Note: Former teacher, coach and Superintendent of Del Rio Schools, Bob Poole, was honored during our October 2009 Reunion.
The below article was written by Bob at the request and benefit of his children. With some urging on our part he agreed to allow us to publish it on the Wildcat site.
Among many things of interest in this article is the fact that Mr. Poole covers in detail the consolidations of San Felipe and Del Rio Schools.
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After providing a background and introduction Max Stool congratulates Mr. Poole.
TEXAS PUBLIC SCHOOLS
THIRTY-TWO YEARS PLUS
By Bob Poole
I married in 1948 and many of my priorities changed. In assessing my future, I came to the conclusion that I had better decide how I was going to make a living. I was a Junior in college and had never known for sure what I wanted to do. I decided to begin taking education courses to increase my options. Approaching my graduation, I contacted Mr. Olaf South, superintendent of Roscoe, Texas schools and stated my interest in working for him. He had been my superintendent in Baird when I was in school there and I had a high opinion of him. He immediately offered me a teaching job along with coaching. He assumed I was an applicant for only a coaching job which was not the case. I then knew I had a fall back position, but also registered with the college placement office. Soon I was notified that I had an appointment with P.A. Tanksley, superintendent of schools in Del Rio, Texas for a job interview. Frankly at this time my primary goal was to be a good golfer and I wanted to live in a town that had good golf facilities. Mr. Tanksley was aware of these criteria and said he would get me a membership in the local club at a cost I could afford. The starting salary for a beginning teacher in Texas was $2,403 for a nine month contract. He offered me $2,600. I reluctantly decided to take the job. I say reluctantly because I realized it was a border town and differed from my west-central Texas background.
In August of 1949 we bought a trailer, put a hitch on our 1940 Ford and moved to Del Rio. Looking for housing we picked a one room garage apartment on Greenwood Street which we rented from a Mrs. Hayes. She stated no dogs or children so we didn’t mention that Susan was pregnant. We knew it was a temporary arrangement.
I was assigned to teach Texas history and geography, health, and science to 7th and 8th grade Junior High students. The first day I carefully groomed myself with a white shirt and tie, but was immediately instructed by my principal, Mr. Brown, to move textbooks from another school to our facility. The heat was oppressive compared to Alpine and I quickly ruined my attire.
I addressed my first students and felt very inadequate as a teacher. I called the roll with many Spanish surnames and called Jesus in the way I thought it was pronounced and after much giggling by the students I learned it was pronounced “Hay-sus”.
My background gave me no clue as to the subject matter I was to teach. My Texas history preparation was in the 6th grade in Baird. Nothing about Texas geography was in my learning experiences. I felt more secure in health and science. After thoroughly reading the textbook, I remembered learning about the subject from a Texas History Comic Book published by Mobil Oil Company. I ordered the comic books for each of my students. This was a wise decision because the students loved it as I had. I had to be cautious of the subject because much of Texas history involved our conflicts with Mexico and I soon learned the subtleties of Mexican and Anglo relationships.
I soon became attached to my school, students, and city. I loved the golf course. Although I approached teaching as a temporary way to make a living, I soon began enjoying it. In March of the school year, Susan gave birth to a beautiful girl and we started a new and mysterious experience known as parenting.
We returned to Alpine in June 1950 to work toward my Master’s Degree. Susan also was a student and we juggled our schedules so that we could take turns caring for Renee.
We returned to Del Rio in August and I began the second year of teaching. I had the same basic teaching schedule as in my first year and we were both totally engrossed in our immediate life. We soon learned of Susan’s second pregnancy and we realized he would probably be born while we were in summer school. We again moved to Alpine for summer school and both enrolled in classes even though Susan had a significant stomach. I received my Masters of Education degree on August 23, 1951 and Susan started labor pains during the ceremony. We returned to Del Rio one week after the birth of Douglas.
