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Parker Elementary identified for CSI; district outlines 36‑month improvement plan
Summary
District leaders told the board Parker was identified as a Comprehensive Support and Improvement (CSI) school after a 2024–25 index score of 34.83 (state bottom‑5% cutoff 35). The administration presented a 36‑month partnership plan with MISD/MDE, state and local benchmarks, and proposed accountability measures to help the school exit CSI status.
Dr. Hemler, the district’s chief academic officer, told the board that under the Every Student Succeeds Act Michigan identifies schools for Comprehensive Support and Improvement (CSI) based on a multi‑metric index. Parker’s 2024–25 overall index was 34.83 — just below the state bottom‑5% cut score of 35 — which placed the school in CSI status for the 36‑month improvement process.
Dr. Hemler described the partnership model: the Michigan Department of Education assigns a state partnership liaison; the ISD assigns an implementation facilitator; the district assembles a multi‑member team and develops both state and local target benchmarks. For state exit criteria the district adopted minimum targets that include increasing reading and math proficiency by approximately three percentage points over the 36‑month cycle (1.5% interim at 18 months), raising local NWEA proficiency/growth targets, and improving chronic absenteeism (measured as percent of students missing 10% or more of the year). Parker’s baseline proficiency numbers presented were low (reading baseline ~8.98% proficiency; math baseline ~6.59% proficiency); NWEA baselines and percentile targets were also discussed.
The partnership agreement will include process benchmarks (e.g., a tool to improve Tier 1 instruction, an attendance protocol), and if the school achieves one‑third or fewer of agreed state/local targets at the 36‑month review the agreement must include at least one of two accountability options — the state requires 'reconstitution' as an option; the district’s preferred alternative is an intensive, year‑round job‑embedded professional development plan with mentoring and coaching.
Dr. Hemler and ISD staff said they expect the draft agreement to be accepted by the state and that the district will meet regularly with the state liaison and implementation facilitator (frequency likely monthly to quarterly). Trustees asked for regular updates; Dr. Hemler proposed quarterly progress reports to the board and additional community engagement sessions, including a parent meeting at Parker to explain the plan and solicit participation. The superintendent and CAO emphasized that the district will use county attendance‑network efforts and locally funded incentives (raffles, food‑truck events funded by RAD grants) to improve chronic absenteeism.
Next steps: finalize the draft partnership agreement with MISD/MDE; begin implementation of process benchmarks; schedule parent/community informational meetings; and provide the board with quarterly progress updates.
