Evanston-Skokie School District 65

This document details the implementation plan for the Dual Language Program in District 65's middle schools. It outlines a phased rollout from 2024 to 2030 across specific schools, utilizing a 50/50 instructional model for core subjects. Key objectives include achieving high levels of academic, linguistic, and sociocultural competence in both English and Spanish, fostering bilingualism and biliteracy, and preparing students for the Seal of Biliteracy, ensuring continuity from PreK-12.

This document outlines the Middle School Dual Language (DL) program for District 65, including the role of the Bilingual Parent Advisory Committee (BPAC) and the program's strategic implementation. The program, designed for students from diverse linguistic backgrounds, aims to achieve bilingualism, biliteracy, and socio-cultural competence through a 50/50 instructional model across core subjects. Key aspects include a phased rollout across Bessie Rhodes, Nichols, Chute, and Foster Middle Schools from 2024 to 2030, a comprehensive assessment strategy, and a specific instructional design for Spanish and English classes to foster high academic, language, and literacy proficiency and cultural awareness.

This public hearing convened to discuss the proposed closure of Kingsley Elementary School at the end of the 2025-2026 school year. The district administration presented a detailed roadmap emphasizing geographical reorganization, student support systems, and transition logistics. The reorganization plan involves boundary shifts for many schools due to the simultaneous opening of Foster School and closure of Bessie Rhodes, with specific reassignment proposals based on natural barriers. Legacy exceptions were outlined, including allowing current 6th and 7th graders to finish their current middle schools, and permissive transfer options for certain families. The transition plan detailed welcome initiatives, dedicated staff liaisons, and instructional focus for transitioning students, especially those needing special education and multilingual services. A timeline was provided, setting deadlines in February and March for assignment confirmations and transfers. Public comments focused heavily on the emotional toll of the closure, requests for specific boundary adjustments, continuity for educators, and demands for clearer communication channels, such as dedicated liaisons making personal calls.

The Special Board Meeting focused heavily on public comments concerning recent school closure decisions, particularly regarding Willard and Lincolnwood communities. Public speakers advocated for compensation for educators working outside contractual hours due to closures, demanded accountability for district leadership regarding finances and reputation, and questioned the fairness and transparency of community engagement processes, including the use of external consultants. Specific financial targets, such as achieving 75% district-wide K-5 utilization, were discussed in relation to the proposed closure of Kingsley Elementary and the potential future closure of Lincolnwood Elementary in October 2026 if sustainability goals are not met. Boundary changes for redistributing Kingsley students were detailed. The board ultimately approved a resolution indicating intent to hold public hearings for the proposed closure of Kingsley Elementary and the consideration of Lincolnwood Elementary's closure at a later date. Board members also established an effort, to be led by two board members, focused on identifying alternative ways to reduce the structural deficit to support long-term financial stability.

Key discussions during the meeting included extensive public comment regarding the proposed consolidation of the Willard and Bessie Rhodes Two-Way Immersion (TWI) Programs to Foster Elementary for the 2026-27 school year, focusing on program quality, linguistic balance, and family choice. The Board also received a presentation on the Special Education Audit, detailing a strategic shift towards data-driven management, addressing rising costs (including the $47 million Maintenance of Effort baseline), and refining staffing models. The Board adopted a resolution urging Cook County officials to resolve systemic property tax bill distribution issues, which have caused significant cash-flow risks and lost investment earnings. Furthermore, the Board approved hiring Crowe LLP for a forensic audit of procurement, transportation, and administrative spending for FY21 through FY24. Other actions included approving a contract amendment for the Foster School construction project, approving contracts over $25,000, and approving the recommendation to discontinue the Summer School-Age Child Care (SACC) program due to low enrollment and high costs.