fund • Increase Annual Fund Revenue

DEVELOPMENT

GOALS & OBJECTIVES • Increase Scholarship Revenue • Increase Corporate and Foundation Giving • Complete the remaining items of the 50th Anniversary Capital Campaign (Endowment and Gym Addition)

strategies • Hire a full time Alumni Relations Director • Develop a plan to increase membership in the President’s Circle • Develop a plan that will provide a consistent outreach to foundations and corporations • Conduct and analysis/evaluation of Annual Fund strategies and materials • Organize activities and programs that encourage young alumni engagement and participation • Utilize social media avenues in promoting fundraising and friend raising activities • Utilize social media avenues in distributing news and information about Montini Catholic to members of the school community • Utilize reunions and additional opportunities for alumni to return to campus • Increase corporate and local business sponsorship through premier advertising packages • Increase awareness and activity in the school’s planned giving program

Montini Catholic Strategic Plan 2022-2025 9

BUILDINGS & GROUNDS Providing a safe and modern campus for our students.

M

uilding ontini Catholic’s B ittee will & Grounds Comm g roles: fulfill the followin

ee Finance Committ e th h it w er th ge • To stly itor capital and co oversee and mon ects. maintenance proj oved rd of Director appr oa B l al ee rs ve O • building projects. d e school’s board an th h it w er th ge To • rections for the di t es gg su n, io at administr e e understanding th future which includ d e and facilities an ac sp t en rr cu of impact and/or expansion on ti va no re r fo ng planni of facilities.

• Together with the President, Director of Operations and Business Manager, work to secure competitive vendor and contractor bids for services when needed in the areas of surveys, energy, services, code compliance, long range and management planning.

• Work with the President, Director of Operations and Plant Manager to ensure that the buildings and campus meet life safety, building code and health department requirements.

• Together with the President, Director of Operations and Plant Manager suggest and oversee campus “curb appeal” enhancements for school campus.

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Montini Catholic provides its students with an extensive school campus that provided its students wit state-of-the-art educational equipment and new and or recently renovated educational and recreational facilities. Over the last five years close to $2 million dollars has been invested in campus facilities and equipment. Current plant, equipment and other assets are valued at $12,120,000.

Educational and recreational facilities: • Learning Resource Center with 32 computer stations (built 2009) • Science Wing consisting of 6 state of the art Science labs (built 2009) • Math Wing consisting of 8 classrooms (built 2003) • Administrative/Guidance Center (built in 2009) • Campus Ministry Center (built in 2009)

• Installation of Video Message Board (2016) • Renovation of the Power Plant and Conversion to ComEd (2017) • Construction of the Vince Gavin Stadium Club (2018) • LED Lighting Parking Lot and classrooms (2019) • Renovation of the Boys Locker Room (2018)

• Art Center (renovated in 2009)

• Renovation of the Computer Lab into the Kazma Family Innovation Center (2019)

• Two Networked computer labs –totaling 53 stations (renovated in 2011 and 2012)

• Installation of a Security Camera System (2019)

• Auditorium – 400 seats (renovated in 2009) • Athletic Field House (built in 2003) • Music Wing consisting of two instructional/ performance areas (renovated 2012) • Athletic Stadium consisting of a synthetic playing field and 6 lane all weather running track (renovated in 2011) • Main Competition Gymnasium (renovated in 2012 & 2013)

• Renovation of the Girls Locker Room (2018 and 2020) • Renovation of the Weight Training Room (2019) • HVAC Replacement Campus Ministry Center (2019) • Renovation of the Student Service Center including the replacement of HVAC Unit (2020) • Renovation of the Ed and Pam Mack Learning Resource Center including LED lighting(2020)

• Wrestling Room (renovated in 2014)

• Renovation of the Auditorium including installation of LED Lighting (2020)

• 24 general classrooms (ongoing renovation)

• Renovation of the Cafeteria (2021)

• 750 iPads distributed to teachers and students (instituted in 2014)

• Renovation of Power Plant – Final Phase (2021)

• New Technology Campus Infrastructure (installed & completed 2014)

BUILDING & GROUNDS

Summary of Current Environment

• New Wireless PA System (2021)

• Ongoing Renovation of the 22 original classrooms – 14 completed (2020) • The latest iPad purchases for faculty was in the summer of 2021 • HVAC Replacement Field House (2017) • HVAC Replacement in the Campus Ministry Office Area was replaced in 2019 • The original Air Handling Unit in the Student Service Center was replaced with HVAC installed for the Student Service Center in 2020

Montini Catholic Strategic Plan 2022-2025 11

Investment in Montini continues to be a focal part of our plan and our assets have averaged approximately $328,500 per year over the last six years.

