Strategic Plan Implementation
Board Update
January 12, 2026
Pamela McCloud
Director of Organizational Effectiveness
Today’s Focus
● Strategic Plan Overview
● Progress on Year 2 Goals
● Data Highlights
● Next Steps
Strategic Plan 2024 -2029 2
Strategic Plan
Overview
Strategic Plan 2024 -2029 3 3
Strategic Plan 2024 -2029 4 4
Implementation Chart - Goal Area 1
Goal Area 1: Student Academic Success with Equity and Access Implementation Years
Performance Objectives
2024- 2025- 2026- 2027- 2028-
2025 2026 2027 2028 2029
1.1: Increase proficiency rates in literacy on district and state assessments for all students. I I R R R
1.2: Increase proficiency rates in numeracy on district and state assessments for all I I R R R
students
1.3: Increase the 4- and 5-year cohort graduation rates. I I R R R
1.4: Ensure all students have equitable access to and support for academic programs and P I I R R
career pathways.
1.5: Improve student academic growth as measured by the College and Career Readiness I I I R R
Performance Index (CCRPI).
1.6: Enhance student proficiency in digital literacy skills using innovative technology. P I I I R
5 5
Goal Area 1: Student Academic Success with Equity and Access
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
1.1: Increase proficiency rates in Smart Goal: By 2029, the ELA By June 2026, at least 90% of K–12 teachers • June - August 2025 – Facilitated professional learning for teachers, MTSS
literacy on district and state EOG proficiency rate will be will receive professional learning on the new specialists, academic coaches, school-level leaders, and district leaders on
assessments for all students. 47%. Georgia ELA standards, with at least connecting new GA ELA standards to instruction.
a. Implement a progress monitoring 90% demonstrating alignment of instructional
tool in grades K-3 focused on Smart Goal: By 2029, the ELA practices to the new standards during • August 2025 – Facilitated professional learning for 150 LTSEs on connecting new
increasing early literacy skills and EOC proficiency rate will be classroom learning walks, PLC observations, K-12 English Language Arts standards, curriculum, and exceptional education
46%. and curriculum implementation reviews. resources.
provide professional learning for
Evidence will include artifacts from standards
teachers on how to use the tool. training sessions, curriculum planning • On-going training and support for principals, assistant principals, coaches, and
b. Implement district-provided documents, and schoolwide monitoring tools. teachers conducted by ELA content coordinators and professional learning
reading interventions for students facilitators.
performing below grade level, By May 2026, Amira universal screening and
using supplemental instruction, fluency assessment will be administered three • July 2025 – Board approved purchase of AMIRA Tutor (high-dosage, 1:1 tutoring);
small group support, and times (Fall, Winter, Spring) with at least 95% training for 80 MTSS and area ELA coordinators. Asynchronous training for K-3
resources to accelerate student participation. Following each window, at least teachers.
learning. 90% of elementary principals, assistant
c. Implement evidenced-based principals, MTSS specialists, and classroom • August 25 – September 12 – Fall AMIRA assessment window
instructional strategies that have teachers will engage in Amira data review
been shown to improve literacy protocols to inform instruction and • September 2025 – AMIRA data review training for elementary principals, assistant
intervention. By June 2026, at least 75% of principals, MTSS specialists, and teachers.
skills such as structured literacy,
targeted K–3 students receiving Amira tutoring
academic vocabulary
will demonstrate measurable gains in decoding •Monthly Amira Champion meetings with identified teacher leaders.
development, and explicit reading and fluency.
and writing instruction across the
curriculum.
Strategic Plan 2024 -2029 6 6
Goal Area 1: Student Academic Success with Equity and Access
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
1.1: Increase proficiency rates in literacy Smart Goal: By 2029, the ELA By June 2026, all elementary schools will • July 2025 – Board approved purchase of 95 Phonics Core Program (PCP),
on district and state assessments for EOG proficiency rate will be 47%. implement a consistent 120-minute supplemental resource to support explicit phonics instruction
all students. literacy block that includes explicit
Smart Goal: By 2029, the ELA foundational skills instruction using the 95 • July 2025 – Held 49 grade-specific 95 PCP sessions for all K-5 teachers
a. Implement a progress monitoring tool EOC proficiency rate will be 46%. Phonics Core Program. At least 90% of K–5 and standards training for all K-12 teachers
classrooms will demonstrate fidelity of
in grades K-3 focused on increasing
implementation as measured by district • September 2025 – Scheduled recurring 95 PCP professional learning for
early literacy skills and provide
walkthrough tools, ongoing September– district staff, principals and APs, and academic coaches (September 2025 –
professional learning for teachers on June professional learning participation, June 2026)
how to use the tool. and coaching feedback cycles.
b. Implement district-provided reading • October-December 2025 Completed 178 95 PCP literacy learning walks
interventions for students performing By June 2026, 75% of teachers in grades and established a baseline of 64% effective or exemplary
below grade level, using supplemental 6–12 will complete the GaDOE Adolescent
instruction, small group support, and Literacy modules with school-based • October – May 2025 – Adolescent literacy module completion with
resources to accelerate student support, with at least school-based support
learning. 80% demonstrating application of
c. Implement evidenced-based evidence-based adolescent literacy
instructional strategies that have been practices—including vocabulary,
morphology, complex text analysis, and
shown to improve literacy skills such as
writing routines—during instructional
structured literacy, academic
learning walks.
vocabulary development, and explicit
reading and writing instruction across
the curriculum.
Strategic Plan 2024 -2029 7 7
Goal Area 1: Student Academic Success with Equity and Access
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
1.1: Increase proficiency rates in literacy Smart Goal: By 2029, the ELA By December 2026, students with • All teachers in ATSI schools received enhanced WRS training. TSI
on district and state assessments for EOG proficiency rate will be 47%. disabilities receiving instruction through schools were provided professional learning during the first semester to
all students. the Wilson Reading System (WRS) ensure fidelity of implementation.
