Agenda Item
1. Strategic Plan Update Goal Area #6 ~ Organizational Excellence
Summary: Provided by: Mr. Erick Hofstetter, Chief Operating Officer, Division of Operations, and
Mr. Byron Schueneman, Chief Financial Officer, Division of Finance
Strategic Plan 2024 - 2029 2 2
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 3 3
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 4 4
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 5 5
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
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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 8 8
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
warehouse/kitchen. •In progress
•Develop a feasibility study
and cost-benefit analysis for •Not started
a central kitchen
•Gather student feedback on •Not started
dining experience
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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
completed analysis instructional resources, using and are informing next steps.
efficient use of resources and track progress towards district
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.
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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.
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consolidated
2026
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