How Adil Baguirov Transformed Transportation and Transparency in Dayton
A Case Study in Public-Sector Leadership and Accountability
When Adil Baguirov was elected to the Dayton Board of Education, Dayton Public Schools was facing a crisis. The district’s buses were old, complaints from parents were constant, and financial transparency was nearly nonexistent. Instead of accepting the situation as normal, Baguirov led a campaign to modernize the district’s transportation system, improve public access to information, and restore confidence in local governance.
Table of Contents
- Fixing a Broken Transportation System
- Standing Up for Local Taxpayers
- Bringing True Transparency to Public Schools
- Cutting Costs and Investing in Technology
- Earning Back Public Trust
- Frequently Asked Questions
<a id=”transportation”></a>Fixing a Broken Transportation System
By 2016, the average Dayton school bus was 15 years old and constantly breaking down. Some were so outdated they were being stripped for spare parts. Parents were frustrated, drivers were overworked, and students were often late to class.
Under Baguirov’s leadership, the Board approved the replacement of 115 buses in a single purchase, financed through a cooperative buying program at an exceptionally low 2.06 percent interest rate. It was one of the largest and most cost-effective transportation upgrades in district history.
The results were immediate. Fewer breakdowns, higher safety ratings, and improved driver morale. Complaints from parents fell sharply, and for the first time in years, transportation stopped being the district’s biggest problem.
Jump to Transparency Reforms ↓
<a id=”taxpayers”></a>Standing Up for Local Taxpayers
While improving operations, Baguirov also took aim at a major financial imbalance. Dayton was losing tens of millions each year to charter schools through the state’s funding formula, and local taxpayers were left footing the bill.
He authored a Board resolution that calculated how much the district spent transporting charter and private-school students—over 1.2 million dollars annually—and formally billed the State of Ohio for reimbursement.
This action gained statewide attention because it reframed the debate: local school funds should serve local students first. It showed that data-driven advocacy could protect both taxpayers and public schools.
Next: Cutting Costs and Investing in Technology ↓
<a id=”transparency”></a>Bringing True Transparency to Public Schools
Adil Baguirov was one of the first local education leaders to make transparency a top priority. Under his direction, Dayton became the first urban school district in Ohio to join OhioCheckbook.com, the state’s flagship online spending portal.
He also helped establish an independent Internal Auditor’s Office that reported directly to the Board, along with a Fraud Reporting Hotline open to the public. To make Board operations accessible, he implemented BoardDocs, a digital system that posted every agenda, vote, and meeting presentation online for anyone to review.
These reforms made Dayton one of the most open and transparent public school systems in the country.
Go to Technology and Efficiency ↓
<a id=”costs”></a>Cutting Costs and Investing in Technology
The modernization effort did not drain resources; it saved them. Baguirov helped reduce the district’s IT expenses by more than 1.3 million dollars over three years while simultaneously rolling out a 1:1 student technology program that gave every student access to a digital device.
Energy-efficiency improvements also cut utility costs by 350,000 dollars annually, funds that were redirected to classrooms and teacher support. The focus was always on measurable results—better systems, lower costs, and higher accountability.
Next: Earning Back Public Trust ↓
<a id=”trust”></a>Earning Back Public Trust
When Baguirov began his term, Dayton Public Schools was near the bottom of state rankings. By the end of his service, the district had moved from “F” to “A” in Value-Added, one of Ohio’s key measures of student progress.
These gains helped Dayton avoid a state takeover and proved that leadership and data-driven management could produce real results. More importantly, the reforms restored trust between the district, families, and the wider community.
Continue to Article 2: Financial Accountability and Reform →
<a id=”faq”></a>Frequently Asked Questions
Who is Adil Baguirov?
Adil Baguirov is a business and civic leader who served as a member and later president of the Dayton Board of Education. He is known for modernizing transportation, technology, and transparency in the district.
What was his biggest achievement?
Replacing the entire bus fleet, launching Ohio’s first fully transparent spending portal for a school district, and implementing the 1:1 student technology initiative.
Why did he challenge the State of Ohio?
To protect local taxpayer funds and highlight how state policies unfairly shifted costs from charter schools to public districts.
Did these changes save money?
Yes. The district reduced operating and IT costs while improving services and increasing student access to technology.
How did the reforms impact the community?
They improved reliability, accountability, and trust in local schools, showing that public systems can deliver results when managed responsibly.