Smart Goal: By 2029, the ELA will demonstrate an average reading
a. Implement a progress monitoring tool EOC proficiency rate will be 46%. growth of at least 1.5 years, as measured • WADE and MAP assessments were administered to identified students
by WADE and MAP assessments. with disabilities participating in the program. Data was compiled
in grades K-3 focused on increasing
to establish starting points for growth tracking.
early literacy skills and provide
professional learning for teachers on
how to use the tool.
b. Implement district-provided reading
interventions for students performing
below grade level, using supplemental
instruction, small group support, and
resources to accelerate student
learning.
c. Implement evidenced-based
instructional strategies that have been
shown to improve literacy skills such
as structured literacy, academic
vocabulary development, and explicit
reading and writing instruction across
the curriculum.
Strategic Plan 2024 -2029 8 8
9
EOC
EOG
10
Goal Area 1: Student Academic Success with Equity and Access
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
1.2: Increase proficiency rates in numeracy on district and Smart Goal: 2029 - By 2029, the Math EOG By May 2026, at least 90% of mathematics • July 205 – Conducted asynchronous
state assessments for all students. proficiency rate will be 40%. teachers will participate in grade-band preplanning session for elementary
a. Implement evidenced-based instructional strategies that have specific professional learning aligned to teachers (1461 teachers submitted
been shown to improve numeracy and problem-solving skills Smart Goal: By 2029, the Math EOC proficiency Georgia K-12 standards, instructional learning artifacts)
such as number talks, math talks, three-read protocol, Polya’s rate will be 37%. plans, mathematical • July 2025 – Held 2 face-to-face
reasoning, academic discourse and problem- sessions for all middle and high
problem solving process, 3 Act Math Task, and Newman’s
solving- tracking participation and evidence of school mathematics serving 424
Prompt.
data-informed instructional changes through secondary mathematics teachers
b. Teach a comprehensive math curriculum aligned to Georgia learning walks/observations and lesson plan • August 2025 – Set expectations for
Standards of Excellence. Ensure the curriculum includes clear reviews. Reimagining Math Tools Pilot at Stone
learning targets, success criteria, a coherent sequence of Mountain MS and Tucker MS
instruction, and a variety of instructional materials and By May 2026, 90% of Academic Coaches and • August 2025 – Facilitated
resources. LTSEs will complete district-provided professional learning for 150 LTSEs on
c. Provide ongoing professional development opportunities for mathematics professional learning, resulting connecting K-12 Mathematics
teachers focused on effective math instruction strategies, in consistent instructional expectations and standards, curriculum, and
pedagogy, and content knowledge. Offer training on problem- feedback across schools, exceptional education resources
solving and conceptual understanding approaches to meet the as evidenced through learning walks and • August 2025 – Facilitated numeracy
diverse needs of students. coaching documentation. development overview serving 210
educators
By May 2026, DeKalb County School District • September 2025 – Scheduled
will complete 12 professional numeracy development training,
learning sessions for identified Grade 8 including targeted school support
mathematics teachers, building district • September 2025 – Scheduled
capacity to offer an accelerated Algebra Accelerate 8 high school mathematics
pathway to 8th-grade students. This training for middle school educators
preparation will ensure that, beginning in the • September 2025 – Scheduled LTSE
2026–2027 school year, every middle school training – Thinking Through a Lesson
can provide equitable access to rigorous, with the ILP and
standards-aligned Algebra instruction. exceptional education
• September 2025 – Scheduled
Academic Coaches Academy –
scheduled to share focus and how to
support mathematics teachers
Strategic Plan 2024 -2029 11 11
Professional Learning 2026
Professional Learning
12
Goal Area 1: Student Academic Success with Equity and Access
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
1.6: Enhance student proficiency in digital literacy Smart Goal: By 2029, 95% of all By May 2026, 85% of classroom teachers • The current district completion rate is an
skills using innovative technology. teachers will complete the will participate in the IGNITEU district-provided overall 83%. Schools with a
district-wide technology professional learning focused on the completion rate less than
a. Increase opportunities for students to engage integration performance effective awareness, integration, and the 80% receive personalized coaching and
effectively with technology by providing training and objectives (IGNITE U TICs). expansion of digital tools into daily instruction, support from the Instructional Technology
support for teachers to integrate digital tools and including lesson design and student engagement, Specialist. Data cycles are shared
technology seamlessly into their lessons. as evidenced by local school monthly as teachers progress through the
b. Increase students’ exposure to responsible monitoring completion records and lesson learning series.
technology practices, including artificial intelligence, artifacts.
cybersecurity, and digital citizenship. • Instructional Technology has developed
c. Expand student learning to include the use of real;- By May 2026, DCSD will establish hands-on the Student Technology Engagement
world technologies such as artificial intelligence, technology exploration opportunities (e.g., clubs, Program (STEP). This program allows
augmented reality, and virtual reality. showcases, mentorships, industry partnerships, or students to support and develop the
d. Create opportunities for students to explore and project-based learning experiences) in at least 15 identified gaps in tech skills, tech
learn about technology through initiatives like hands- schools, resulting in increased student interest support, and digital literacy competencies in
on exploration and mentorship programs. and engagement in technology-related learning schools through mentoring and partnerships
pathways, as measured by participation data and with the division of information and
student feedback. instructional technology.
