Agenda Item
a. Strategic Plan Update ~ Goal Area #6 Organizational Excellence ~ Updated 6.6.2025
Summary: Presented by: Mr. Byron Schueneman, Chief Financial Officer, Division of Finance,
Mr. Erick Hofstetter, Chief Operating Officer, Division of Operations
Strategic Plan Update
Goal Area 6: Organizational Excellence
June 9, 2025
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Implementation Chart - Goal Area 6
Goal Area 6: Organizational Excellence Implementation Years
Performance Objectives 2024- 2025- 2026- 2027- 2028-
2025 2026 2027 2028 2029
6.1: Provide clean, safe, and efficient school facilities for all students P I R R R
6.2: Deliver safe and efficient transportation services to all students. R R R R R
6.3: Deliver efficient school nutrition services and healthy meals to all students R R R R R
6.4: Improve and maintain a secure, accessible, and equitable digital learning environment P I R R R
for all students.
6.5: Ensure excellent financial management of district resources. P I I R R
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6.1. Provide clean, safe, and efficient school facilities
for all students.
PLANNING YEAR
• Custodial Performance Excellence Initiative:
Reorganization includes custodial services directly operated by Operations Division
Weekly custodial inspections occur at all school facilities using APPA/ISSA Cleaning Standards
Summer Cleaning - Check sheets on classroom door with cleaning schedule to ensure all schools are
clean and ready
• Created a School Facility Inspection (implementing for SY 25-26)
• Created and implemented a Facility Project Request protocol
• Reorganized Design & Construction Services Department and Facilities Maintenance into an aligned
Facilities Services Unit (includes both capital improvements and maintenance)
• Transitioned Capital Program Management Services to HPM (June 1, 2025)
• Acquired Incident IQ work ticket system to be implemented SY 25-26
• Increased maintenance budget expenditure to ≈ 95%
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6.2: Deliver safe and efficient transportation services
to all students.
1. Establishing Baseline Efficiency Metrics - The Transportation Department has successfully compiled baseline data on on-time
performance, number of active bus routes, and associated cost factors.
2. Enhancing Bus Safety Programs for Students - all bus riding students participate in biannual emergency evacuation drills.
3. Driver Training and Professional Development - all drivers receive annual training on defensive driving, student management, and
proper use of bus technology.
Additionally, continuous efforts continue to be made to optimize transportation services utilizing the following strategies:
• integrating GPS tracking for real-time updates and route adjustments
• Review routes quarterly to analyze ridership and bus load capacity
• Implemented an online transportation registration request
Resulting in:
• Reduction of student routes from 753 to 705
• Providing transportation to EAHS
• Establishment of alternative transportation for students who qualify for services under the McKinney-Vento Act
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6.3: Deliver efficient school nutrition services and healthy
meals to all students.
• Meal Participation SY 24-25
Breakfast - 34% (3.67% increase) ≈ 32,000 meals
Lunch - 63.26% - (6.02% increase) ≈ 58,000 meals
• Increased CEP schools from 75 to 105
• Integrated logistic services with Operations logistic Teams and Facilities maintenance
• Cultivating a Culinary Culture
Annual District-wide Student Taste-testing
Implementing Customer Satisfaction Survey. (Customer Satisfaction Survey QR Code will
be available on the menus and on the website SY 25-26)
Included new menu items to match requested dietary needs and “taste test” feedback
Included nutrient analysis of meal items (SchoolCafe)
Developed and released the DCSD MIRACLES Spice Blend to enhance flavor
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6.4: Improve and maintain a secure, accessible, and
equitable digital learning environment for all students.
• The DeKalb County BOE approved replacing all student and staff devices 2025-2026 SY
• Upgrading the network firewall and district bandwidth to enhance the connected user
experience and increase network security.
• Implementing Rapid Identity to enhance identity access management while ensuring a
secure and equitable access to digital tools.
• Strengthened the district’s learning management systems by enabling access to Google
Classroom for all students and staff and renewing Canvas.
• Created Ignite U Professional Learning Community targeting AI Awareness and the Backpack
of Success Skills Courses
• Transitioning from a password policy to Passphrase to strengthen digital access, safety, and
security
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6.5: Ensure excellent financial management of district
resources.
a. DCSD received “unmodified” opinion on FY23 & FY24 audits; while we are still moderate
risk, we anticipate timelier audits and a reduction in findings for FY25 and beyond which
will bring our risk designation to low by 2029.
b. Fund Balance > 15% for FY24 & FY25 and not anticipated to fall below threshold for FY26.
c. DCSD held a Vendor Symposium in the Fall of FY25, implementing new invoice processing
procedures in FY26.
d. Chief Alexandar to update on strategy d – see next slide.
e. RAMP Committee met bi-weekly in FY25 and are formulating adjustments for FY27.
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Goal Area 6: Organizational Excellence
Goals for Year 1
Performance Objective and Strategies KPI Progress Update
(2024-2025)
6.5 Ensure excellent financial management of district resources. Percentage of high- SMART Goal: ● Finalized the initial proof of concept evaluating a select
investment digital By June 30, 2025, the group of high-investment digital instructional resources
d. Implement a robust planning and monitoring process to instructional resources district will complete through the Level Data ROI platform. Summary findings—
ensure efficient use of resources and track progress towards (5 of 5 resources an impact analysis of
focused on cost, utilization, and impact on student
district goals. identified for ROI at least 10 high-
review) that have a investment digital achievement—have been reviewed by district leadership and
completed analysis instructional are informing next steps.
including cost, resources, using Level ● Key findings from the initial analysis reveal that digital tools
utilization, and Data’s ROI platform, to with low usage—where over 70% of students are minimal
student achievement determine users—demonstrate low return on investment despite
impact. effectiveness based on significant funding. In contrast, students who consistently
utilization and student
achievement growth in engage with these tools show greater academic growth on
ELA and Math. NWEA MAP assessments. Notably, engagement levels vary
by grade band and subject, indicating a need for more
targeted implementation strategies.
● Building on this foundation, a second round of high-priority
digital tools has been identified for expanded analysis. Data
collection for this phase began in March 2025, marking a
critical next step in our ongoing efforts to enhance data-
driven decision-making and ensure strategic, results-focused
investments in digital learning resources. This second round
of analysis is on track to be completed by June 30, 2025.
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6.5: Ensure excellent financial management of district
resources.
Ensure excellent financial management of district resources.
2023-24 2024-25 Goal for 2025-26
100% completion of high- Mature from retrospective analysis
investment digital instructional to real-time monitoring of
Not measured resources (10 of 10 resources instructional tool usage, focusing
identified for ROI review) that have on building systems that provide
a completed analysis including timely, actionable insights for
cost, utilization, and student leaders while ensuring inclusive
achievement impact. and equitable access across
schools.
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May 2025!
Goal Area 5: Mental Health and Wellness
Dr. Norman Sauce III and Dr. Kishia K. Towns
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