Since 2018, our annual speaker series has been our way of convening Metro Atlanta around the most pressing and promising ideas in public education. This year, we were joined by education leaders, policymakers, funders, and community voices for a focused conversation on how Georgia’s approach to funding public education, particularly through the Quality Basic Education (QBE) formula, connects to the realities students face today and the workforce needs of tomorrow.

For nearly four decades, Georgia has funded public education through the QBE formula, creating a foundation for supporting schools across the state. But Georgia’s schools have significantly changed—students’ needs have evolved, communities have shifted, and expectations for public education have expanded—creating an urgent need for our funding to evolve as well. 

“It made perfect sense when they created it in 1985,” said panelist Dr. Cayanna Good, Deputy Commissioner for Innovation and Impact at the Technical College System of Georgia and Chair of the State Charter Schools Commission of Georgia. “But today, on the ground, it looks like students are learning in buildings that smell heavily of mildew because there isn’t enough money to provide better facilities.”

“It’s a classic example of a thousand things being thrown together to try and address every piece of education, instead of one comprehensive plan,” added panelist Mark Dixon, President of A+ Education Partnership.

Before the panel began, Dr. Dana Rickman, President and CEO of Georgia Partnership for Excellence in Education, explained how the funding formula generally works.

“It’s impossible to explain in such a short time, especially considering Georgia has one of the most complex formulas in the country. Most important to today’s conversation are its gaps: technology, school safety, and health and wellbeing. It was built for a 1985 classroom, before cellphones and laptops and the internet as we know it today. It doesn’t account for computers for every student, much less school counselor ratios–which are way above recommended– or psychologists and social workers.” 

We know that getting funding into schools, especially schools with high levels of poverty, is vital. Panelist Dr. Keith Colbert, Senior Chief of Staff for Academics and District Operations at Clayton County Public Schools, explained, “When you look back 40 years ago, the needs of today’s students have increased tenfold. The funding should follow those student needs.”

“We’ve seen the research that shows when you increase funding to a school by $1,000 it equates academically to an additional 72 days of learning,” added Mark Dixon. “It can close achievement gaps by one-third to one-half.” 

But the question remains: what funding formula is the right one? 

While there isn’t one clear answer, the key takeaways were clear: 

  • Fund students, not programs. Base funding should flow to districts as flexible, per-student dollars instead of allocations tied to predetermined costs, so leaders can direct resources based on what students need the most.
  • Fund the students and communities who need more, more. For the first time, districts could earn substantial new funding for economically disadvantaged students, including those with disabilities and English learners. Also, rural communities and small school systems should receive additional resources because it costs more per student to run them.
  • Reward results and workforce readiness. A portion of state investment could reward student success, with funding tied to outcomes that matter for college, careers, and beyond, so we can keep Georgia’s workforce strong and responsive to the needs of a modern economy. 
  • Make the system fairer for all public schools. Charter schools face persistent funding gaps for facilities and transportation, which a modern funding formula should account for, so more students have the same opportunities to learn. However, additional investments should ensure no district or charter loses funding during the transition. 
  • Advocate for what works. Use your voice and influence to help create policies and resources that sustain proven strategies benefiting students and teachers over the long term. Systems change is how we make excellence possible at scale.
  • Engage with ongoing conversations. Systems change takes time and continued conversation, so it’s imperative to keep showing up to convenings like this one, to keep learning, and to keep searching for new ways to make public schools better for all students. 

Philanthropy can also play a critical role, especially as concerns around economic stability rise. “Philanthropists have the unique opportunity to help pilot programs and build proof points,” said Dr. Good. 

“Philanthropists can also help innovate the systems and programs that help students access great opportunities,” added Mark Dixon.

Georgia is at a critical juncture when it comes to funding reform. Our future workforce, entrepreneurs, leaders, and citizens are in classrooms today and a formula that doesn’t invest in them shortchanges not only the students but our whole community. Without a modernized funding system, a student’s opportunity is still shaped by where they live and learn (and by decisions made over four decades ago). 

In the words of Dr. Rickman, “It’s not about the money. It’s about the sort of systems we are putting money into.” 

