The following is a compilation of questions that were asked by community members as the exploration process into reorganization between the Marion and Williamson Central School Districts was undertaken.
On March 27, 2025, it was announced that the feasibility study into reorganization between the districts will not go forward. Instead, the districts are exploring new possibilities for sharing more services and additional forms of collaboration.
Each of the following questions includes a response from the Marion administration.
1. Why didn’t more people know about this meeting? Was communication lacking?
Information about the joint Board of Education meeting was shared through multiple communication channels, including ParentSquare, social media platforms and the district websites. Additionally, postcards were mailed to all residents in both districts to ensure broad awareness. These conversations have also been taking place separately at each district’s Board of Education meetings for the past year. Updates from those meetings have been communicated individually by each respective district as part of their ongoing commitment to transparency. We recognize that clear and consistent communication is essential and will continue to prioritize it throughout this process.
2. Why hasn’t there been a clear presentation or communication of a study budget?
Through the merger presentation, budget information was provided in the snapshot of:
- Marion Budget 2024–25: $22.7M
Additional breakdowns may be available in district-specific documents and presentations:
Marion CSD Budget webpage
3. Why aren’t you cutting costs or “cutting the fat” before discussing a merger?
Both districts are currently facing rising expenses against lower projected revenue. A feasibility study will explore if reorganization can create more sustainable efficiencies.
4. How many years will it take to settle this?
On average, a NYSED feasibility study can be completed in six to nine months. However, the timeline is flexible where each district has the ability to select a pace that works best for their communities and students.
5. How will all the bussing and shuffling around affect the kids?
At this time, we do not have specific examples; a feasibility study would examine various aspects, including the impact on transportation.
6. Why aren’t cost-saving strategies being pursued like households and businesses do?
School districts often face the challenge of escalating expenditures outpacing revenues, particularly due to rising costs for personnel, special education services, facilities maintenance, and technology. To combat these financial pressures, districts typically implement a variety of efficiencies and cost-saving measures:
- Shared Services Agreements: Districts often collaborate with other districts to share services, such as transportation, special education, food services, and athletics.
- Operational and Energy Efficiency: Operational efficiency refers to the ability of an organization to deliver its products or services in the most cost-effective way while maintaining high quality. It involves minimizing waste, reducing unnecessary costs, and improving processes to achieve optimal performance. In a school district or any organization, operational efficiency means using resources (like time, money, and labor) in the most effective way possible to achieve desired outcomes, such as high-quality education.
- Staffing Adjustments: Schools may reduce staffing levels to save money. Districts may combine classes or offer virtual learning options to reduce the need for as many physical classrooms or teachers.
- Technology Integration: Incorporating technology into classrooms can help streamline operations. For example, adopting digital textbooks or learning management systems can reduce the cost of printed materials and allow for more efficient teaching practices.
- Budgeting and Financial Planning: Effective financial planning and budgeting in collaboration with financial advisors can help districts identify areas where they can cut costs, avoid overspending, or redirect funds to higher-priority areas.
- Maximizing Revenue Sources: Many school districts aggressively pursue grants to use for specific programs, professional development, or to offset general operational costs.
7. Why is a merger being considered before other options?
The effort to remain fiscally responsible has always been a priority for Marion schools. In addition, Marion CSD currently shares multiple services and implements cost saving measures. Examples of these are listed below.
- Marion CSD has utilized BOCES services whenever possible in order to reduce costs and to receive additional State Aid.
- Marion CSD has a shared agreement with Williamson CSD for a Shared Food Service Director.
- Marion CSD has a shared agreement with WFL BOCES for Food service at the Wayne Education Center. This provides additional revenue for Marion CSD
- Marion CSD has a shared agreement with WFL BOCES to share the Assistant Superintendent of Instruction. This agreement provides half of the ASI’s salary and benefits.
- Marion CSD has several agreements with neighboring districts for athletics.
- The Marion CSD Transportation department provides transportation for pre-school children for Wayne County. This provides additional revenue.
- Whenever possible, the Marion CSD joins cooperative contracts to save costs on items like utilities.
- Marion CSD has a shared agreement with Gananda and Williamson for the use of our Medical Director. This pays for a portion of her salary and wages.
