Weber district consolidates school success plans; review finds DLI cohorts outperforming peers but enrollment and retention declines prompt program-procedure, F
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Summary
District staff presented consolidated school success plans that now serve multiple accountability functions and shared DLI data showing academic strengths and fiscal pressures, including higher per-student costs and enrollment declines between elementary and junior high.
Dr. Brian Beckley presented consolidated school success plans to the board, explaining the plans will now serve as TSSA documents, improvement-status plans and Title I plans so schools no longer must maintain separate plans. The plans are designed to align with the district strategic plan; upon approval the district will post the plans on school websites and provide coaching and evaluation support.
Beckley then reviewed academic and fiscal data related to the district’s dual-language immersion (DLI) programs. He said cohorts in Chinese- and Spanish-language DLI classrooms show stronger reading and math performance compared with traditional programs in the same schools and that AP mean scores and passing rates have trended upward in recent years. At the same time, Beckley highlighted fiscal and enrollment concerns: 13 DLI teachers currently work under J-1 or H-1B visas (12 Chinese, 1 Spanish), with an average visa-related district cost of about $7,000 per teacher. He reported per-student costs in Chinese DLI classrooms are roughly $6,842 versus $5,200 in traditional classrooms, using the district’s average teacher cost (including benefits) of about $130,000.
Beckley said the district is experiencing enrollment declines across DLI cohorts, with the most significant drops occurring between sixth and seventh grades. Using five-year averages, the district loses on average about nine students per year in both Chinese and Spanish programs during the transition from elementary to junior high. Some individual classes are below 15 students; Beckley noted that small class sizes drive per-student costs and prompted a fiscal review.
Next steps outlined by Beckley include developing procedures for adding and removing special programs, establishing fiscally responsible enrollment thresholds, engaging community input and focus groups, reviewing facility placement and program longevity, and returning to the board with recommendations by December. He emphasized the district will try to minimize student and staff disruption if program consolidations or reallocation are required. No changes were decided at the study meeting.