Strategic Plan 2024 -2029 13 13
Goal Area 1: Student Academic Success with Equity and Access
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
1.6: Enhance student proficiency in digital literacy Smart Goal: By 2029, 95% of all By May 2026, 70% of schools will utilize the digital Currently, all classroom teachers and media
skills using innovative technology. teachers will complete the literacy portal to provide digital literacy specialists have access to digital resources. 68
district-wide technology training to students in grades 3–12. This will ensure schools have
a. Increase opportunities for students to engage integration performance that all teachers have access to accessed digital resources. Schools will receive
effectively with technology by providing training and objectives (IGNITE U TICs). model proficiency in digital literacy skills (e.g., an implementation calendar for the Spring 2026
support for teachers to integrate digital tools and information literacy, technology use, and digital school year.
technology seamlessly into their lessons. communication) as measured through the
b. Increase students’ exposure to responsible engagement and use of the digital resources
technology practices, including artificial intelligence, to support district-aligned performance tasks,
cybersecurity, and digital citizenship. classroom assessments, or digital portfolios.
c. Expand student learning to include the use of real;-
world technologies such as artificial intelligence,
augmented reality, and virtual reality.
d. Create opportunities for students to explore and
learn about technology through initiatives like hands-
on exploration and mentorship programs.
Strategic Plan 2024 -2029 14 14
15
Implementation Chart - Goal Area 2
Goal Area 2: School, Family, and Community Engagement Implementation Years
Performance Objectives 2024- 2025- 2026- 2027- 2028-
2025 2026 2027 2028 2029
2.1: Strengthen family, school, and community engagement to establish clear, accessible, I I R R R
and relevant communication tailored to meet stakeholders’ preferences.
2.2: Create opportunities for collaboration between the district, families, community P I R R R
partners, and businesses to foster partnerships to support district-wide initiatives.
2.3: Improve communication processes for stakeholders to ensure the flow of clear, timely, P I R R R
and relevant information.
2.4: Establish clear communication channels to effectively engage with multilingual families I I R R R
and provide equitable access to district and school information.
Strategic Plan 2024 -2029 16 16
Goal Area 2: School, Family, and Community Engagement
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
Increase in two-way engagement metrics, By June 30, 2026, the district will Adult Education
2.1: Strengthen family, school, and community engagement to such as feedback submitted, survey strengthen family, school, and community F25 met 100% of our State Targets for
establish clear, accessible, and relevant communication tailored responses, or participation in engagement by implementing targeted, IET Certifications attained. Currently
to meet stakeholders’ preferences. forums/events accessible, and preference-based monitoring 15 Custodial Tech
Number of MOUs established with communication strategies and expanding employees continuing their GED
community or business partners to structured engagement opportunities and pathway, who hired through the
support GED Program IET certification partnerships, as demonstrated by: District First Choice Program.
Number of learners served and who have the execution of at least three
completed GED and ESL education Memorandums of Understanding (MOUs) CEIP
Number of mission-aligned partnerships with community or business partners to Ended FY25 with 356 engagements on
established to enhance student support Workforce Development and ThoughtExchange Wit 9,000
opportunities Integrated Education and Training (IET) participants, an increase from FY24
Evidence of partnership outcomes, such certification pathways within the DCSD with 45 engagements and 7,000
as resources, programs, or services GED Program; participants. Strategic Plan
provided to students the establishment of at least 15 mission- Accountability Framework Workshop
Number of structured engagement events aligned partnerships to enhance (formerly MIRACLES) priority for FY25 -
held, including advisory council meetings, educational opportunities and resources DCSD Align (surveys and calendars)
superintendent town halls, community for students; and
meetings, and Learner Profile Academic the facilitation of regular, districtwide COMS
Walks engagement opportunities, including Using the data from the NSPRA
Launch districtwide calendar for internal advisory council meetings, Communications Audit, we created
and external stakeholders superintendent town halls or forums, 2025-29 Strategic Communication
community meetings, and Learner Profile Plan with 4 priorities: Internal
Academic Walks, resulting in increased Standard of Excellence, Strong
participation, improved stakeholder Partnerships, Multilingual Access, and
satisfaction, and more consistent two- innovative Campaigns
way communication across district
channels.
Strategic Plan 2024 -2029 17 17
Goal Area 2: School, Family, and Community Engagement (CONT.)
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
• Number of collaboration opportunities By June 30, 2026, the district will facilitate • FACE: Trained level II and III
2.2: Create opportunities for collaboration between the district, created and promoted by the district and promote at least 12 structured volunteers – FY25: 2,586’ FY26:
families, community partners, and businesses to foster annually. collaboration opportunities that engage 1,441
partnerships to support district-wide initiatives. families, staff, and community partners in • Foundation: FY25 Raised $158,505
• Percentage of collaboration efforts support of district-wide initiatives, in sponsorships and donations and
resulting in a documented partnership resulting in an increase of 15% of new $24,960 in-kind donations
Alignment of partnerships of evaluation partnerships aligned to district priorities. • Foundation: FY26 Awarded $42,000
to district-wide strategic priorities. for 12 school grants impacting
5,000+ students
• Grants and Partnerships: New
partner district goal FY24 target 15,
actual 36
• Grants and Partnerships: FY25
$3.29 million in grants and
$1,367,250 in donations grants
received thus far $73,064
• Grants and Partnerships: FY24 held
two Mix and Mingles to recruit new
partners and recognize 7 existing
partners
Strategic Plan 2024 -2029 18 18
Goal Area 2: School, Family, and Community Engagement (CONT.)