- When possible and needed, the Marion CSD may provide transportation for other districts. This provides additional revenue. Also, districts tend to help each other out with transportation when possible and when needed.
8. Who initiated this conversation — the state, BOCES, or one of the school boards?
The Boards of Education have been having these conversations separately at their respective meetings over the past year. This exploration was initiated locally — it is not mandated by the state. Both Boards were voluntarily considering reorganization options, with BOCES serving as a facilitator and guide throughout the process as the liaison between the New York State Education Department.
9. Are there examples from other rural school districts who have done this (centralization or annexation)?
Ilion and Mohawk school districts merged to create the Central Valley School District. Elizabethown-Lewis and Westport school districts merged to create the Boquet Valley School District.
10. Could this become a band-aid solution rather than a long-term fix?
The goal of a feasibility study is to provide important information that helps support future conversations and decision-making about what is best for students, staff, and the community. It also explores the potential for collaborative and shared opportunities between the districts, offering a clear, fact-based foundation for continued dialogue and planning.
11. What exactly will the feasibility study look at?
A NYSED feasibility study includes a detailed review of key areas such as academic programs, enrollment projections, staffing, facilities, transportation, and financial implications. It examines how reorganization could affect both districts and identifies opportunities for improved efficiency, expanded student offerings, and long-term sustainability.
12. Should the feasibility study compare centralization versus annexation, or only centralization?
A Feasibility study would provide important information for the districts and school community to engage in meaningful dialogue and make well-informed decisions about all their options.
13. What happens if we pay for the study and do nothing with it?
It's unlikely a merger study would result in zero actionable insights. Typically, studies like these aim to identify areas of improvement, cost savings, or operational efficiencies. Even if the specific recommendation is not to proceed with a merger, the findings could offer valuable recommendations for other ways to streamline operations, improve services, or achieve financial savings.
14. Why isn’t there a clear goal before entering into a feasibility study?
The goal is to act in the best interest of the students and the school community. The purpose of the feasibility study is to develop clarity and gather essential information. Without this study, the Boards cannot make an informed decision about whether or how to move forward with any potential reorganization.
15. Wouldn’t a financial consultant focused on past and current budgets be more helpful?
A feasibility study includes many different aspects, including financial analysis, and provides both districts with a comprehensive view of various innovative ideas and opportunities for collaboration and improvement.
The Marion CSD has looked at the expenditure trends and revenue trends for the past several years. We consult with our auditors and financial advisors to ensure that we make fiscally sound decisions.
The District also subscribes to Frontline for long range planning software. The past and current trends for increased revenue has been a 0-3% annual increase in Foundation Aid and an annual tax levy increase between 2.3 - 2.8%. A 1% increase in Foundation aid is equivalent to about $90,000 and a 1% increase in tax levy is equal to about $75,000. These minimal increases are far short of the new expenditure increases. The expenditure increases are caused by the current annual health care trend increases of 10-14% and average wage increases of 4%. The current trend is a 2:1 deficit ratio for new expenditures vs new revenues. Last year Marion CSD cut well over $1,000,000 in staffing.
For the 2025-26 budget, Marion CSD will allocate nearly $1,000,000 from reserves and unappropriated fund balance. If the current trends continue, Marion will have to do a combination of additional staff cuts and reserve appropriations for each budget moving forward. This is simply not sustainable.
16. Why are 80 students in Marion being homeschooled? Have they been asked?
When parents submit their letter of intent to homeschool, sometimes they include a reason. Some parents have indicated the following reasons: Personal or religious reasons, increased flexibility, and student health. Each year MCSD sends out a survey to parents to determine their intent to homeschool for the next school year. This year’s survey includes an optional question asking parents to indicate their reason for homeschooling.
17. Are we just “kicking the can” down the road with a temporary fix?
The goal of a feasibility study is to explore innovative and long-lasting solutions that support students, staff, and the school communities. It includes many different aspects—such as financial analysis, enrollment trends, facilities, and academic programming—and provides both districts with a comprehensive view of potential opportunities for collaboration and improvement.
18. Why are our districts in such financial trouble while others aren’t?
This is not a district-specific issue—many rural school districts across New York State are having similar conversations as they face challenges related to enrollment, staffing, and long-term financial sustainability.