CAPITAL EXPENDITURES Year

Furniture & Equipment

Buildings & Grounds

Capital Campaigns

Total Outlay

6/30/15

126,881

97,883

30,705

255,469

6/30/16

99,963

25,860

39,845

165,668

6/30/17

230,460

49,842

64,279

344,581

6/30/18

259,603

18,425

10,441

288,469

6/30/19

38,276

85,253

420,364

543,893

6/30/20

100,877

70,001

202,178

373,056

$856,060

$347,264

$767,812

$1,971,136

Total:

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• Plan and manage the annual repair and maintenance of campus capital assets within an average budget of $80,000

BUILDING & GROUNDS

GOALS & OBJECTIVES • Plan and manage annual additions to and replacement of campus capital assets within an average budget of $165,000 • Plan and manage special capital projects beyond the $165,000 as directed and funded by the Board • Upgrade Life Safety Systems for the school campus when mandated by state and local government authorities • Complete the campus-wide upgrade to LED Lighting over the next five years • Measure Building and Grounds performance via the annual parent and student exit surveys

strategies • Maintain fiscal prudence to insure the ability to reinvest in physical plant and operation.

• Prioritize future investment to insure the ability to maximize the overall return on investment for the institution.

Montini Catholic Strategic Plan 2022-2025 13

FINANCE Ensuring a secure future.

Current Environment Risk assessment The current condition of Montini Catholic is strong in many respects: • The school has very strong leadership at the President and Principal levels, and they understand the financial issues, challenges, and goals for the future.

• A strong financial foundation of a school is not viable without a strong teaching and administrative staff. The school has both (within the financial constraints it operates in).

• The indebtedness of the school has been reduced to a prudent and manageable level with the mortgage being the only debt. The long term reliance on a line of credit for operating purposes has been eliminated.

• The campus is in excellent condition and commensurate with what is expected by parents and students. Consistent investments are made annually to maintain the facilities. Longer term investments have been made to improve the experience of students and their families.

Like most other Catholic high schools, Montini faces certain challenges/risks that could impact its future: • Catholic education continues to be more and more expensive each year with tuition and fees rising at rates greater than inflation.

• Montini operates in a more economically modest area as compared to some of its competitor schools A meaningful number of families need and receive financial aid in order to be able to afford the school.

• Catholic elementary feeder school enrollments have declined over the years. This “smaller pie” requires high schools to increase their marketing efforts, promote their strengths, and find ways to differentiate themselves amongst other schools.

• Montini operates with limited resources that need to be allocated to many needs. As such, effective resource allocation is vital to the short and long term health of the school.

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ni’s Finance he goals of Monti provide guidance to e ar e e itt m m o C leadership and and advice to the e school for the management of th g the school on a purpose of keepin ion. Additionally, at d n u fo al ci an n fi sound endeavors to keep e e itt m m o C ce the Finan ors apprised of ct e ir D f o d ar o B s l’ the schoo es and risks the su is al ci an n fi t n all significa nfronted with. school may be co

T

The Finance Committee recognizes that the most important aspects for the success of Montini Catholic High School lie in the quality of the faith based education, academics, and extra-curricular experiences of the students and their families.

With that in mind, the Committee strives to ensure that the financial foundation of the school will be a support and not a hindrance to the success of the school.

FINANCE

GOALS & OBJECTIVES

strategies • Help the school keep future tuition and fees increases to reasonable levels, close to inflation for the area.

• Encourage school leadership to reach and maintain teacher compensation and benefit levels at least to or above the average/median of other Catholic High Schools in the metropolitan area.

• Work with school leadership and management to operate with a 1% - 5% positive cash and financial statement budget surplus each year.

• Ensure the school stays on plan with its debt obligations avoiding the use of line of credit borrowing to finance day to day operations.

• Assist with the development of annual budgets that generate sufficient cash for campus capital needs and improvements. Target normal annual CAPX funding of $150,000 to $175,000.

• Recognize the need to increase resource allocation for scholarships and financial aid to students. As important, help the school to properly and efficiently allocate these financial aid resources in the most effective way possible in the best interest of the school.

• Encourage the fundraising and growth of general, donor restricted, and endowment funds to improve the long term financial foundation of the school. Encourage the school to target increases each year to keep pace with revenue and expense growth.

• Have school financial management improve financial transparency by establishing and managing certain key metrics, including but not limited to teacher/staff/student ratios and teacher/staff salary to number of student ratios, to ensure that resource allocations do not stray from healthy, advisable levels.

Montini Catholic Strategic Plan 2022-2025 15

“

Live, Jesus, in our hearts, forever.

”

19W070 16th Street, Lombard, IL 60148 630-627-6930 • www.montini.org

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