1. The School of Education- St. John’s University
TOWNSHIP BASED SCHOOLS: An Analysis of School District Consolidation of Nassau County, Long Island, N.Y.
The School of Education- St. John’s University
Oakdale, New York By
Samuel Thompson

2. Purpose of the Research
This researcher examined the process of school district consolidation necessary to centralize 56 public K-12 school districts in Nassau County of the Long Island region of New York.
The researcher analyzed the efficacy, efficiency, and equity of county, township, and regionally based school systems for Nassau County.

3. The following questions guide the study:
A. If schools in Nassau County, New York were reorganized within townships what would they look like in terms of the following variables:
Finance Instruction
Enrollment Demographics
B. How can an analysis of the above variables of Nassau County, New York, K-12 school systems provide Strategic Foresight of what a town-based model would suggest in terms of efficiency and efficacy

4. Methodology
56 school districts in Nassau County of the Long Island region of New York was evaluated based on a set of four required variables for school district organization in New York State.
Finance, instruction, enrollment, and demographics were explicitly defined and organized into tables for comparative analyses and understanding.

5. Methodology Continued
Data were analyzed for the purpose of developing regionally merged districts using the Five Cs Model (Hughes, 2010) and Strategic Foresight (Hines and Bishop, 2006) to propose new geographic boundaries around six reorganized regional school districts.

6. Methodology
Data Sources: Data Points(Hughes, 2012); N.Y.S.E.D. School Data; US Census Bureau Data
Statistical analyses such as comparative means, ratio scales, rank order, and descriptive analyses to find a measure of variability between the districts. Charts, tables, and graphs will be used to determine practical significance of the data.

7. Methodology Continued
A contextual analysis using The Five Cs Model (Hughes, 2010) was conducted to evaluate:
Content- What do we have?
Compare- Who are we?
Contrast- Where do we stand?
Context- Why are we here?
Construct- How do we move?

8. Results
The Five Cs analysis of aggregate data from comparative means analysis, rank order and ratio scales provided the implications and sustainability of current school district organizational structures across Nassau County.
These data findings were then applied to guidelines for Strategic Foresight to determine practical significance of a new model. These steps involved the following: Apply forecast tools; Scan the environment; Look for turning points (See Table 22).

9. Results- Nassau County
Finance- Greater efficiency impact from shared resources and economies of scale savings. Costs for governance and administration would also be cut.
Instruction- Close achievement gaps that currently exist amongst 56 individual school districts; offer broad instructional services and programs.
Demographics- At first glance the demographic picture would seem more varied under one geographic boundary. However, populations are still clustered in specific sections of the county.
Enrollment- Lesser impact for declining enrollment numbers as a county structure for education.

10. Results- Three Townships
Finance- Shortfalls exist within the Town of Oyster Bay which could lead to fiscal crisis (See Table 6). Teacher Salary Expenditure is also high in this township which may attract better qualified teachers
Instruction- Two thirds of the townships continue to perform better than county averages. Could also offer clarity for the redistribution of state aid.
Demographics- Less effective under township model. Higher percentages of low socio-economic families or limited English proficiency students in one township would present new challenges.
Enrollment- Average enrollment decline would not have as great an impact as the current school district organizational structures. Two thirds would remain above the county average (See Table 10).

11. Six Regionally Merged School Districts

12. Results- Six Regional Districts
Finance- Balanced revenue/expenditures; Varied tax levy and tax per pupil rates
Instruction- Achievement remains for more students in general; Broader access to highly effective teaching and programming choices
Demographics- Reduce the challenges associated with specific student populations
Enrollment- Stable or minimized impact of declining enrollment

13. Summaries/Recommendations
This study provides a framework and system for further research and iterations of geographic boundaries
The plausibility of a regional merger for school district reorganization is high and can be planned or framed around different priorities.
Some outliers exist in finance and demographic indicators such as, taxes and specific student sub-groups. However, enrollment and instructional results were consistent.
Long-term sustainability of current organizational and operational structures are no longer plausible. Mergers provide a plausible option for the future of school districts on Long Island.