Wood County Board of Education
--listing of accomplishments since 1992--
| National Recognitions Wood County, with almost 15,000 students is the second largest school district in West Virginia. Expansion Management ranked us among the top 50 school districts in the United States in "Bang for the Buck". This recognition is for producing outstanding graduates without spending significantly more than the average system. From 1995, SchoolMatch, an independent nationwide service which helps corporations with site selections, and helps their employees find schools that match the needs of their children, has ranked Wood County among the top five in West Virginia, and in the top 10% of school districts in the nation respectively. Qualifications for this recognition include solid academics, competitive test scores, recognized excellence and high quality secondary programs. |
I have tried to organize our many accomplishments into 6 categories:Budget, Personnel, Facilities, BOE Practices, Innovations, and Miscellaneous. Many of these entries could have been put into more than one category, but to save space, I did not make duplicate entries. Instead, I would encourage you to peruse each category to get the true sense of the progress we have made.
1. Hired new superintendent - shorter contract terms (total savings of $10,000 over the amount the previous superintendent had been paid). See further explanation on the Documents page.
2. Flat rate indices method (for administrators supplemental salaries) implemented, replacing the multiplier indices which administrators had enjoyed, but had kept local costs rising. For example, the raise given to all professional educators by the state legislature in 1998 would have been multiplied by the index and required additional local funds to give administrators an even larger raise than teachers.
3. Reduction in 261 day year round contracts. New year round positions are filled at 240 days. This results in significant savings on administrative overhead. In FY98, the savings from reduced contract lengths and the administrative positions cut totaled over $300,000 that year. This does not include the savings from the flat rate index described above, which would push the total yearly savings towards $400,000.
4. Extra $ allocated to schools for supplies (since 1996), based on a per student formula at a level recommended by the schools to alleviate supply problems.
5. Fully funded school library requests in recent budgets.
6. Board budget beginning in 1997-98 assumed copier cost from PTAs ($150,000), allowing them to use their money previously devoted to copier costs for supplemental activities.
7. Flat rate transportation cost for school trips makes extra-curricular and co-curricular trips for schools costs more predictable; uniformity helps schools, PTAs, and booster groups in planning. Helps stabilize costs of athletic program, band program, etc.
8. Placed a cap on the future growth of employee dental benefit costs. See further explanation on the Documents page.
9. Favorable circuit court action regarding the Hydroelectric Project in-lieu-of-tax-payment funds. See further explanation on the Documents page.
10. Legal fees have reduced by over $100,000 from previous high point (1991), thanks to cooperation by Prosecuting Attorney's office, beginning in 1992 by former prosecutor (now judge) Jeff Reed.
11. The past four years, we have not suffered a budget deficit. We have tried to include in our budget plans a reserve fund each year for unexpected emergencies. This is a smart way to budget public organizations.
12. Negotiated an annual in-lieu-of-tax payment from Walker Systems following their move to Williamstown.
1. Realignment of positions in Central Office to accomplish additional tasks without adding staff (e.g., library director vacancy was combined with technology responsibilities).
2. BOE and superintendent have visited schools more frequently. Because the superintendent believes in being visible in the schools, other central office staff are also expected to visit schools.
3. Registered dietician now in Food Services at no additional cost to system.
4. Director of Technology hired at no additional cost to system (position merged w/another).
5. Encouraged county-assigned postings and dual cert. postings whenever possible.
6. Jr-High Athletic Director position now properly counted as an administrator, not teacher, and Jr-High athletic ticket proceeds help pay for this position.
7. Harder line taken regarding employee infractions; follow up to seek de-certification when appropriate.
8. Special Ed. dept. savings (former director's position split).
9. Extra-duty contracts voted on - process more public.
10. Defined positions above the formula (reading resource teachers and nurses) so we know what we're paying for with the levy.
11. After the BOE was approached about a raise for football coaches, we asked a committee to research our compensation rates for all coaches. This led to a formula that takes into account a number of important factors, and has led to a much more rational and equitable pay system.