19. Why are our enrollments declining, especially if statewide numbers are stable?
Many rural districts across the state are experiencing declining enrollment due to housing trends and population shifts toward larger cities. Overall, public school enrollment is declining across NYS.
20. What are the negatives of a merger? (Why are we only hearing the positives?)
Some of the challenges that may arise include the loss of individual district identity or traditions, changes to school culture. There may also be staffing adjustments due to overlapping roles, as well as transportation changes that could result in longer bus rides for some students. Additionally, facility changes could lead to the closure or repurposing of buildings. The purpose of the feasibility study is to carefully examine both the benefits and potential challenges, ensuring that any future decisions are informed, transparent, and centered around the needs of the school communities.
21. What is the actual cost of the feasibility study?
The cost of the study has not been set at this time. The final amount will depend on several factors, including the consultant selected, the scope of work, and any additional areas the Boards of Education request to be included.
22. Is the state funding for centralization guaranteed and protected, given unpredictable politics?
At this time, there is $70 million in incentive aid available over 14 years and 95% building aid offered through reorganization incentives as outlined by the state budget. However, we would need to gather additional information and reassurance from the State Education Department and state legislators regarding the long-term protection and stability of these funds as it is governed by legislation.
23. Wouldn’t combining programs and sharing services make more sense than a full centralization?
A key purpose of the feasibility study is to provide a comprehensive review of all available options, including the potential to combine programs or share services as alternatives to full centralization. The study will offer data, analysis, and community feedback to help evaluate what level of collaboration—whether shared services, partial program alignment, or full centralization—would best serve students, staff, and both communities.
24. What happened to the older BOCES regional high school study ideas?
The previous regional high school study that took place in this region occurred over 10 years ago and focused on a different goal—creating specialized high schools throughout the county. More recently, NYSED has encouraged districts across the state to explore regionalization efforts as a way to promote equitable opportunities for all students, regardless of their zip code.
25. Could regional sharing be explored instead of merging two districts?
One of the primary goals of the feasibility study is to explore a range of options, including regional sharing of programs and services as an alternative to a full merger. The study will gather data, analysis, and community input to help determine what level of collaboration—whether through shared services, program partnerships, or full centralization—would provide the greatest benefit to students, staff, and both communities.
26. Why wasn’t student data (enrollment, performance, outcomes) included in the presentation?
The student data shared in the presentation included Marion with 601 students and Williamson with 944 students. Current Marion performance and outcome data is included below.
MCSD:
- Grades 3-8 testing proficiency rank in Wayne County: first for math, second for ELA
- Grades 3-8 testing proficiency rank in WFL BOCES (25 districts): first for math, fourth for ELA
- 23-24 Average Regents proficiency: 89%
- 4 Year Graduation rate: 98%
27. How will the boards engage with the community moving forward?
The Boards are committed to engaging with their school communities throughout this process.
Marion and Williamson are considering additional shared Board of Education meetings to discuss options for collaboration.
28. What happens if we don’t move toward reorganization — what are the risks?
See response to question 15
29. Was the financial deficit projection modeled out over 5, 10, 15 years?
Yes, it is projected based on the current information that we have and trends. We utilize an outside financial consultant and financial modeling software. The 2:1 deficit ratio would continue based on the current trends and information that we have. If there are big changes to the NYS foundation aid formula, or other significant changes to expenses, those factors would have a large impact on our projections.
30. How many students from each town attend BOCES programs?
From Marion, students are enrolled in several BOCES special education programs, including 1 student at Finger Lakes Secondary School, 1 at Wayne Education Center, 2 at Midlakes Education Center, 3 at Newark Education Center, and 4 at Red Jacket Education Center. In Career and Technical Education (CTE), 23 Marion students attend Wayne Technical and Career Center. This brings Marion’s total BOCES enrollment to 34 students.
31. Can BOCES be more clearly included as a path for students who don’t plan on college?
BOCES is a collaborative partner in supporting student success, offering a wide range of programs that align with varied student pathways and life goals. These opportunities help prepare students for college, careers, and life beyond high school.
32. If grant money will cover most of the study, why wouldn’t we do it?
Grant applications to cover the cost of a feasibility study are currently closed. When the grant applications open, we could apply if the Boards decided to move forward with a study. We need to determine the amount of study cost the grant will cover.
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