Although I liked teaching and our happy life style, I felt compelled to find work that paid better. Mr. Tanksley offered an extra job driving the school bus to the C.P. & L. Steam Plant. This kept me in teaching for a third year. We also bought a new house and began making our life permanent.
I received a surprise offer of a position in Lubbock High School as the golf coach and teacher in the business department. Although I liked Del Rio, I felt compelled to elevate my career. It also carried a $1000 pay raise so again we moved. This time however there were four of us.
My job in Lubbock was a big improvement but it also had many negatives. We hated the climate and the dust storms. Susan was isolated with two small children and I was working a twelve to fourteen hour day. I had a full teaching load and went to the golf course with my team until dark. On weekends I took the teams on trips and played golf myself. I worked many nights selling tickets and ushering at high school and Texas Tech games for extra money. Susan had full responsibility to care for the kids and we knew few people socially. However we did get T.V. for the first time with programming that did not start until 5 p.m.
One of the members of my golf team played in a high school music group. I learned later that he become one of the Crickets. This was a band that Buddy Holly led. I think Buddy Holly may also have been in one of my classes.
I wanted to leave Lubbock so I inquired about a golf pro job in Del Rio. I soon received an offer from Mr. Tanksley as a Distributive Education teacher in high school. This was a vocational job training position and was a ten month contract. The pay was the same as Lubbock so again we hitched up our moving trailer and headed home to Del Rio.
My new job was classes in the morning and calling on retail businesses in the afternoon. My new job was easier than any previous job and my schedule was flexible, thus it left more time for golf. The job was easy but not as challenging as I wanted. After three years of easy work I was offered a principal job in a newly created 5th and 6th grade school. I took the new job and immediately found I loved it. My staff of experienced teachers was delightful and as a young and inexperienced principal they really taught me to be a good leader. Although we had a minimum of educational tools, we had a wonderful school. We had no library, no secretarial help, large classes (30-35), no air conditioning and just two custodians. I was in charge of our cafeteria which served an additional elementary school and the high school. We had no budget for supplies. From this school we helped develop many future leaders and citizens. I loved this job. To keep me busy they also gave me a new organization, the Mothers School Safety Patrol. What a gas that was!
After four years as a principal I was asked to take over the school business manager job. This was a new position in the district and there were few business managers in the state. The job included transportation, cafeteria, and school board recording secretary. I oversaw all school functions except curriculum and professional positions. It was a challenging job and much of it was” seat of the pants” work. I was the assistant superintendent who was in charge when the superintendent was absent.
The main reason this business manager position was created was to direct the new base transportation function. The base students resided in the Del Rio District before housing accommodations on base were constructed. About 550 units were built on base and about 700 students needed to be bused to schools. I was responsible for the purchase of 10 buses, let contracts for gasoline, made provisions for bus maintenance, established routes, hired and trained drivers, and handled many other new procedures. A big problem arose relating to students who lived along the route to the base and two miles from the schools. Payne Village was a housing development outside the base and T.E.A. said we had to transport their students in addition to the ones on base. Mr. Tanksley was adamant in his opposition to providing these services and this conflicted with the State School Transportation Laws. I realized that the state had the proper position so I was caught in the middle. I conferred many times with state officials and finally convinced Mr. Tanksley that we had no choice. Mr. Tanksley finally agreed, we complied and the problem was solved.
I needed to establish purchasing procedures and have competitive bidding for most services. This was difficult because local businesses would suffer. I did not want to spend most of my time talking to salesmen... The athletic department rebelled against the new procedures but we nevertheless built a cost saving and business- like system.
A new problem arose due to students who lived in a new housing development located in Common District #5 called Buena Vista. These students attended the Del Rio Independent School District as transfer students. Before Buena Visa added to the numbers, Common District #5 was a large ranching area with low taxes. They only had one school for about 5 to 10 students. The influx of the new students from Buena Vista created a new expense to Common District #5 . The new expense was bitterly opposed by the ranching tax payers and they rebelled. A controversial lawsuit resulted in requesting that Common District #5 be consolidated into the Del Rio Independent School District. I testified for the Del Rio Independent District after much coaching by our legal team.
