Get Full Government Meeting Transcripts, Videos, & Alerts Forever!
Get email alerts on the Facilities topic
No spam. Unsubscribe anytime.
District shows facilities performance gains; master plan and impact projects will guide capital outlay
Summary
CFO Corey Sassy briefed the board on a new facilities performance index and the development of a district master plan. The index baseline was 53 with a FY25 target of 54.5; administration reported a current average of 57 and described next steps to align capital outlay investments to an impact‑project plan and master plan.
Chief Financial Operations Officer Corey Sassy presented a facilities pillar update that explained how the district is prioritizing capital outlay investments using a newly developed facilities performance index and a planned master plan.
Sassy said the district’s baseline facilities performance index average was 53 and the FY25 success measure was to reach 54.5. “One of the amazing things that we can see really essentially at any time throughout the year is what that current score looks like in comparison to where we started that particular year,” he said. He reported the current average at the time of the briefing was 57, exceeding the fiscal‑year target.
The nut graf: combining a master plan with an impact project plan will let the district make criteria‑based capital outlay decisions rather than isolated “random acts of improvement.” Sassy said the district will combine master‑plan project lists with the impact project plan to prioritize projects over the next 10–15 years and to better align resources.
Sassy identified barriers: capital outlay revenue is cyclical and project timelines can spill into later years, and major legislative or revenue changes would affect the district’s ability to fund facility projects. He said next steps include finalizing the master plan, merging it with the impact project plan and refining a multi‑year prioritized project list for board review.
Ending: The board thanked staff for the development of the index and the planning approach and discussed the potential for the board to steward capital‑outlay priorities proactively.