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
• Percentage of annual goals By June 30, 2026, the district will Communications Audit Results:
2.3: Improve communication processes for stakeholders to ensure completed as outlined in the 2025– strengthen stakeholder communication • COMS: FY24 to FY 25
the flow of clear, timely, and relevant information. 2029 Strategic Communication Plan processes by completing goals for the Schoolmessenger - Phone: ↑
• Number of standardized year outlined in the 2025-29 Strategic 701,780 messages (164% increase)
communication protocols developed Communication Plan, implementing at People: ↑ 16,000 (14%
and implemented least ten standardized communication increase), Email: ↑ 7.4
• Measurement of communication protocols to ensure the delivery of clear, million messages (93% increase)
tools utilized under the standardized timely, and relevant information, and People: ↑ 31,000 (27 % increase),
communication protocols create an annual stakeholder SMS: ↑ 9 million messages (75%
• Launch the annual stakeholder communications satisfaction survey to increase) People: ↑ 16,000 (14 %
communications satisfaction survey measure district communications. increase)
for baseline results • COMS: Social Media (7 accounts) –
Likes/Subscribers FY25: 113,547 (↑
20% from FY24) FY25 Added
BlueSky
• COMS: Hitting the Road with
Horton FY25 open rate increased by
13% (launched redesign)
• COMS: Board Report launched in
FY25 with 34% open rate
• COMS: FY26 Launching DCSD In
the Know Podcast, goal two
episodes per month
• COMS and Technology: FY25
Updated website content,
launched new redesign in
September. Plans for FY26 to
redesign school websites,
alignment to new district platform
Strategic Plan 2024 -2029 19 19
Goal Area 2: School, Family, and Community Engagement
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
2.4: Establish clear communication channels to effectively engage • Percentage of all standardized district By June 30, 2026, the district will CEIP: Interpreters at 100% of district
with multilingual families and provide equitable access to district and school documents translated into establish clear communication channels events
and school information. the most common languages to effectively engage multilingual families • COMS: Multilingual Access is 1 of 4
• Number and percentage of virtual and and provide equitable access to district priorities in 25-29 Strategic
a. Provide interpreters for virtual and in-person events. in-person events with interpreters and school information by: Communications Plan
b. Translate all standardized documents into the most common available • providing interpreters for all virtual and • COMS: FY25 WhatsApp Groups:
languages. • Status and utilization rate of in-person events, Districtwide 5 with 562 members,
c. Research platforms to assist in multilingual translations. technology platforms that support • translating all standardized Schools 4 with 953 members
d. Survey stakeholders and community to evaluate the effectiveness of multilingual communications documents into the district’s most • COMS: FY26 Added new District
commonly spoken languages, Spanish FB group; along with FACE,
engagement with multilingual families.
Completion percentage of EL Master Plan • implementing technology platforms to FY26 moving from personal social
goals. support multilingual communications, media to professional accounts and
and adding languages beyond Spanish
Launch the annual stakeholder • completing at least 40 of the 45 action • COMS: Interpretations FY24: 30,
communications satisfaction survey for steps within the English Learners FY25 60; Student Services: FY24
baseline results. Master Plan, and 7,158, FY25 8,588
• creating an annual stakeholder • FACE: FY25 - 38 volunteer trainings
communications satisfaction survey to and 70 programs/events; FY26
measure district communications. monthly programs/events including
volunteer training, Adult Ed, ESL –
August 16, September 46 FY26:
MIRACLES project with International
Student Center
Strategic Plan 2024 -2029 20 20
21
Implementation Chart - Goal Area 3
Goal Area 3: Recruit, Develop, and Retain Talent Implementation Years
Performance Objectives 2024- 2025- 2026- 2027- 2028-
2025 2026 2027 2028 2029
3.1: Recruit and hire a diverse and highly qualified workforce that reflects a world-class, I R R R R
innovative talent pool.
3.2: Develop high performing staff to ensure quality teaching and learning outcomes, an I R R R R
innovative workforce, and visionary leaders.
3.3: Retain highly effective staff in critical needs positions to ensure the sustainability and I R R R R
efficiency of integral district programs and services.
3.4: Develop employee pipelines for key staff positions to ensure the long-term viability of I I R R R
essential programs and services.
Strategic Plan 2024 -2029 22 22
Goal Area 3: Recruit, Develop, and Retain Talent
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
3.1: Recruit and hire a diverse and highly qualified Smart Goal: By 2029, the fill rate Achieve a 25% increase in the number of • Partnership developed with Teach for America,
workforce that reflects a world-class, innovative talent for certified positions will be at qualified candidates for teaching positions where 54 teachers were hired across the district in
pool. 99% by September 1 and reduce the average time to fill these multiple
positions by 15% by the end of the year. content areas and grade bands.
a. Implement a comprehensive recruitment plan to secure a Smart Goal: By 2029, the fill rate
pool of qualified candidates. This plan should identify for classified positions will be at Create a 25% baseline in engagement (likes, • Visiting Colleges of Education at multiple
target audiences, utilize various recruitment channels, and 90% by September 1 shares, comments) across all social media universities to recruit and forge partnerships.
streamline the application process. platforms and generate at least 100 new
b. Increase investment in recruiting pipelines by marketing leads from these efforts. • LinkedIn Recruiter and Indeed recruitment
and communicating through all social media platforms. platforms to enhance the digital footprint of job
c. Strengthen partnerships with traditional and non- Establish formal partnerships with at least postings within
traditional universities. three traditional and two non-traditional the district.
d. Offer a competitive compensation structure and employee universities, creating agreements that
outline collaboration activities, and finalize • Developed detailed job descriptions that speak
incentive program.
them within the next 12 months. directly to the work to be performed to ensure that we
e. Enhance the diversity, stability, and quality of the teaching
hire
workforce through the IGNITE Residency Program.
Increase employee satisfaction scores qualified people for the right roles.
related to compensation and incentives by
at least 20% in the next employee • Revisiting job description requirements for staff in
engagement survey. the Operations Division to create a pipeline for
growth
Expand the IGNITE Residency Program to within the organization.
recruit and train a diverse cohort of new
teachers, aiming for a 30% increase in • Maintain market competitiveness with the
diversity and a 100% retention rate of compensation structure to aid in attracting
residents. candidates.
