Study Finds Minimal Benefits in Proposed Merger of Local School Systems - TribPapers
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Study Finds Minimal Benefits in Proposed Merger of Local School Systems

Interested citizens share how they would like local schools to progress alone or together. Credit: Prismatic.

Asheville – The Buncombe County Commissioners will hold a joint meeting with administrators from Asheville City Schools and Buncombe County Schools at 9:00 a.m. on January 16 at 200 College St. to discuss the Buncombe County School System Consolidation Feasibility Study prepared by Prismatic Services.

As part of preparing the report, Prismatic Services hosted several community meetings. Unfortunately, these meetings were lightly attended. One reason was Hurricane Helene. Another reason, as Prismatic observed, was that “there is little local appetite for consolidation.” In fact, many attendees were so nonplussed that they came to the meetings to determine if they were missing something.

The consultants noted that participants were only confronted with the problem of weighing in on an abstraction: “consolidation.” The only certain cut would be one superintendent position. Any other changes would likely be made by local governing bodies rather than the state. Normally, they said, people become passionate when concrete targets are on the chopping block, such as a particular school or a favorite teacher’s position.

Overall, people were most concerned about ensuring that children receive a good education. The issue of consolidation raises longstanding observations that throwing money at problems does not solve them. It is well known that both good and bad schools can exist within the same district and that good and bad teachers can work in the same school. What matters is that a teacher has the talent and the time to “reach” her students. Some good teachers view student success as sufficient compensation, while others may move elsewhere to obtain the pay they feel they deserve. Ultimately, most students can complete their entire K-12 education without having a face-to-face conversation with a school or central office administrator.

Advocates for consolidation speak of economies of scale. While this may initially seem like a no-brainer, it works best when students are viewed as commodities in need of processing. In the real world of cognitive and emotional development, sometimes smaller is better. Although the best consolidations typically occur when small, failing systems are acquired by larger systems, the best student outcomes are supported by two constants: a well-resourced home and, while no longer politically correct, parental support for education.

Striking comments made by participants regarding the current condition of Asheville City Schools included complaints about the number of white individuals in positions of authority, “perceived violence,” administrators “throwing a lot of things at the wall,” “ineffective administrators being simply moved to the central office,” and “a perception that Asheville City Schools is not stable financially.”

Additionally, the report addressed unmanageable students who did not follow the rules and leaders who failed to enforce them. Challenges mentioned included gang activity, disrespect for teachers, bullying, and disorderly classrooms. More well-known issues included the turnover in Asheville City Schools’ superintendents—having gone through five superintendents and several interim leaders in the last ten years—the persistent achievement gap, and claims that people of color are disciplined disproportionately.

The study concluded that Asheville schools were urban, with “more progressive views on race and gender,” while Buncombe schools were also urban, serving children of migrant workers who have different needs than those growing up in public housing. Several individuals interviewed in the study expressed concerns about “perceived differences in discipline philosophies” between the two systems.

The study examined the academic and athletic offerings of both systems, as well as programs for gifted students, early college opportunities, and vocational curricula. It compared proficiency scores and achievement gaps but failed to demonstrate how consolidation would enhance student performance.

Behind-the-scenes activities at the central offices were evaluated. Many positions that did not exist 50 years ago are now necessary to maintain school technology, including everything from multimedia learning programs to student records management. The current administrative structures were deemed appropriate for each school system’s unique needs.

The report concludes with recommendations from Prismatic. Most importantly, the consultant did not recommend a merger. Additionally, the report outlined which positions and resources the researchers believed consolidation would render redundant. At $3.3 million annually, the projected savings were not impressive, especially before accounting for federal grants and state disbursements awarded per system rather than per student. Transition costs—a process that could last two years—would include legal and consultancy fees, funding for closed positions until their holders retire, and committee expenses.