A Feasibility Study (FS) is an integral part of a comprehensive process designed to assess whether the consolidation of two school districts is advisable. This study primarily focuses on analyzing numerical data, factual information, and financial aspects to determine if a partnership between the districts is financially viable. 

Who will complete the Feasibility Study, and when will it start?

The Feasibility Study will be conducted by an independent, neutral third party selected through a Request for Proposal Process. The contractor was jointly selected by both school districts and possessed educational expertise in areas such as optimization studies, small city school districts, financial planning, contractual negotiation, pupil services, instructional planning, and relevant educational metrics.  

How long will the Feasibility Study take to complete?

The Feasibility Study is expected to take approximately six (6) months to gather, compile, and compare data from both districts. Once complete, the report will be submitted to the New York State Education Department for review before it is released to the community. Following this, community support will be solicited in both districts prior to a formal vote. This will be done through petitioning or an informal straw vote. If there is enough community support, a formal vote would take place in the both School Districts, potentially in Fall of 2026.  

What will the Feasibility Study (FS) entail?

The FS will include on-site and remote meetings, data analysis, public forums, and presentations throughout the process. A Q&A document and other FS artifacts will be maintained on a Madison-Oneida BOCES website: https://www.moboces.org/mecs-cazstudy

Targeted public forums will also be convened to explore educational topics, including but not limited to financial, facility, staffing, pupil service, instruction, special education, transportation, food service and cocurricular needs.

Will there be an opportunity for community input in the Feasibility Study?

Yes, the proposal for services will include opportunities for community input through in-person, remote, and community engagement sessions with the contractor, allowing for the collection of additional information and data. 

A merger could enhance educational opportunities by pooling resources from both districts. This could lead to expanded academic programs, broader course offerings, and increased extracurricular opportunities. Students may gain access to programs that are difficult for small districts to sustain independently. 

Yes. A merged district would likely be able to offer additional electives, specialized courses, and extracurricular activities. Smaller districts often face challenges maintaining courses with low enrollment, while larger districts can sustain more varied programming. 

The current concept being explored is “Merge but Stay the Same – Let Evolution Take Its Course.” Under this model, students would continue attending their current buildings initially, preserving the existing school experience while allowing collaboration and program expansion over a several year timeframe as determined by the districts. 

Yes. Individualized Education Programs (IEPs) remain legally binding regardless of district structure. Federal and state laws ensure that special education services continue to be delivered. 

Research suggests small schools excel at student engagement and graduation rates, while larger districts often provide broader academic opportunities and college preparation resources. A merger could allow students to benefit from both strengths. 

The proposed concept aims to preserve the identity and branding of each school building. Community traditions, mascots, and school culture are important and would be respected. If buildings were ever closed in the future, the merged board  and community of stakeholders would determine ways to honor the history and identity of those schools. 

If a merger moves forward, the districts will intentionally create opportunities for collaboration between students, including shared activities, athletics, and academic programs. Student voice is an important part of every discussion and decision. 

A Morrisville-Eaton / Cazenovia merger is estimated to generate approximately $62 million in state incentive aid over 15 years, with roughly half of that aid provided in the first five years. Additional financial incentives for debt service recalculation, enhanced building aid and capital project support are provided in a reorganized district. 

The incentive aid decreases gradually after the first five years and fully phases out after year fifteen. Districts would have:

• 5 years of full funding to invest and plan
• 10 additional years of gradual phase-down
• Time to implement efficiencies and sustainable financial planning 

No. The STAR exemption is based on the individual homeowner’s eligibility, which depends on income and whether the property is their primary residence. A merger should not affect this qualification. After reviewing a sample tax bill from the recently merged Rockland CSD, the property still displayed its Basic STAR exemption. 

No. Title I awards are allocated per building. Under current federal guidelines, the merger would not reduce any anticipated Title I funding. 

No. The funding goes to the newly merged district, not to either existing district individually. 

Yes. If a merger occurs:

• Qualifying capital projects would receive at least 95% building aid (possibly 98%)
• This compares to approximately:
  • 88.6% for Morrisville-Eaton
  • ~67% for Cazenovia

Existing Cazenovia capital projects would also receive enhanced aid under the merged district. 

While no funding can be absolutely guaranteed, the merger plan must be approved by the New York State Education Department (SED) and the Commissioner of Education before implementation. 

Preliminary projections suggest the district could face significant budget gaps simply to maintain current programs and staffing levels.  This could lead to a reduction in staffing and programs in the near future. 

Because mandated services must be maintained, reductions would likely occur in:

• electives
• arts programs
• athletics
• clubs and extracurricular activities
• some enrichment programs

These areas are typically the first affected when districts must reduce spending. 

The proposed model assumes no job losses for teachers or staff. Personnel reductions would occur through attrition over time, not layoffs.

The only position expected to be eliminated immediately would be one superintendent position, since the merged district would operate under a single leader per state statute 

Teacher placement and assignments would be determined through negotiations of a new collective bargaining agreement. Seniority and existing collective bargaining agreements often play a role in assignment decisions and benefits. 