Strategic Plan 2024 -2029 23 23
Goal Area 3: Recruit, Develop, and Retain Talent
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
3.2: Develop high performing staff to ensure quality Smart Goal: By 2029, the fill rate Achieve a 25% increase in the number of • Provide SuperEval training to district-level leaders.
teaching and learning outcomes, an innovative for certified positions will be at qualified candidates for teaching positions
workforce, and visionary leaders 99% by September 1 and reduce the average time to fill these • Provide Teacher Keys Effectiveness System (TKES)
positions by 15% by the end of the year. and Leader Keys Effectiveness System (LKES)
a. Ensure all newly hired leaders receive mandatory Smart Goal: By 2029, the fill rate training and
training in engagement and performance management for classified positions will be at Create a 25% baseline in engagement (likes, credentialing to newly appointed principals and
practices. 90% by September 1 shares, comments) across all social media assistant principals.
platforms and generate at least 100 new
leads from these efforts. • Provide training to all leaders in implementing the
DeKalb Keys Effectiveness System(DKES)
Establish formal partnerships with at least
three traditional and two non-traditional
universities, creating agreements that
outline collaboration activities, and finalize
them within the next 12 months.
Increase employee satisfaction scores
related to compensation and incentives by
at least 20% in the next employee
engagement survey.
Expand the IGNITE Residency Program to
recruit and train a diverse cohort of new
teachers, aiming for a 30% increase in
diversity and a 100% retention rate of
residents.
Strategic Plan 2024 -2029 24
Goal Area 3: Recruit, Develop, and Retain Talent
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
3.3: Retain highly effective staff in critical needs positions to ensure Smart Goal: By 2029, DCSD will increase Aim to reduce employee turnover by 15% • Honor 40 employees across the
the sustainability and efficiency of integral district programs and the teacher retention rate to 97%. within the next 12 months and increase district through the Difference Maker
services. employee satisfaction scores by 20% in Campaign by recognizing 10
Smart Goal: By 2029, DCSD will increase the next engagement survey. employees per quarter.
a. Implement a Comprehensive Employee Retention Plan. Paraprofessional, SRO, Nurse, and Bus
b. Develop and Implement Programs that Elevate, Celebrate, and Driver retention rates to 90%. Achieve at least 25% employee • Sponsor a Provider Fair for all
Recognize Employee Experience. participation in recognition events and teachers on waivers and provisional
increase employee satisfaction scores certificates to provide information on
related to recognition by 25% in the next teacher education programs and
engagement survey. GACE preparation. This will aid in
retaining staff and assist in
Achieve at least 50% employee determining next steps/ employability
participation in wellness activities and for the 2026-2027 school year.
improve employee satisfaction scores
related to health and wellness by 30% in • Ensure that we are compensating
the next engagement survey. our employees through an effective
and efficient compensation
structure.
Strategic Plan 2024 -2029 25 25
Goal Area 3: Recruit, Develop, and Retain Talent
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
3.4: Develop employee pipelines for key staff positions to ensure the Smart Goal: By 2029, DCSD will increase Aim to reduce employee turnover by 15% • Para-to-Teacher Apprenticeship
long-term viability of essential programs and services. the teacher retention rate to 97%. within the next 12 months and increase Program - Two-year program that
employee satisfaction scores by 20% in supports paraprofessionals in earning
a. Empower current and future high-quality employees to design their Smart Goal: By 2029, DCSD will increase the next engagement survey. their bachelor’s degrees in Elementary
professional learning aligned with their career aspirations. Paraprofessional, SRO, Nurse, and Bus Education or Mild to Moderate Special
Driver retention rates to 90%. Achieve at least 25% employee Education while continuing
participation in recognition events and in their current roles.
increase employee satisfaction scores
related to recognition by 25% in the next • IGNITE Teacher Residency Program -
engagement survey. One-year program that supports
individuals with a Bachelor's in
Achieve at least 50% employee noneducation fields to obtain a
participation in wellness activities and Master's of Arts in Teaching.
improve employee satisfaction scores
related to health and wellness by 30% in • ASPIRE Program – Teacher pipeline
the next engagement survey. focused on graduating seniors
interested in education.
Strategic Plan 2024 -2029 26 26
27
28
Implementation Chart - Goal Area 4
Goal Area 4: Culture and Climate Implementation Years
Performance Objectives 2024- 2025- 2026- 2027- 2028-
2025 2026 2027 2028 2029
4.1: Ensure all schools provide a safe, orderly, and supportive learning environment for all I R R R R
students and staff.
4.2: Implement restorative practice structures in all schools and increase the number of R R R R R
schools using Positive Behavioral Interventions and Supports (PBIS) programs each year.
4.3: Improve student attendance by creating a positive and engaging school experience. R R R R R
4.4: Ensure all schools have staff trained in de-escalation techniques and Crisis Prevention I R R R R
Intervention (CPI) strategies.
Strategic Plan 2024 -2029 29 29
Goal Area 4: Culture and Climate
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
4.1: Ensure all schools provide a safe, Smart Goal: By 2029, DCSD will By June 2026, each school within the district will • All Assistant Principals receive training twice a year on
orderly, and supportive learning show a reduction in bullying and have a minimum of three staff members trained in student discipline related to District Due Process
environment for all students and major disciplinary incidents to de-escalation strategies, including at least one hearings (DDPH), Discipline Tean Meeting (DTM),
staff. 19,944 as reported by the GaDOE Assistant Principal and two additional staff students with Disabilities and Title IX.
School Safety Report members. August 2025 & January 2026
a. Provide school level training to support
consistent discipline practices. 100% of schools will have a cohort of staff who • The Division of Warp Around Support hosts the Due
b. Provide school level training on de- completed 2 PD sessions by May 31, 2025. Process Lounge every Friday. This one-hour session
escalation practices using Crisis provides administrators with guidance on discipline
Prevention Intervention (CPI) and procedure and offers training in effective strategies to
Mindset Training. support students.
c. Provide school level training to
• Bullying Prevention and Awareness training has been
implement restorative practices provided for over 8,000 staff members including bus
districtwide. drivers, bus monitors, nurses, and social workers.
d. Implement a “Train the Trainer” model
for district personnel on restorative All school-based staff and students receive training on an
practice. annual basis.
e. Provide Tier 1 PBIS implementation
training for new school cohorts and
PBIS overview interest sessions for
school leadership.