The local judge ruled in favor of the Common District’s position and against the DRISD. We decided to appeal to the fourth court of appeals and they ruled on all counts for our district. The ranchers in Common District #5 were bitter but their worst fears never occurred. We kept taxes reasonable and everyone benefited.
The 1970’s were a decade of change all over the nation. Many racial tensions surfaced and college campuses radicalized. Drugs became more prevalent and college students from middle class families became volatile. This new phenomenon gravitated to our district. Because we were a mixed ethic district with many military students, we were a target of civil rights groups and government intrusion. New federal programs caused a drastic change in how our district operated. New federal programs that we incorporated included Head Start, Title I, school lunch program, breakfast program, bilingual program, and migrant education programs for students and adults. The Special Education and vocational programs were expanded. At times I had the feeling that the “tail was wagging the dog.” Trying to integrate all of these new programs into our regular programs became difficult. I administered the beginning of many of these new programs. The previously simple education program became a complex maze of new guide lines and regulations. Districts were sometimes deluged by federal and state officials dictating what we needed to do to comply with their guidelines.
I testified before the United States Civil Rights Commission. Our position was that we were utilizing all resources to educate Mexican-American students and we were successful. I think my testimony was effective.
I maintained a delicate balance between the superintendent and the board. Many times they were not of the same opinion. After 12 years I felt the need to move on. Our children were leaving for college and we felt more freedom to do things. I decided to returned to college and get a doctorate degree and perhaps teach at the college level. I could not do this until the beginning of a new school year so I resigned as business manager and returned to the classroom as a history teacher in high school. I had large classes and I had to complete many task in the central office. I relearned the difficulties of the classroom teacher. The school board was very dissatisfied with the school and things deteriorated all over the district. The board president asked me to return to the central office as an assistant superintendent. I agreed to return only on condition that I had authority to change certain things. Mr. Tanksley became less authoritative and conceded many changes that the board and citizens wanted and needed. But the changes and improvements were not enough to satisfy the board of trustees and they did not renew his contract. I was named the superintendent in January of 1971. Although Mr. Tanksley was good to me and we generally agreed, regimes of school administrators are limited. It’s a tough business.
Now the school world I knew became wild and wooly. Soon after I became superintendent I recommended that the contract of the Junior High principal not be renewed. One point of contention with this principal was his 87 hard and fast rules for students-such as “don’t spit on the sidewalk.” A parent complained to the board that Jesus Christ only had 10 commandments but the principal had 87. Also he had become too dependent on the paddle to maintain discipline. The board agreed with me but there was an uproar by many of his fans, mainly directed at me. The board remained steadfast and the matter blew over. I reassigned the principal to another position and he was very grateful to be allowed to continue until retirement.
Schools.
The air force was caught in a terrible position. A high level meeting was called and the air force and a three star general ran the meeting. I gave the position for our school district stating that we wanted to continue educating LAFB students. Our tax payers had recently passed a bond issue for a new high school and the San Felipe district was not capable of effectively absorbing this large number of new students. The air force came to the conclusion that the districts should consolidate. Neither district wanted this.
Soon many LAFB parents began making arrangements for their children. They were sent to live with relatives or explored private school options. This situation was beginning to affect the stability of the air base remaining in Del Rio.
The Del Rio school board met constantly with base officials and discussed what options were feasible. They made a monumental decision to ask the federal court in Tyler to consolidate the two districts. This was very distasteful to most of the local parents and residents of both districts, but it was a courageous decision by the board. It would have been impossible to hold consolidation elections in both districts with any expectation of it passing in either district.
The ability of a federal court to arbitrarily consolidate two independent school districts caught the attention of school districts all over the state. Consolidation
had always been a delicate matter in Texas and it usually involved two districts voting together on the matter. This intervention by a federal court was monumental. I was thrown into a new world. The omnipotence of the federal judiciary was awesome. The judge has total authority. Of course the appeal system can overrule the judge but the process is long and cumbersome.