12. Permanent substitute teachers no longer used. While there are some advantages to a consistent replacement, it is a luxury that we deemed we could not afford. A permanent substitute must have a 200 day contract (although the student school year is only 180), and is paid even if there is no absent teachers.
1. Renovations to PHS and PSHS restrooms, fire alarm systems funding received, work to begin this summer. (SBA $ awarded)
2. Locally funded renovations for Williamstown restrooms in 97-98 budget (WHS does not meet SBA economies of scale, so we payed up ourselves). Also making minor renovations at McKinley following the defeat of the bond levy.
3. Earmarked at least twice the amount of money available for maintenance in the 96-97 school year budget for maintenance in the 97-98 budget. Maintenance has been deemed important--62% increase in past four years over prior four year term. The new operating levy up for renewal this fall will include a line item for maintenance well over a million dollars (thus locking at least that amount in every budget over the next 5 years).
5. Numerous community projects initiated/completed (the BOE did not fully fund these projects but we have helped to set the climate for these to occur--if people were displeased with the BOE, it is doubtful that this level of community effort would be expended towards BOE facilities) - PHS field renovations, Erickson moving toward completion, Williamstown track project, Jefferson Fort Fun community playground project. Numerous school playground projects (i.e., Blennerhassett, Lubeck) completed.
6. Improved usage of RESA services and better cooperation--RESA moved to Tavennerville School and their former metal buildings now used by Wood County Special Education Dept.
7. Cooperation with Wood County Commission regarding offering of the Core Road facility for 911 purposes for the community. 911 digital mapping of the county will benefit our bus route planning.
8. Performance based contract for energy efficiency items adopted (new lights, HVAC, etc.). If energy savings predictions aren't met, Honeywell pays the difference.
9. Phone system upgrades, relocated receptionist office, more user friendly environment in the central office.
10. In 1993, a public hearing with a top ranking federal official took place in a last chance effort to determine the future of Martin School, the former special education center. When it was apparent that the feds would shut us down (and the state) if we continued the separate facility, our special ed students were mainstreamed and Martin School was converted to use as a regular elementary by moving the former Rayon School from their old building to this new facility.
11. Modular home built by vo-tech students on Parkersburg South campus turned over for use as the new state headquarters of the West Virginia PTA.
12. In 1992--after the election but before we were officially sworn in--Glenn Kiger and myself participated in private discussions with Mr. Erickson and Al Smith regarding the renovation of stadium field and the acquisition of what became Erickson Field. This paved the way for his offer later that summer to give the old FMC property to the school system and to repair and reopen the seating at Stadium Field (which allowed us to remove the temporary bleachers blocking the track).
1. Established new merit based evaluation process with clear and measurable objectives for Superintendent.
2. Graduations implemented across three separate nights to allow greater family participation and for the BOE and superintendent to attend all three.
3. BOE president Don Smith initiated/upgraded public Board room/conference area at no cost to board.
4. Numerous policy revisions completed and ongoing--improved policy & procedures implementation. Added "sunset" concept (expiration dates) to policies.
5. BOE received award as "best trained" members in state, individual members awards were 1st, 2nd and 3rd places statewide 95-96. BOE received 1st place for whole board.
6. Used community task force groups well; budget study committee in 95-96 to accept public suggestions re: budget revisions; facilities committee in 96-97 to study physical condition of public school facilities and make recommendations to BOE. Community members also on Strategic Planning Committee.
7. Supt. provides weekly update for BOE members--better communications.
8. Firm anti-racism stand committed to in resolution by BOE members.
9. Fewer hearings regarding weapons violations (less meeting cost to taxpayers) since Supt. has been able to deal with most of these and resolve before hearing is set.
10. BOE adopted the use of consent agendas to avoid lengthy meetings. A consent agenda allows one single vote for various standard non-controversial agenda items (approval of previous meeting minutes, etc.). Also changed starting time to 6:30 rather than 7:00 pm.
11. From '92 through '95, the BOE held fall meetings "on the road" at our schools throughout the county. Every school was the host of an official county government meeting at least once. We were getting LSIC reports before the Legislature required such reports to BOEs.