Strategic Plan 2024 -2029 30
Goal Area 4: Culture and Climate
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
4.2: Implement restorative practice Smart Goal: By 2029, DCSD will By June 2026, each school within the district will As of November 2025, 60 sites have been trained in the
structures in all schools and increase show a reduction in bullying and have a minimum of three staff members trained in PBIS framework.
the number of schools using Positive major disciplinary incidents to de-escalation strategies, including at least one • 57 Schools: 38 elementary schools, 15 middle schools,
Behavioral Interventions and Supports 19,944 as reported by the GaDOE Assistant Principal and two additional staff and 4 high schools
(PBIS) programs each year. School Safety Report members. • 2 Georgia Network for Educational and Therapeutic for
Support (GNETS) centers
100% of schools will have a cohort of staff who • 1 Alternative Program
completed 2 PD sessions by May 31, 2025.
As of November 2025, over 500 district staff have been
trained in the Restorative Practices Foundation Circles.
• 30 Certified District Restorative Practices Trainers
Strategic Plan 2024 -2029 31 31
Goal Area 4: Culture and Climate
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
4.3: Improve student attendance by creating a positive and Smart Goal: By 2029, the chronically By May 2025, all schools will have a Since September 2024, there have been 78
engaging school experience. absent rate will be reduced to 25.24 as functional attendance team actively Parent Attendance Cafes, and 980 parent
reported by the GOSA Attendance utilizing EveryDay Labs Pro to accurately contacts made across the various
a. Attendance Incentives and Rewards: Implement positive Report monitor and track student attendance
schools.
reinforcement strategies to acknowledge good attendance. This data, ensuring that at least 2% of
could include reward programs, recognition systems, or special attendance-related interventions are
documented and followed up within the The following schools: Cross Keys HS,
privileges for students with consistent attendance records.
specified time frame. Cary Reynolds ES, Hawthorne ES,
b. Strong School-Community Partnerships: Build strong relationships
Champion Theme, Miller Grove MS,
with families and community organizations. Offer family
Chapel Hill ES, and Southwest DeKalb HS,
engagement workshops, provide resources, and support services,
and involve community members in school activities. Strong have been recognized for their attendance
connections to school and community can increase motivation and team participation and strengthening
attendance. attendance initiatives.
c. Early Intervention and Support: Develop a system for early
identification and intervention for students with chronic Since August 2024, a total of 166 EveryDay
absenteeism. This could involve home visits, personalized support Lab trainings have been conducted for
plans, and addressing underlying causes of absences (like health school staff, school leadership. The EDL
issues or transportation challenges). platform has 1,167 registered users and
d. Attendance Data Analysis and Utilization: Frequently analyze 810 active users. For FU 2025-2026, there
attendance data to identify trends and patterns. Use this data to have been a total of 6,544 sessions.
target interventions and strategies for specific student groups or
schools with higher absenteeism rates. Attendance Specialists have conducted
5,714 attendance interventions, including
parent phone calls, trainings, targeted
student and parent meetings, and school
attendance team meetings.
Strategic Plan 2024 -2029 32 32
Goal Area 4: Culture and Climate
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
4.4: Ensure all schools have staff trained in De-escalation Smart Goal: By 2029, the chronically By May 2025, all schools will have a As of November 2025, over 2,500 district
techniques and Crisis Prevention (CPI) strategies. absent rate will be reduced to 25.24 as functional attendance team actively staff have been trained in de-escalation
reported by the GOSA Attendance utilizing EveryDay Labs Pro to accurately techniques. In addition, we have trained
Report monitor and track student attendance
over 3,500 district in various school-
data, ensuring that at least 2% of
attendance-related interventions are emotional based trainings to support
documented and followed up within the effectively managing school discipline.
specified time frame.
• Over 200 Certified District Mindset
Verbal De-escalation Triners –
Assistant Principals (Majority)
Strategic Plan 2024 -2029 33 33
34
Implementation Chart - Goal Area 5
Goal Area 5: Mental Health and Wellness Implementation Years
Performance Objectives 2024- 2025- 2026- 2027- 2028-
2025 2026 2027 2028 2029
5.1: Create safe and supportive environments that promote positive mental health and I I R R R
wellness.
5.2: Increase awareness of factors that can impact mental health to foster well-managed P I R R R
learning environments.
5.3: Increase mental health support staff to improve classroom behavior and peer I I R R R
relationships
5.4: Expand staff participation in mental health professional learning opportunities. I I R R R
Strategic Plan 2024 -2029 35 35
Goal Area 5: Mental Health and Wellness
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
5.1: Create safe and supportive environments that Smart Goal: By 2029, DCSD By the end of Dec 2024, at least District is considering the purchase of a
promote positive mental health and wellness. will increase the number of 85% of school staff will universal screener to gather baseline
student safe centers to twenty. participate in SEL annual data regarding student wellbeing.
a. Implement a standardized needs assessment for staff training.
There are now 8 Student and Family
and students to determine the level of support needed Smart Goal: By 2029, DCSD
Engagement (SAFE) Centers and ten Safe
and general awareness. will increase the number of By April of 2025, at least 85% of Spaces. Lithonia and Stephenson SAFE
b. Provide social emotional learning (SEL) training to create staff safe spaces to fifteen. all students grades 2nd - 8th Centers will host grand opening in the
safe, inclusive, and supportive spaces for students. will participate in SEL lessons Spring 2026. All 8 centers provide mental
as a Tier I intervention. health support.
c. Implement the SEL curriculum to help students manage
emotions, problem solve, as well as create positive 69% of all 2nd to 8th graders received SEL
By the end of 2026, each
relationships with others. school in DeKalb will have at lessons. 200 high school students
d. Increase mental health awareness by offering annual least 2 staff members that have attended Teen Summit.
training for staff and students. been trained in restorative
e. Develop a communication plan for reporting mental 9,215 staff members trained in signs,
practices; MindSet Verbal De-
symptoms and identification of mental
health emergencies. This plan will outline how staff will Escalation, Connection health concerns, 27 trained in Reaching
communicate with students, parents, and first Matters and/or Restorative Teens: Strength-Based, Trauma-
responders in the event of an emergency. Circles. Sensitive, Resilience-Building
f. Develop clear and accessible channels for students to Communications, 67 trained in Youth
report mental health concerns. At the start of 2025-2026 85 Mental Health First Aid, 690 trained in
principals and 152 assistant Connections Matter; 1982 employees
g. Provide resources and opportunities for mindfulness
principals were trained in trained in SEL.
practices for students and staff.
restorative practices. With the
remaining trainings happening Students will report mental health
concerns to an adult in the building.
in September & October.