Yes. Incentive aid could potentially be used to:

• address teacher pay disparities
• improve recruitment and retention
• support professional growth 

Transportation planning would be part of the merger study. While the merged district would be geographically larger, it would still be smaller than other existing districts such as Camden or Holland Patent.

Transportation routes, safety considerations, and scheduling efficiencies would all be evaluated during the study. 

No. The EV bus mandate would pose a significant financial strain on both districts as they are currently unable to implement the requirements due to substantial fiscal challenges.  

The reorganized district will use a transition period to review all curriculum resources and evaluate best practices. This process will focus on identifying the most effective instructional materials and teaching methods for each school and grade level, with input from all stakeholders. 

A new combined Board of Education would be created to represent the communities of the merged district. Representation and board structure would be determined as part of the merger plan. 

The process typically includes:

1. Community engagement and information sessions
2. Selection of a merger study consultant
3. Completion of a feasibility study (6–9 months)
4. Community discussion of findings
5. Public vote in both districts

If approved, merged districts typically begin operating on July 1 of the implementation year. At this juncture, July 1, 2027, is theoretically possible. 

Historically, under the old process, consolidations were a high bar to achieve.  However, the process was revised and resources increased to incentivize the merger process.   

Other nearby districts have been considered. However:

• incentive aid caps reduce the financial benefit of some mergers
• tax rates and district characteristics also affect feasibility

Cazenovia and M-E currently appear to offer the most viable partnership under existing formulas. 

Some districts use tuition agreements for secondary education. In those cases, students typically receive their diploma from the district they attend, not their home district. 

Community members are encouraged to participate in:

• ThoughtExchange feedback
• Coffee with the Superintendents events
• Town hall discussions
• Board of Education meetings

Community voice will play a critical role in determining whether this concept moves forward. 

Made in kitchen 

Health matters of personnel 

Yes. M-E-Cafeteria staff are paid from budget and most do not receive benefits. 

1990 Caz brought in an outside agency. 

Will be determined by the new board and leadership.  If we were to merge, the concept is that when the merger occurs it is more of an administrative merger and savings will come later on.  This is a value-add merger model, and operational savings will come over time.  This is not a merger where the food service department will be wiped out.  What does it look like 1520 years from now is up to future boards. 

Yes. 

M-E cafeteria fund operates separately from the general fund.  If the service operates in the red, the district uses the general fund to cover the deficit.  Cafeteria staff currently operate in the positive. Caz-similar model-we pay per meal and have the Cafeteria fund.  Last few years we drew the fund balance down because of some of the changes and amount of student a la cart purchases. It is not difficult to affect change.  Menus are out a month in advance.  Chartwells have been very amenable to making changes.  

Not like M-E but there is a community organization called Caz Cares supports summer lunches. 

Yes. Caz Cares supports students’ food needs year around. 

No because we won’t get the building aid to fund a new school due to the amount of space the districts currently have.   

No, not really.  Caz currently has a lot more students driving than before.  

We sold it for $1, we can take it back if they don’t take care of it or if school population increases to a certain level. 

When M-E hosted All County, there was a lot of stress on the space.  When looking at a merger, we are looking at more spaces to have increased programs.  The functionality would not be that different.  There may be some stress if we have to close a building and move programs or students to another building.  I don’t anticipate stress because we would have more space for functions. 

BOCES could possibly use the space (repurpose, purchase, or rent space). M-E is currently leasing space in the elementary building (4 spaces) to BOCES, and current conversations are occurring about the possibility of using the middle / high school? 

All employees are Caz employees. 

It is certainly something that would be included in future conversations.  We gave one hypothetical solution based upon what we anticipated to be one of the greatest obstacles.  We know that the Caz brand and geography are very important.  How do we merge two distinct cultures without significant disruptions?  We could be really off on where people want schools to be.  People may desire to . We don’t know what the joint board will have all children attend the MECS Middle/ High Building at some point.  We don’t know what the new joint board will decide. Could the elementary school be in the middle high school?  Sure.  There was a desire from some in the village to keep the elementary school there. 

 Students are not allowed to drive in some districts and have to meet criteria. 

Caz transportation aid is roughly 64%, M-E is 90%. Aid would be recalculated at the higher level if the merger occurs. 

Yes we have looked at all potential possibilities.  Current site is 8 acres and half is wetland.  Caz took a tour of a different style of bus garage and looked at other potential sites including Fenner Field as a potential solution.  There are many challenges and want to be debt neutral.  We have projects that come off the books in 2031, and we have to move forward.   

From NYSED: there is always a non-zero chance that the legislature can suspend things.  Governor made it clear years ago that save harmless is in the crosshairs.  The laws are the laws and we follow them.  Right now there is a major incentive to merge.  Over the 14 years it appears to be almost $62 million dollars. 

From NYSED: the policy is that the MCA remain grandfathered and doesn’t necessarily get revised based upon actual enrollment if the proposed project does not increase the square footage of the building.  If you’re building new or adding square footage, it will then be recalculated.  There is a lot of aid that comes with the merger.  Facilities planning will conduct their review of the project if they deem it unreasonable, it will not be approved.  They have their practices and policies that won’t change simply for the merger.