permanently lower costs by reducing waste and modernizing courses. The plan is to use this economic
downturn as an opportunity to make fundamental changes that will result in improved teaching and
learning, both during these financial challenges and continuing into the future.
Coupled with the unsteady economy and loss of school funding, Worthington Schools had experienced a
declining enrollment from 2002-2010, attributable to homes being land-locked and not having
significant tracts of land for development, a higher number of retirees keeping their residences and not
making those properties available to new families, and the reduction in the number of births overall
because of a demographically older population. I recognized this "perfect storm" required us to take
swift action. We reduced more than 15 positions from our high schools as the student population
declined, without reducing the quality of our course offerings. We repurposed some of the classrooms by
transferring from traditional lecture classrooms to learning labs. Rather than attend lectures and do
homework on their own time, students attend lab and spend class time doing computerized learning
programs. This has an additional benefit of preparing our students for higher education curricula,
wherein students work collaboratively in lab situations to resolve typical “real life” scenarios inherent in
today’s rapidly changing society.
All staff agreed to wage freezes and paying a greater share of health insurance during the recession, so
we could stay off the ballot and show our community that we were willing to sacrifice for the good of
our students and families. Additionally, Worthington Schools utilized the Ohio Auditor of the State's
office to perform a Performance Audit and provided the results to our Treasurer Advisory Committee.
Many of the recommendations for efficiency were implemented to make our organization leaner while
maintaining our academic programs and excellence. Some recommendations that we implemented
include (a) replacing our glossy media publications by sending them electronically, (b) accommodating
online payment of student fees instead of postal service mailers, (c) turning down thermostats to reduce
winter utility bills, and (d) utilizing bus routing software to improve transportation. Equally important, I
have set an example locally and across the state by taking a pay freeze and foregoing traditional perks
that superintendents receive (i.e., paying my own health care and that of my family, and not accepting an
allowance for cell phone, car, or relocation expenses), and declining a cost-of-living increase during my
4-year contract (attached supporting documents).
At the state Level, the Board of Education and I have weighed in on many statewide issues either
through board resolutions or specific testimony at the statehouse. My Treasurer and I maintain positive
relationships with our legislators, allowing our viewpoints on specific bills regarding education to be
heard. I met on a regular basis with state legislators to discuss House Bill 59 and the pending state
operating budget for FY2014-15. Additionally, I lobbied lawmakers regarding Senate Bill 316 (Ohio
Third-Grade Reading Guarantee) and Senate Bill 21 which addressed requirements for reading teachers.
One of the most important elements of the new budget is the new $250 million “Straight A Fund.” It
will provide one-time grants to school districts with the vision to take on ambitious new improvements
that help improve achievement and increase operational efficiency. The savings generated can be
retained to use as local districts deem appropriate, including improving classroom instruction or
stretching locally-generated property tax revenues.
Nationally, Worthington Schools has been fortunate to have Charlie Wilson, board member and
currently president of OSBA involved at the national level as part of the Federal Relations Network.
Additionally, I had an opportunity to participate in a town hall meeting and spend an evening with
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