Agenda Item
b. DeKalb Agriculture Technology and Environment, Inc. (D.A.T.E.) Charter School Application Renewal Presentation ~ Updated 2.9.2026
Summary: Presented by: Dr. Maury Wills, Chief Executive Officer, DeKalb Agriculture Technology and Environment, Inc.,
Mr. George Jones, Governing Board Chair, DeKalb Agriculture Technology and Environment, Inc.
Dr. Keidra Taylor, Chief Academic Officer, DeKalb Agriculture Technology and Environment, Inc., and
Mr. Tony Loye, Chief Financial Officer, DeKalb Agriculture Technology and Environment, Inc.
Contact: Dr. Maury Wills, Chief Executive Officer, DeKalb Agriculture Technology and Environment, Inc., 678.999.9290, dr.m.wills@dateacademy.org
Mr. George Jones, Governing Board Chair, DeKalb Agriculture Technology and Environment, Inc., 678.999.9290, gjones@dateacademy.org
Dr. Keidra Taylor, Chief Academic Officer, DeKalb Agriculture Technology and Environment, Inc., 678.999.9290, ktaylor@dateacademy.org, and
Mr. Tony Loye, Chief Financial Officer, DeKalb Agriculture Technology and Environment, Inc., 678.999.9290, tundeloye@bellsouth.net
DEKALB
AGRICULTURE
TECHNOLOGY
ENVIRONMENT, INC.
Charter Renewal Presentation for the DeKalb Board of Education
February 9, 2026
AGENDA
Dr. Maury Wills, CEO
01 Community Support & Need/
Innovation
Mr. George Jones, BOD Chair
02 School Governance
Dr. Keidra Taylor, CAO
03 Academic Performance/Curriculum
Mr. Tony Loye, CFO
04 Financial Performance
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Dr. Maury L. Wills
CEO
01 Community Support & Need/
Innovation
3
COMMUNITY SUPPORT AND NEED/
INNOVATION 2021
D.A.T.E. becomes the 3rd charter school in DeKalb County and
2005 the 14th to open in the state of Georgia.
D.A.T.E. is the only charter school in the country with a FOCI
of agriculture, technology, and environment.
The hands-on/minds-on teaching
D.A.T.E. was awarded (Cognia) STEM school authorization. and learning at D.A.T.E. includes
2015 The ecosystems became immersed in the extensions
rigorous instruction that
classroom instruction through project-based learning.
D.A.T.E. receives designation by USDA as a school that emphasizes critical thinking and
operates as a farm (USDA Farm 198).
culturally responsive engagement.
D.A.T.E. celebrates 20 years of serving the stakeholders of
2025 DeKalb County, GA and the greater metropolitan Atlanta
community. D.A.T.E. continues to excel in
D.A.T.E. is identified by US News and World report as #12 in academics and make gains that
GA charter elementary schools and #8 in GA charter middle
schools. surpasses the District and the State.
4
Mr. George Jones
02 BOD Chair
School Governance
5
2005 SCHOOL GOVERNANCE
Forming:
Established structure with a parent majority and three non-
parent professionals, uniting diverse perspectives under a
WHERE
shared vision.
Focused on building a foundation of trust, purpose, and
shared accountability.
LEADERSHIP
Storming: MEETS
Changed school name.
Significant challenges: major financial debt; reorganizing
staff leadership to restore operational stability.
PURPOSE
Hired a new Charter Headmaster; relocated charter to
ensure long-term sustainability.
D.A.T.E. Board of Directors exemplifies
Norming: collaborative and mission-driven
Cultivated a strong leadership team with a balance of leadership. United by a shared vision,
veteran educators, parents and business industry experts. the Board combines the strength of
Strategic governance practices became the norm - parent representation, educational
emphasizing innovation, transparency, and continuous expertise, and business acumen to guide
improvement. the school toward excellence.
D.A.T.E. is confident and unified, not afraid to be innovators
in charter school governance and education excellence.
6
2015 SCHOOL GOVERNANCE
Governance and Accountability (Scorecard Performance):
Since 2022, D.A.T.E. has consistently met or exceeded
WHERE
governance expectations.
Governance Performance Standards improved to 88%;
Essential/Innovative Features to 100%; and Legal
LEADERSHIP
Compliance to 100%.
The Board continues to demonstrate strong policy MEETS
oversight, strategic planning, and adherence to governance
excellence.
PURPOSE
Financial Stewardship and Stability:
Recognized for fiscal responsibility and accountability,
earned a BBB+ bond rating from Standard & Poors - the D.A.T.E. Board of Directors exemplifies
first of its kind for a Georgia Charter School. collaborative and mission-driven
Prudent financial management, the Board secured $7M leadership. United by a shared vision,
(2011) and $10M(2020) in bonds to expand and enhance the Board combines the strength of
campus facilities. parent representation, educational
Dedicated to goals and vision by benchmarking against the expertise, and business acumen to guide
top 3 metro districts, ensuring fair, competitive, and the school toward excellence.
sustainable compensation for all D.A.T.E. educators.