12. Levy election to be held with general election to avoid extra costs. This was also done with the last renewal of the operating levy five years ago for the first time in conjunction with the Parkersburg city elections, thus reducing our costs. This year's levy renewal will be more explicit than ever before, in compliance with state court rulings.
1. Strategic plan initiated with broad community involvement. Process completed--implementation ongoing
2. Innovative Vo-Tech center initiated as joint project with higher education (WVU-P); awarded SBA funding, and construction underway. The Caperton Center will open in the fall of 1999, and arrangements have been worked out for dual credit courses, allowing high school students to attain college credits. For more information, visit the Caperton Center webpage from my Links page.
3. Alternative Education program initiated cost effectively on an after-school, evening basis and avoided the more expensive option of re-opening Tygart specifically for this purpose.
4. Operate TREK (gifted) program more efficiently with Director having another primary role. State audits gave the program full approval. Also added the option of accelerated classes for those good students who don't quite meet the stringent state requirements for gifted programs.
5. Student input on school calendar vote.
6. ½ day principal at Waverly; creative solutions towards keeping smaller schools open.
7. Began random "drug dog" searches and partnership with local police to keep drugs out of schools.
8. Channel 7 set up on TCI for school cafeteria menus and other announcements. Also used for broadcasting special programs such as the Education Forum for Legislative Candidates, an innovative joint initiative with the League of Women Voters to combine a BOE meeting with a question and answer session for candidates seeking seats in the legislature.
9. Established matching grants to fund initiatives chosen by each school's Local School Improvement Council. This helps to empower LSICs and make them more of a force in addressing their school's needs. It puts the money decisions down to the local school level, rather than the BOE or central office commanding from "on high". This innovative program is reaping positive benefits for kids.
10. Encouraged the use of computerized reading quiz programs, such as Accelerated Reader. These programs have quizzes for numerous kids books that are typically found in school libraries, and reward students for reading the books and then passing the tests. Every school which has tried this have seen dramatic increases in student reading.
11. Helped to shape the state program which became known as Project SUCCESS. The original intent was to continue the one-grade-a-year computer purchase program which had been used for the elementary schools. However, the committee felt that secondary schools were different than elementaries, and that the same implementation philosophy was not compatible. Instead, secondary schools were to form technology plans and apply for their money based on what their individual school needs were.
12. Prior to the Project SUCCESS decision, Wood County Schools had set up a technology committee (including community members and school personnel) which produced a comprehensive technology plan.
13. An innovative program with the Education Department of WVU-P allows education majors to get classroom experiences at Fairplains Elementary prior to their student teaching experience.
14. Summer school programs for elementary students have been encouraged, and the Energy Express program (in conjunction with the WVU Extension Service) has been very successful.
15. New computer repair program at vocational school will help students learn a marketable skill while the school system gets the benefit of our own repair facility to fix our computers.
16. Parents of truant students are now being pursued through the court system.
1. Implemented county-wide uniform grading scale to address inequities among schools.
2. Restructured calendar (full day Faculty Senates, on Fridays), full week at Thanksgiving off; more "family" friendly calendar that optimizes time available for staff development.
3. New winter snow policy - 2 hr. delay to make better use of winter days. Also includes provision for staff to report for work if the roads are safe enough.
4. Diversity/Multi-Cultural task force ongoing to advise BOE re: cultural issues/concerns.
5. After school care available at all schools, expanded availability of schools to public for other uses. Some schools now offer morning before-school childcare.
6. Continued growth in extra-curricular opportunities for students; i.e., Crew at PSHS (95-96), girls' soccer at PHS (95-96) and PSHS (97-98), strong parent/boosters support.
7. Williamstown HS created Academic Boosters.
8. Cabot Corporation furnished college computer search packages to all three high school guidance offices.
9. Significantly improved relations with local media.
10. Martin name situation diplomatically addressed.
11. Superintendent has weekly newspaper column.
12. WVU Extension Agent to teach part-time in our Vo-Ag program.