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District 25 reports 584 multilingual learners, highlights supports and proficiency metrics
Summary
A March 10 presentation showed District 25 serves 584 multilingual learners speaking 47 languages, with the top three languages Spanish, Ukrainian and Russian. The district outlined screening, placement (WIDA/WIDA ACCESS), program models and an exit criterion of 4.8 used by Illinois.
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Arlington Heights School District 25 staff presented an overview of the district’s multilingual‑learner (ML) program on March 10, reporting 584 active ML students across 47 languages and describing how the district screens, serves and monitors progress toward English‑language proficiency.
Sha (the district ML presenter) told the board that the district currently employs 19 ML teachers (15 serving elementary students and four in middle schools) and that Spanish, Ukrainian and Russian are the most common languages. Staff use WIDA‑aligned screeners at enrollment and the WIDA ACCESS annual assessment to measure listening, speaking, reading and writing; Illinois sets the state exit criterion at an overall 4.8 for program exit and two years of post‑exit monitoring.
Sha explained District 25 operates Transitional Program of Instruction (TPI) at all schools and Transitional Bilingual Education (TBE) elements at two schools that have larger Spanish‑speaking populations. The district clusters ML students where feasible, provides push‑in and pull‑out services, and tailors local assessment accommodations for newcomers. Sha said the district’s ML exit rate is above the state average and highlighted that 136 students were in their first year in the U.S.
Board members asked about parent refusals (17 districtwide) and staffing availability for languages such as Ukrainian and Russian. Sha said refusal decisions prompt outreach and discussion with families; the district seeks interested, qualified bilingual teachers but acknowledged language‑specific bilingual certification can be harder to find.
No action was required; the presentation served to inform the board and prompt follow‑up questions about staffing and community outreach.