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2025 SCHOOL GOVERNANCE
Board Composition and Leadership Strength WHERE
Continue to be majority parent-led, representing a strong
commitment to community and student-centered
governance. LEADERSHIP
Current Board members bring an average of seven years of
excellence, reflecting long-term stability, institutional
knowledge, and consistent leadership.
MEETS
PURPOSE
D.A.T.E. Board of Directors exemplifies
collaborative and mission-driven
leadership. United by a shared vision,
the Board combines the strength of
parent representation, educational
expertise, and business acumen to guide
the school toward excellence.
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Dr. Keidra Taylor
03 CAO
Academic Performance/Curriculum
9
Goal 1
First Look:
Second Look:
ACADEMIC PERFORMANCE/CURRICULUM
School Performance Gap Closure
During each year of its charter
School District Comparison
If the First Look is not achieved,
GOALS
contract term, D.A.T.E. shall meet at
consideration is given to the Second
least one of the following performance
Look.
standards:
Increase CCRPI score each year
Do better than the district schools SY 22-23 MEETS Standard
to which their students would
until reaching 100.
Increase CCPRI (summative)
otherwise be zoned.
Exceed CCPRI (summative)
SY 23-24 MEETS Standard
score by at least 4% of the gap
score of the authorizing school
between 100 and its previous year
CCRPI content mastery score in
district or the district majority SY 24-25 MEETS Standard*
*Pending Academic Scorecard Designation.
comparison schools ; or
each grade band served
(elementary/ middle); or Exceed CCPRI Content Mastery
Increase CCPRI Content Mastery scores of the authorizing school
score by at least 10% of the gap district or the district majority
between 100 and its previous year comparison schools
CCRPI content mastery score in Exceed CCPRI Progress scores
each grade band served of the authorizing school
(elementary/ middle); or district or the district majority
Increase CCRPI Progress score by comparison schools
at least 10% of the gap between
100 and its previous year CCRRI
Progress score in grade band
served (elementary or middle).
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ACADEMIC PERFORMANCE/CURRICULUM
GOALS
Goal 2
During each year of its charter SY 22-23 MEETS Standard
contract term, D.A.T.E. will perform at SY 23-24 MEETS Standard
the level required to stay off the list SY 24-25 MEETS Standard*
*Pending Academic Scorecard Designation.
of Targeted Support and
Improvement (TSI) and
Comprehensive Support and
Improvement (CSI) schools published
annually by GAGOE.
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CCRPI_CCRPI Summative Score ACADEMIC PERFORMANCE/CURRICULUM
2022 - 2025
Data GLOWS/GROWS
Charter Contractual Goals:
2025 Student performance shows that
D.A.T.E. continues to outperform DCSD by
8.2 points and the State schools by 2.9
points.
Implications/Action Steps:
Maximize instructional resources,
professional development, and utilize
progress monitoring data to consistently
address student performances and
academic challenges.
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CCRPI_Content Mastery 2022 - 2025 ACADEMIC PERFORMANCE/CURRICULUM
Data GLOWS/GROWS
Charter Contractual Goals:
Outperformed DCSD ES comparison schools
average (51) by 21.3 points.
Outperformed DCSD MS comparison
schools average (42.2) by 41.7 points.
Implications/Action Steps:
Increase professional learning to provide
more targeted attention to best practices,
instructional coaching, and progress
monitoring to address differentiated
learning in classrooms.
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CCRPI_Progress 2022 - 2025 ACADEMIC PERFORMANCE/CURRICULUM
Data GLOWS/GROWS
Charter Contractual Goals:
DATE continues to MEET/EXCEED annual
performance goals to hit the governance,
academic, and financial metrics for success.
MS “Progress/Closing Gaps”
Exceeded all of DCSD, the charter
schools, and the average of the
comparison schools by both indicators
Progress (93.2)
Closing Gaps (87.5)
Implications/Action Steps:
Decrease the achievement gap of students
in the current subgroups
Strengthen “progress” in ES (rigor,
differentiated instruciton, tutorial, etc.)
14
Mr. Tony Loye
04
CFO
Financial Performance
15
1st charter school to
Financial Performance
receive a
The positive financial outcomes achieved over multiple years have
reinforced D.A.T.E.'s mission and used financial resources to support a
Standard & Poors
USDA approved farm (198).
BBB+ rated bond.
DATE through the years has demonstrated improvements in financial
position, fund balances, program revenues, debt management, and
faculty investments. These enhancements reflect effective leadership,
prudent financial practices, and a commitment to operational
excellence. Current Ratio:
Over 57% ($7,192,084) of the annual budget supports instruction. 12% as of June 30, 2025
D.A.T.E. offers a competitive salary and is one of the top 3 in metro Days Cash on Hand:
Atlanta.
279 days of cash on hand
The fiscal resources are allocated to attract the top talent to support
FOCI innovation at D.A.T.E. Operating Cash Flow:
Professional development resources are aligned for standards-based
instruction and for FOCI integration (STEM certification and gifted
$543,630reported for
endorsement.) the period ending
6.30.2025
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