Adult refers student to counselor/soc
worker.
100% of schools receive the
school counselor and social
work training which outline the
referral process.
Strategic Plan 2024 -2029 36 36
Goal Area 5: Mental Health and Wellness
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
5.2: Increased awareness of factors that can impact mental health to Smart Goal: By 2029, DCSD will increase Increase efforts to create standard Continuing to utilize the Recruit, Train,
foster well managed learning environments. mental health support staff to twenty- operating procedures for handling and Retain Program with University of
three. staff in acute crises, increase mental Georgia to increase the number of
a. Youth mental health awareness training health partnerships, recruit mental psychologists.
health personnel to address staffing
need. As of 5/15/25 DCSD employs 53 School
Psychologists (+8 from June 2024)
Strategic Plan 2024 -2029 37 37
Goal Area 5: Mental Health and Wellness
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
5.3: Increase mental health support staff to improve classroom Smart Goal: By 2029, DCSD will increase Increase efforts to create standard Continuing to utilize the Recruit, Train,
behavior and peer relationships. mental health support staff to twenty- operating procedures for handling and Retain Program with University of
three. staff in acute crises, increase mental Georgia to increase the number of
a. Establish partnerships with recruitment agencies to increase mental health partnerships, recruit mental psychologists.
health support staff. health personnel to address staffing
b. Advertise mental health career opportunities in local, state, and need. As of 5/15/25 DCSD employs 53 School
national publications. Psychologists (+8 from June 2024)
c. Increase partnerships with mental health agencies to recruit potential
candidates.
d. Collaborate with colleges and universities to create a pipeline of
potential mental health candidates.
Strategic Plan 2024 -2029 38 38
Goal Area 5: Mental Health and Wellness
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
5.4: Expand staff participation in mental health professional Smart Goal: By 2029, 152 staff will By the end of SY 2026 we will have a At this time, we have had 44 staff
learning opportunities. be trained in Mental First Aid for minimum of 12 department mental members across the district
Adults. health activities during staff trained in Mental Health First
meetings. Aid. We are working with Kaiser
a. Mental First-Aid for adults. Permanente to schedule two
Continue offering Mental Health MHFA Certification classes
First Aid adult classes for the entire before 6.30.26. We have
department. End goal is that all of meetings scheduled with area
HR will have taken the class and we leaders in HS, MS, & ES to
will move towards offering MHFA for ensure class attendance.
adults into our schools for
educators and staff.
By end 2026: DCSD staff have
wellness ambassadors in each
school/division.
Strategic Plan 2024 -2029 39 39
152 staff will be
trained in Mental
Health First Aid for
Adults.
40
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 R R R
Strategic Plan 2024 -2029 41 41
Goal Area 6: Organizational Excellence
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
6.1: Provide clean, safe, and efficient school Smart Goal: Baseline The 2025-2026 SMART Goal is: By a. School Facility Assessment Rating
facilities for all students. collection year is 2025- March 31, 2026, conduct During 2024-2025, the team developed the assessment tool and protocol; On July 1,
2026 comprehensive facility quality 2025, The assessment tool went into service and data is now being collected;
a. School facilities assessment rating. assurance inspections at 100% of Current progress status:
b. Construction overhead/ administrative KPI school facilities, focusing on safety, a. Total # active DCSD School Facility: 127
cost. • School Facility cleanliness, and operational b. Total number of Assessments Completed: 86
c. Work order completion. Assessment Rating. efficiency to ensure every building is c. Completion Percentage: 68%
in a state of good repair and Continued Actions:
supports access to engaging a. Continue to assess schools and collect data while also addressing deficiencies in
learning environments. real time.
b. Analysis of initial data reports and subsequent workflow including response time.
Strategic Plan 2024 -2029 42 42
Goal Area 6: Organizational Excellence
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
6.1: Provide clean, safe, and efficient school Smart Goal: Baseline The 2025-2026 SMART Goal is: By b. Construction Overhead/Administrative Costs
facilities for all students. collection year is 2025- March 31, 2026, conduct During the 2023-2024 and 2024-2025 school years, the Procurement Department was
2026 comprehensive facility quality being organized and developed under the Finance Division. During this time, the
a. School facilities assessment rating. assurance inspections at 100% of Operations Division collaborated with the Finance/Procurement Division developing new
b. Construction overhead/ administrative KPI school facilities, focusing on safety, workflows to reduce the number of capital solicitations through "bundling" of projects,
cost. • Construction cleanliness, and operational inclusion of Construction Management at-Risk method contracts, and refined workflows
c. Work order completion. Overhead/ efficiency to ensure every building to decrease the time to process pay applications. In March 2023, the baseline NET 30
Administrative Cost is in a state of good repair and payment status was ≈ 13%, the current NET 30 payment status is 92%. Operations and
(Net 30 days) supports access to engaging Finance continue to refine the workflow by adding additional contract management
learning environments. services provided by the Legal Division Contract Management Department during 2024-
2025.