I flew in a private plane to Tyler. About 50 local officials, TEA officials, and other interested parties were there. I was the only witness for the district and I underwent hours of questioning. The top civil rights lawyers in Texas took turns trying to catch me on any false statement. I believe I performed well and the judge seemed to be pleased with me. I was totally wiped out by the ordeal. We all returned home to await the judge’s decision.
A few days later, everyone was stunned when we received the judge’s order. We were pleased that he ruled for us in consolidating the districts. Then the other shoe dropped! We were given a 25 page document that dictated how the new school was to operate. Some of the requirements included changing the names of the mascot and school song, no demotion or firing of any personal, a school board consisting of seven Del Rio and four San Felipe trustees. Exact racial balance was required in each school, all faculty, and all classrooms. There were many other mandates concerning teacher’s training, student transportation, instruction, and every phase of the school operation. The challenge was frightful! This occurred about a week prior to the start of the new school year.
I set the first school board meeting. A staff organization chart was presented outlining the duties of each administrator. I couldn’t demote anyone and I had to give equal pay for each position. I had 2 superintendents, 13 principals, 2 band directors, 2 athletic directors, 2 head coaches, etc. I had only 3 or 4 key people that I trusted to help lead the district. The new 11 person board met in a strange and uneasy atmosphere and accepted my recommendations.
I had only a couple of days to decide on schools, grades, teacher assignments and hundreds of details. I made a big decision to place all K-2 students in San Felipe area schools, 3-6 students in Del Rio area schools, 7-8 in the Jr. High, and establish a 9th grade campus in the San Felipe High School building. All 10-12 grades became the new high school.
I met with base parents and officers to try to explain our situation. I spoke to the Rotary Club, Lion’s Club, Boaster Clubs, and many other groups in the community to try to calm the situation and inform them of our problem.
We began the football season and conflicts immediately began with the coaches. The bands were combined but the drill teams performed separately. We had drum majorettes and cheer leaders all over the field. We had a pep rally before the game and students began fighting and it became very serious when weapons made of chain were used. I decided no more pep rallies. We had a game that resulted in a milling crowd led by militants from out of town with a potential to turn violent.
I appointed the San Felipe business manager to manage the transportation system. Even though it was a complex operation he did a good job. I appointed the San Felipe superintendent as Deputy Superintendent and he was effective in dealing with problems involving the San Felipe area. The key people who I trusted performed superbly. Mr. Waddell handled personnel and wrote reports to Judge Justice. Mr. McFarlane managed all cafeterias, purchasing, maintenance and custodians. Mr. Block managed all financial matters. Mrs. Block handled all personnel records and was my secretary. Mr. Brown coordinated the federal programs and eventually was responsible for all curriculum matters. Many others played important roles and we eventually established some order in the zoo. I depended on these people to advise me.
I wanted to establish some rapport with all segments of the community so I held a school board meeting in San Felipe. We were faced with 50 or more Brown Berets marching around the building. They were dressed like Cuban revolutionaries. This was symbolic of the revolution in Cuba and South America. All the lawyers and civil rights groups were there. Nevertheless, we held a very intense meeting without bedlam.
The two banks were holding many loan notes from the San Felipe District. The district was actually bankrupt. Venders would not extend credit. I instructed Mr. Block to pay every obligation that was legitimate. There was no way we could pay all of the debt immediately but I knew if we were frugal we could do it in 3 to 5 years. Schools are not allowed to carryover debt to the next budget year except for bond payments. The bank examiners were pressuring the banks about our unsecured loans.
I thought of an obscure law concerning Impact Aid P.I. 874 that might allow us to place our debt in the Interest and Sinking Fund by issuing Time Warrants. This was not the intent of the law but I thought it would give us a legal basis for the solution. I called on the State Superintendent, Dr. J. W. Edgar and explained my plan. The TEA legal counsel said it was not legal and we could not do it. I said the only other option was for the State to take over the school district. I knew he didn’t like the idea of the State running a defunct school and he told me off the record that if he was in my position he would try the plan I envisioned.
