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Board review finds mixed outcomes, recommends continued support for Renaissance Academy
Summary
A three‑year evaluation of Virginia Beach’s Renaissance Academy showed improvements in referrals, suspensions and some academic measures but persistent gaps in post‑return academic outcomes and disproportionate enrollment by race and economic status; administration concurred with seven recommendations to strengthen transitions and instruction.
Renaissance Academy’s three‑year outcome evaluation shows progress and persistent challenges, the Virginia Beach School Board heard during a lengthy presentation and discussion.
Dr. Noel Williams, program evaluation specialist, told the board the 24–25 evaluation focused on student outcomes and implementation. He said 752 students attended Renaissance Academy at some point in 24–25 (285 in grades 6–8; 467 in grades 9–12). The student population was 63% Black, 69% economically disadvantaged and 26% identified for special education, percentages higher than the division overall. Williams reported that while 71% of students showed declines in referrals and suspensions during enrollment, many measures of academic transfer and long‑term outcomes remained limited: between 14% and 18% of students maintained their core course grade averages after returning to home schools in the multi‑year review, and SOL pass‑rate changes varied by subject.
Administration concurred with the evaluation’s recommendations. Dr. Walter Brower, senior executive director of high school, outlined seven recommended actions the administration supports, including continuing the program with modifications; convening a division‑and‑school committee to review findings; strengthening communication protocols between Renaissance and home schools; improving transitions and monitoring; expanding instructional practices and academic opportunities (including AVID implementation and added instructional specialist support); and providing additional graduation supports for students who attended both middle and high school at Renaissance.
Board members pressed for clarity on causes and next steps. Several members welcomed staffing changes and new structures implemented this year. Miss Melnick and others noted improved transition processes (a 48‑hour orientation scheduling target and individualized transition success plans) and cited evidence of higher reported usefulness of student support specialists and mentors. Dr. Green and other trustees asked for periodic follow‑up data and deeper analysis of why the program’s enrollment skews heavily toward Black students and students from lower socioeconomic backgrounds; board members asked the administration to examine root causes and potential division‑wide responses.
Cost and outcomes. The board materials reported the cost of the Renaissance Academy (middle and high school) for the 24–25 year totaled roughly $15,827,283, with staffing and transportation the largest expense categories. Board discussion highlighted that, excluding staffing and transportation, the program’s non‑staffing per‑student figure was roughly $327.74 for the reported year, a point several trustees used to underscore efficient use of limited non‑personnel resources.
Next steps. The administration said it will implement the evaluation recommendations and monitor progress; board members indicated they will receive future updates and benchmarking data as the recommended committee work and monitoring continue.
"We are tasking Mr. Smith with elevating the program," one board member said, while administration emphasized that meaningful change will take time and sustained monitoring, given the program’s average 45‑day placement duration for some students.