On February 1, 2025, the Facilities and Construction Departments were reorganized
resulting in the reduction of capital project overhead and administrative costs, separate
planning and facility related activity at schools, improved customer service through
improved communication, the elimination of duplicative and redundant functions,
additional resources applied to major facility service functions with sustainable
outcomes, and improvement in financial reporting and transparency
On June 1, 2025, HPM became the new Program Manager for capital programming and
construction within the Operations Division. HPM and DCSD have been working together
since and has made improvements through streamlined project management and cost
controls, improved financial transparency and reporting, and configuration and
implementation of DCSD Project Management Information System (Kahua) with
automated pay application and digitized controls set to begin on January 1, 2026.
Baseline data point is to be identified by June 30, 2026.
Additional effort is currently focused on developing and organizing the intended separate
Division of Capital Improvements by FY26. This will impact overhead and administrative
costs encouraging review and potential revision of the associated KPI. With this
Objective.
Strategic Plan 2024 -2029 43 43
Goal Area 6: Organizational Excellence
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
6.1: Provide clean, safe, and efficient Smart Goal: Baseline The 2025-2026 SMART Goal is: By c. Work Order Completion Rate
school facilities for all students. collection year is 2025- March 31, 2026, conduct The Facilities Maintenance Department was using the MUNIS Work Ticket solution during
2026 comprehensive facility quality 2023-2024 and 2024-2025. The FY25 Baseline Work Ticket (Munis) Resolution time (all
a. School facilities assessment rating. assurance inspections at 100% of tickets) was 36 days . During 2024-2025, citing limitations of the MUNIS Work Ticket
b. Construction overhead/ administrative KPI school facilities, focusing on safety, System, Operations reviewed and procured a deliberate and more robust work ticket
cost. • Work Order cleanliness, and operational system and began configuration and implementation of the product. The new Incident IQ
c. Work order completion. Completion Rate efficiency to ensure every building work ticket system was launched on July 1, 2025, with the intent to identify acquire and
(Days) is in a state of good repair and updated (and revised) data by June 30, 2026.
supports access to engaging Current preliminary work ticket data in support of the KPI: DCSD will decrease work
learning environments. order completion times (days) by 10%:
• Average Resolution time (All tickets): 16.1 days
• Average Resolution Time (Kitchen Equipment): 5.6 days
• Average resolution Time (HVAC): 7.8 days
Strategic Plan 2024 -2029 44 44
45
Goal Area 6: Organizational Excellence
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
On time performance as SMART Goal • Monthly recording of delivery times through GPS verification.
6.2: Deliver safe and efficient transportation services to all measured within a 10- by 2026: All bus routes will
students. minute of scheduled average 93% for on time • Consolidated 36 routes to improve resource management
delivery performance
• Continuous monitoring and adjustment of routes in response to
a. Optimize student transportation routing to improve and
student ridership
sustain on time and safe delivery of students
Strategic Plan 2024 -2029 46 46
Goal Area 6: Organizational Excellence
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
6.3 Deliver efficient school nutrition services and healthy meals • Increase meal •Conduct current-state •In progress
to all students participation rates operational audit
a. Conduct a districtwide assessment to identify operational •Analyze food procurement,
inefficiencies, waste levels, and feasibility for a central storage, and prep processes
•In progress
warehouse/kitchen.
•Develop a feasibility study
and cost-benefit analysis for •Not started
a central kitchen
•Gather student feedback on •Not started
dining experience
Strategic Plan 2024 -2029 47 47
Goal Area 6: Organizational Excellence
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
6.4: Improve and maintain a secure, accessible, and equitable Percentage of high- SMART Goal: Finalized the initial proof of concept evaluating a select group of high-
digital learning environment for all students. investment digital By June 30, 2025, the district investment digital instructional resources through the Level Data ROI
instructional resources (5 will complete an impact platform. Summary findings—focused on cost, utilization, and impact
of 5 resources identified analysis of at least 10 high-
on student achievement—have been reviewed by district leadership
d. Implement a robust planning and monitoring process to ensure for ROI review) that have a investment digital
efficient use of resources and track progress towards district completed analysis instructional resources, using and are informing next steps.
goals. including cost, utilization, Level Data’s ROI platform, to
and student achievement determine effectiveness Key findings from the initial analysis reveal that digital tools with low
impact. based on utilization and usage—where over 70% of students are minimal users—demonstrate
student achievement growth low return on investment despite significant funding. In contrast,
in ELA and Math. students who consistently engage with these tools show greater
academic growth on 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.
Strategic Plan 2024 -2029 48 48
Goal Area 6: Organizational Excellence
Performance Objective and Strategies KPI Goals for Year 2 (2025-2026) Progress Update
6.5 Ensure excellent financial management of district a. Risk designation by SMART Goal: a. Met for the FY2025 reporting cycle.
resources. the Georgia a. For the FY2025 reporting cycle, Finance will
Department of submit all required reports accurately and b. Met for all periods so far during the 2026
a. Implement a robust planning and monitoring process to ensure Audits and Accounts. timely to both Georgia Department of Audits fiscal year.
efficient use of resources and track progress towards district goals. b. The general fund, and Accounts as well as Georgia
fund balance Department of Education.
b. Undesignated fund balance reserve. reported within each b. The undesignated general fund, fund
month's financial balance will remain above 15% of the 2026
report presented to approved budget for the fiscal year for all
the board for reporting periods
acceptance.
Strategic Plan 2024 -2029 49 49
consolidated
2026
50
Next Steps
● Update data and goals for 2025-26 as additional data is
released for selected performance objectives.
● Refine strategies and adjust as needed.
● Goal Area Sponsors attend Strategic Plan Accountability
Framework Workshop meetings monthly to share progress
on implementation.
● Progress towards Year 2 goals will be shared with the board
and community at the June 2026 board meeting.
Strategic Plan 2024 -2029 51 51
Strategic Plan Implementation
Board Update
January 12, 2026
Video Highlights
Strategic Plan 2024 -2029 54
57