I submitted my idea to the Texas Attorney General and he said it was legal. I returned home and met with the two bank presidents and explained the proposal. They immediately liked the idea and it took them off the hook with the bank examiners. We issued the Time Warrants, placed them in the Interest and Sinking Fund payment schedule and the obligations were paid as planned. The new school was able to get cash from the banks to fund payroll which was usually about $1.5 million per month. This funding was needed until local tax and State allotments were available.
The district appealed the Judge’s order and sought a change of venue from Tyler. The Court’s Order required the school implement an educational program that was not possible because of financing. We also felt that his program was different from any program in other Texas schools. The program was written by Civil Rights lawyers without conferring with state education authorities. I felt we were being used by groups not connected to education and it was driven by politics.
We returned to Tyler about three more times and I estimate that I testified before the Judge a total of 23 hours. Each appearance required much preparation. We changed law firms and the new counsel was excellent. He was Grant Cook and he had served as counsel for several school districts in Houston. He accompanied me on our appearances in Tyler and trips to Washington D. C. We appealed the decision of the Tyler court to the 5th Circuit in New Orleans and finally won a change of venue to a more friendly Judge Wood in San Antonio. Judge Justice earned a reputation as an extremely liberal judge. He was renowned for revamping the Texas criminal justice system and the Texas prison system. I was grateful for Judge Justice’s statement that his perceived problems in the District existed “in spite of the competence of Superintendent Poole” But he did not change his Orders.
The Court Order was a two edged sword that was used to get additional funding from Washington. I had conferences with the most important education officials as well as Congressman Bob Krueger, Senator Lloyd Bentsen, and Senator John Tower. I received federal funding out of proportion to other districts in Texas. I
was a guest of Stuart Isenstat in the White House West Wing. Mr. Isenstat was the domestic adviser to President Jimmy Carter.
My disillusion with the federal government convinced me that any liberal political leanings I may have held were incorrect and I became very conservative politically. I still am.
I also received extra financing from an aide to Governor Dolph Briscoe. He told me in confidence that they had extra money from a federal grant to the state and if I submitted a plan immediately I could get a new building wing financed. I went into emergency mode –completed a project proposal and received the money. It was used to build an addition to Garfield Elementary.
I was able to build about 150 new classrooms, libraries and other facilities that were sorely needed. We developed a prototype restroom for most buildings that had inadequate facilities. Bill Nixon, who had developed the Buena Vista housing development, donated land to build a new elementary school. We constructed a new 9th grade campus in the Del Rio High School area. All of our buildings were financed by current local funds. We retired all debt obligations and were financially solvent. We did not have any bond issues. Building this much without a bond issue was a rare achievement in school financing.
My biggest disappointment with the Superintendent’s job was the inability to fire or replace weak or incompetent teachers. To dismiss a teacher required intensive observation and documentation to make a case. When I did dismiss an employee I was met by legal adversaries from the Texas State Teachers Association. Initially TSTA was a great organization whose membership included administrators and teachers. They were a real force in educational legislation. The organization was absorbed by the National Education Association and became a labor party that is dominated by the Democratic Party. Mr. Waddell and I attempted to organize for a competing organization but we were not successful.
I am pleased that most of my ten year tenure as Superintendent was successful. I established a sound structure for a business like operation. Our programs were in place and a relative calm replaced the pandemonium and chaotic conditions at the beginning. I had a five year continuing contact and an adequate salary. We had also lived within our means and we had saved enough to retire. Our children had received a good education and I was ready to retire into a more peaceful and relaxed lifestyle. I announced my retirement at age 54 and it took about 24 hours to adjust. I look back over my 32 years in education with mostly pride and know that I always gave my very best.