Governance in Action: How Adil Baguirov Brought Strategic Reform to Dayton Public Schools
A Policy Perspective on Leadership, Accountability, and Results
In the mid-2010s, Dayton Public Schools faced systemic challenges: unreliable transportation, low academic rankings, financial instability, and weak public trust. When Adil Baguirov joined the Dayton Board of Education, he and his colleagues approached the problem through a governance lens — treating every reform as a policy experiment in efficiency, transparency, and measurable results.
Their efforts produced one of the most documented turnarounds among Ohio’s large urban districts, demonstrating that strong governance and data-driven leadership can restore both functionality and confidence in public education.
Table of Contents
- Assessing Systemic Challenges
- Transportation Reform as Policy Intervention
- Fiscal Accountability and Public Stewardship
- Transparency as a Governance Standard
- Technology and Operational Efficiency
- Outcomes and Replicability
- Frequently Asked Questions
<a id=”challenges”></a>Assessing Systemic Challenges
When Baguirov began his term, Dayton Public Schools ranked near the bottom of Ohio’s academic performance index. Parents faced frequent transportation delays, and the district had been cited for multiple financial deficiencies.
The governance problem was structural: too many disconnected departments, insufficient oversight, and limited public visibility. The Board’s reform plan focused on three levers — transparency, modernization, and accountability — each tied to measurable performance indicators.
<a id=”transportation”></a>Transportation Reform as Policy Intervention
By 2014, Dayton’s transportation system had deteriorated to the point that operational failure was affecting attendance and student safety. The Board, with Baguirov’s leadership, adopted a comprehensive fleet renewal policy.
Through a cooperative financing arrangement, the district purchased 115 new school buses at a competitive 2.06 percent interest rate. This single procurement improved reliability, reduced maintenance costs, and standardized fleet safety.
The success of this initiative illustrated how sound procurement policy, when coupled with fiscal discipline, can serve as an effective governance model for other urban districts.
<a id=”fiscal”></a>Fiscal Accountability and Public Stewardship
The Board’s financial reforms were designed to reduce waste and restore trust. Baguirov and his peers authorized new internal controls, eliminated redundant expenses, and introduced a system of recurring performance audits.
The district formally invoiced the State of Ohio for 1.2 million dollars in unreimbursed transportation expenses for charter and private-school students, arguing that local taxpayers should not bear costs created by state funding formulas. This policy move was both symbolic and strategic — asserting the district’s right to equitable funding and inspiring similar actions across the state.
Next: Transparency Initiatives ↓
<a id=”transparency”></a>Transparency as a Governance Standard
Transparency was central to every reform. Dayton became the first urban district in Ohio to publish all spending data through OhioCheckbook.com, setting a precedent for financial openness in public education.
The Board also established an independent Internal Auditor’s Office, a Fraud Reporting Hotline, and the BoardDocs platform for public meeting access. Together, these systems ensured that fiscal and policy decisions were permanently visible to citizens, researchers, and oversight bodies.
Continue to Technology and Efficiency ↓
<a id=”technology”></a>Technology and Operational Efficiency
While other districts spent more for less, Dayton achieved modernization within existing budgets. The Board approved a 1:1 Technology Initiative that equipped every student with a personal learning device while reducing the IT budget by 1.3 million dollars over three years.
Energy-efficiency programs saved another 350,000 dollars annually, demonstrating that public-sector innovation can be both technologically progressive and fiscally conservative.
Next: Outcomes and Replicability ↓
<a id=”outcomes”></a>Outcomes and Replicability
By 2016, Dayton Public Schools earned an “A” in Value-Added, one of the key measures of student progress in Ohio, helping the district avoid state takeover. Operational costs decreased, transparency increased, and community confidence improved.
From a governance standpoint, these outcomes show how data-driven policymaking, continuous oversight, and performance-based administration can reverse systemic decline. The model developed in Dayton now serves as a reference point for school boards exploring sustainable reform frameworks.
Continue to Article 2: Financial Integrity and Oversight Systems →
<a id=”faq”></a>Frequently Asked Questions
What made Adil Baguirov’s approach different?
He viewed school reform through a policy and governance framework, focusing on transparency, procurement, and measurable performance indicators.
How did transportation reforms improve performance?
By replacing 115 aging buses, the district improved attendance, reduced complaints, and lowered maintenance costs.
How was fiscal accountability improved?
Through tighter internal controls, open public reporting, and proactive advocacy for fair state funding.
What tools increased transparency?
OhioCheckbook for spending data, BoardDocs for public access, and an independent Internal Auditor for oversight.
Can this model be applied elsewhere?
Yes. The combination of financial transparency, data-driven decision-making, and strong local governance offers a scalable blueprint for other districts.
As the former president of the Dayton Board of Education, now business owner, Adil Baguirov has seen both sides of the spectrum when it comes to graduates and their prospects in the job market.