Frequently Asked Questions

Set vision and goals for the district

Adopt policies that give the district direction, follow Ohio Revised Code

Hire and supervise the superintendent.

Hire and supervise the treasurer.

Adopt and monitor an annual budget, and set a five year forecast to be evaluated every  six months

Provide safe and useful learning facilities

Adopt a curriculum

Negotiate labor contracts, leases, and construction/maintenance contracts

 A board speaks with one voice so no one member’s opinion should ever be taken as a board decision. Instead a good BOE develops trust and collaboration. They discuss and ask questions. Vote is by majority. But after a vote, all members join together in support.

1.A facilities audit, a CAC committee presentation on primary facilities, a primary committee looking at educational needs, and  data gathered from an architectural firm culminated in a series of spring meetings within the community to show a need and a possible option.

2. Community feedback led us to push reset.

3. .We expanded our communications reach through direct mailings, city newsletter, increased membership in our Cowboy Clubs, school newsletters, Superintendent’s messages after each BOE meeting, videos of BOE meetings, website explanations with links.

4.. Following an RFP competition process, we chose an second independent architect to proceed using data acquired. He has Wyoming experience having walked us through the seven year process to renovate the middle school.

5. The Community Conversations on September 6 included small groups so everyone could participate and share ideas. Feedback was shared with the community.

6. We received multiple exceptional applications, so we were able to appoint a Wyoming Primary Facilities Steering Committee that reflects our community using multiple factors. They have agreed to meet throughout this school year.

7. At its meetings, the committee reviewed updated information on cost factors, engineering surveys and studies, the classroom needs, and the community points of view.

8. As I talk with people, I feel a collaborative and genuine desire to develop viable options.  Nevertheless, I hear differing points of view as to the cost and the extent of primary facilities improvements..  Our community will all gather on October 30 to review and discuss.

9.  The Primary Facilities Steering committee will continue to meet and a second community meeting will be held in the spring.  We will narrow the options.

9. Eventually, we will move to a statistical survey to gauge community interest in a bond levy.

10. The Board of Education, having access to all these discussions and surveys, will be able to move out of listening mode and present a clear plan to the voters.  This would happen in November 2024 at the earliest.

Due to traffic studies, the inability to move elsewhere,  and each school's footprint, we know that there will be three primary buildings.  We also know that most likely, there needs to be a new Hilltop building and new build or renovation at Vermont and Elm.  There is still the possibility of adding classrooms to the Middle School to perhaps move a grade level there.  But what that configuration looks like or who is in which building ,is still in discussion.  The Primary Facilities Steering Committee has some tough discussions ahead.

1.  What is our definition of educating the whole child?  

2.  How do we offer equity in student opportunities, intervention, resources, personnel, and facilities?

3.  Realizing that an operating levy is coming as well, where do we set our bond levy for facilities?

4.  How do we meet educational needs - intervention, security,  designated learning spaces, special needs areas, ADA approved facilities, professional collaboration opportunities?

A levy cycle is a natural part of every school district's financial planning.  In Wyoming over 70% of our annual revenue comes from levy funding through either property taxes or school income taxes.  We use three different types of levies.  

A bond levy is used for building new facilities. It may only be funded with property taxes.

Operating levies are for annual expenses including personnel costs, supplies, and keeping the lights on.  Operating levies are timed with our five year forecast to be run when our cash balance hits our predetermined point.  We last ran an operating levy in 2017.  It may be funded with property or income taxes.

A permanent improvement  levy is used for materials that last at least five years (state definition)  such as technology or the new boiler at Vermont or the new HVAC units at the high school. It may be funded with property or income taxes.

 Student perceptions have a direct impact on academic outcomes, underscoring the importance of creating an inclusive, welcoming environment for every student.  Student achievement and passion for learning is interlocked with a student’s positive mindset and self-confidence. 

Our strategic plan places great emphasis on fostering a positive climate and culture, with a dedicated commitment to ensuring that families and students feel valued, connected, and a true sense of belonging. As a board member, along with my colleagues, we actively support this pillar through initiatives like the Superintendent Belonging Committee ( Superintendent and Board) and the Belonging and Inclusion Collaborative, (teachers, parents, and administrators.) Moreover, we provide various professional learning opportunities to our staff. 

Our primary focus remains on our students.  The goals are to encourage a sense of belonging, to appropriately challenge academically, and to provide accommodations and support to meet each child where they are. The stated WCS mission is to “foster the academic growth and personal development of each child.” Whether it's within the classroom, during counseling sessions, or through scheduled interactions and listening sessions, we strive to support each student. We also employ tools such as daily touch points connections,individual or small group caring interactions, flex time, surveys and discussions, and positive behavior support to further enhance their experience.  

  Our district has often described its mission as educating the whole child. In 2019, when searching for a new superintendent, the Board prepared a statement defining whole child. It reads, “We maintain a special commitment to educate the “whole child” which we define as excellence in academics, challenging coursework, commitment to the fine arts, exposure to a second language, and opportunities in athletics." 

I stand by that statement today.. There is lifelong value in studying music, art and the culture of other civilizations. Empathy, self-confidence, working with others are valuable outgrowths.  Our children need to learn how to deal with life stresses by turning to art or music or sport to relax and refocus.

1. Improving, renovating, or replacing the primary facilities will be a major focus over the next three to four years.  That process will include a design, a bond levy, displacement of our primary students temporarily, and finally moving into an innovative and welcoming new facility.

2.  An operating levy will happen in the next three years.  Our last one in 2017 was to last 3-4 years. We have extended almost to our limit

3. Our strategic plan scorecard will help us stay focused on our prioritized initiatives.  We will adapt as needed.

4.  We will need to remain vigilant and lobby our state legislature for fair funding of public schools