Modernizing how Georgia funds public education won’t happen through one conversation or one solution. It will require policymakers, educators, community leaders, funders, families, and advocates to keep asking hard questions, learning from what works, and pushing for systems that reflect what students need today. That is why conversations like A City Changing matter. When we bring people together around the same table and have conversations grounded in data, informed by experience, and focused on what is possible—we create the conditions for meaningful change to bloom. At RedefinED Atlanta, we’ll continue to convene those conversations and work alongside our partners toward a future where every student has access to the resources and opportunities they need to thrive. Together, we can turn insight into action and action into #ACityChanging.

Watch the full recording

Join Us

  • Be first to know: Subscribe to our newsletter for updates on more important news
  • Catch up: Watch past recordings and catch up on our conversations. 
  • Partner with us: Interested in sponsoring the series or bringing a cohort from your organization? Reach out to Tiffany Scott, Associate VP of Development.

Related News & Updates

Part I: What This Year’s GA Milestones Math Results Reveal Across Metro Atlanta

RedefinED Atlanta Announces First Cohort of Newly Launched Atlanta Changemakers for Education Fellowship

Driving Change and Improving Systems

Scroll to Top

Dr. Keith Colbert

Dr. Keith A. Colbert has served in the Clayton County Public Schools (CCPS) system since 1998, starting his career as a fourth-grade teacher at Northcutt Elementary School. After a two-year tenure at Northcutt Elementary, he transferred to Morrow High School, where he served as a math teacher, special education teacher, and assistant head basketball coach. To gain insightful leadership experience, Dr. Colbert shadowed the administrative team, gained useful school leadership experience, and obtained a Master’s degree in Educational Leadership from Troy State University.

Dr. Colbert was selected as assistant principal of Mundy’s Mill High School (MMHS) in 2003 under the leadership of Dr. Anthony W. Smith. During his tenure at MMHS, he was instrumental in preparing the first class to graduate from the newly constructed school.

Dr. Colbert was recognized as a future principal leader in the district and was selected as one of twelve future leaders to participate in the principal preparation program, “A Forward-LEAP.” After completing this program, Dr. Colbert was appointed principal of Lovejoy Middle School in 2006, where he led more than 1,400 students. At the time, Lovejoy Middle School was the largest middle school in the district and considered underperforming. Dr. Colbert and his team led the school to substantial improvements in student achievement and were consequently selected as the 2008 Georgia PTSA Principal of the Year.

Driven to nurture a class of students from 6th grade to graduation, Dr. Colbert was appointed principal of Lovejoy High School in July 2009, where he served for seven years. He is one of the few principals in traditional high schools who is fortunate to have guided sixth graders to graduation with the Class of 2013. During his tenure at Lovejoy High School, the school was recognized as a Title I Rewards school in 2012 and 2013, SAT’s greatest gains school in 2012, and a USA News top high school in 2011. Dr. Colbert’s achievements led to a finalist for Principal of the Year for Clayton County Public Schools in 2011 and 2013.

In June of 2016, Dr. Keith A. Colbert was appointed Assistant Superintendent of Schools for Clayton County Public Schools.

Cayanna Good, Ph.D.

Dr. Cayanna Good serves as Deputy Commissioner for Innovation and Impact at the Technical College System of Georgia (TCSG), where she leads systemwide strategic planning and drives organizational improvement across all institutional pillars.
Previously, she served as Assistant Commissioner for the Office of Adult Education, overseeing statewide literacy initiatives, workforce alignment, and Georgia’s high school equivalency credentialing program.

Before joining TCSG, Dr. Good held leadership roles at the Governor’s Office of Student Achievement, the Georgia Department of Education, Teach For America, and TNTP. Her career began in the classroom in Houston — an experience that continues to ground her unwavering commitment to equity, access, and opportunity for all learners.

Dr. Good earned her bachelor’s degree from Fisk University, her master’s from Georgia State University, and her doctorate from Mercer University. She serves as Chairperson of the State Charter School Commission, she is a member of the Georgia Commission for Service and Volunteerism, a member of Alpha Kappa Alpha Sorority, Inc., and a member of the Brookwood High School Local School Council.