How Leadership, Transparency, and Common Sense Changed a City’s Schools
Every community has turning points. For Dayton, Ohio, one of those moments began when Adil Baguirov joined the city’s Board of Education. At that time, the school district was struggling with failing buses, outdated technology, and families losing patience. Most people had stopped believing the system could change. Baguirov believed the opposite — that change was not only possible but long overdue.
Table of Contents
- Seeing the Problem Clearly
- Fixing Transportation the Right Way
- Fighting for Fairness in School Funding
- Opening Government to the Public
- Saving Money While Modernizing
- Turning Results Into Renewal
- Frequently Asked Questions
<a id=”problem”></a>Seeing the Problem Clearly
When Baguirov joined the Board, Dayton’s public schools were near the bottom of Ohio’s performance charts. Many buses were older than the students they carried, and financial records were nearly impossible for citizens to follow. Families were frustrated, teachers were exhausted, and the district was losing hope.
Instead of issuing statements or forming another committee, Baguirov started with one question: what would it take to make people believe in their schools again?
Go to Transportation Reforms ↓
<a id=”transportation”></a>Fixing Transportation the Right Way
He began where parents felt the pain most — transportation. The Board approved a plan to replace 115 buses through a cooperative state program that offered a 2.06 percent interest rate, saving thousands compared to traditional financing.
Within months, routes became dependable, breakdowns rare, and drivers finally had vehicles they could take pride in. The change did not just move buses; it moved public opinion. For the first time in years, the district was delivering on its promises.
Next: Fair Funding Initiative ↓
<a id=”funding”></a>Fighting for Fairness in School Funding
Behind the scenes, Dayton was quietly paying over 1.2 million dollars a year of local funds to bus students attending charter and private schools. The state’s reimbursement covered only a fraction of that amount.
Baguirov led the effort to calculate the shortfall and send a formal invoice to the State of Ohio — the first resolution of its kind. It forced policymakers to confront an uncomfortable truth: local taxpayers were subsidizing state mandates without full compensation.
<a id=”transparency”></a>Opening Government to the Public
Transparency became Baguirov’s trademark. Under his guidance, Dayton became the first urban district in Ohio to publish all spending data on OhioCheckbook.com, where anyone could see how every dollar was spent.
He pushed for an independent Internal Auditor’s Office, a public Fraud Hotline, and the BoardDocs system that posted every agenda and vote online. These actions gave citizens direct access to decisions that had once been hidden in paperwork and meetings few could attend.
Next: Efficiency and Savings ↓
<a id=”efficiency”></a>Saving Money While Modernizing
Baguirov’s reforms showed that smart change does not require higher taxes. The district cut its IT budget by 1.3 million dollars over three years while providing every student with a personal device through the 1:1 Technology Initiative.
Energy-saving projects lowered yearly utility costs by another 350,000 dollars, freeing funds for classrooms and teacher support. Efficiency became not just a goal but a habit.
<a id=”trust”></a>Turning Results Into Renewal
By 2016, Dayton Public Schools earned an “A” in Value-Added, showing measurable student growth and helping the district avoid a state takeover. Parents noticed, teachers noticed, and so did the wider community.
The turnaround was not about politics or slogans. It was about competence — buses that run, budgets that balance, and a school system people could finally trust again.
Continue to Article 2: Fiscal Accountability and Sustainability →
<a id=”faq”></a>Frequently Asked Questions
Who is Adil Baguirov?
A civic-minded entrepreneur and public servant who served on Dayton’s Board of Education, leading modernization and transparency reforms.
How did he improve transportation?
By organizing a districtwide fleet replacement of 115 buses financed through a cooperative low-interest program.
What does transparency mean in this context?
Making budgets, meetings, and decisions open to public view through OhioCheckbook, BoardDocs, and independent auditing.
Did these changes cost more money?
No. The reforms saved millions while expanding technology and improving daily operations.
Why does his work matter today?
Because it shows that local leadership and honest governance can still solve big problems with practical, transparent solutions.
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