Counties with jail beds to spare will soon be able to make a little cash housing state prison inmates.

Under a new program introduced by the N.C. General Assembly earlier this year, minor criminals with short sentences won’t be housed in state prisons anymore. The new measure will mean more heads in local jails and, for some counties, a little more money in local funds, too.

Currently, county jails hold inmates charged with a crime and awaiting trial. Once sentenced, they are shipped off to state prison, unless their sentence is less than 90 days, in which case they serve the short time in the jail.

But starting next year, county jails could end up housing inmates with sentences up to 180 days who would have otherwise ended up in the state system. It will only apply to prisoners convicted of misdemeanors; felons will still go into the state system.

Essentially, it’s a logistical move, said Eddie Caldwell, vice president and general counsel for the North Carolina Sheriff’s Association. They’re the group that’s going to manage the project.

“The legislature believes that there is available capacity in the county jails, but we’ve never had a mechanism to match up the heads with the beds that are available,” said Caldwell.

The program is completely voluntary. Local sheriffs don’t have to take on the prisoners if they don’t want to.

But for those who do have extra room, they’ll get paid to house these prisoners that would have otherwise ended up in the state’s prisons. How much counties would get is not yet known, according to Keith Acree, public affairs director for the department of corrections.

“The payment structure has yet to be determined, whether it’s a flat rate or something else,” said Acree. But, he said, what is certain is that on January 1, the department of corrections will get out of the business of housing misdemeanor criminals.

It’s welcome news for some counties that have new or unfilled jails where empty beds are eating up money.

“If you’ve got a county that has beds sitting vacant, there’s a certain amount of cost built into that bed anyway, so the cost putting an inmate in there is incremental,” said Caldwell. “We think that those sheriffs who have vacant beds would be glad.”

Especially if it means they can make a little money to cover their jail overhead.

Originally, state lawmakers wanted to save money by dumping the misdemeanor criminals on counties without compensating them, an idea bandied about for several years, said Caldwell. Several other states already do it.

But clearly the state’s sheriffs didn’t like the idea unless it came with money to cover the inmates room and board.

In the current scenario, the state is still projected to save a bit of money. They’re closing four small, minimum-security prisons, including the Haywood Correctional Facility, which will cut some costs.

And the state will increase court costs starting this month to cover the cost of housing prisoners.

Statewide, the changes should affect between 5,000 and 6,000 inmates, said Caldwell. It’s hard to really pin down an exact annual number of those that could land in county jails — those with sentences between 90 and 180 days with misdemeanor crimes.

On one day in March when he took a tally, there were 1,700 inmates who fit the bill, and he figures that’s about average.

In Haywood County, there were 14 inmates convicted in 2010 who match the criteria. Jackson County had four, Macon County had eight and Swain County only two for that year.

So, on the surface, it doesn’t seem such a big deal for smaller, rural counties.

But in Wake County, the state’s most populous, there were 296 convictions in 2010 that would have to be housed locally somewhere under the new rules. And portioning those out could be a boon to empty jails.

Eventually, Caldwell sees this program giving counties an incentive to build bigger jails than they may need, theoretically paid for by prisoners other places didn’t want.

Currently, the N.C. Sheriff’s Association is figuring out how many beds there are in facilities around the state, then contracts will be signed before the program goes into effect at the beginning of next year.

In what promises to become an increasingly expensive proposition, county taxpayers must now pick up the tab for cleaning up illegal methamphetamine labs.

The federal government notified states in February that it would no longer pay for such clean ups, which involve dangerous, potentially explosive, chemicals and toxic residue. The state covered the cost for a while, but after spending about $165,000 to clean up some 50 labs in North Carolina in the past six months, the state has spent all it wants to and will now place the burden on counties.

More than 230 meth labs were discovered and destroyed in North Carolina last year; Jackson County destroys between one and nine of the illegal labs a year.

Jackson County this week got stuck with its first meth-lab bill.

In this case, the bill was estimated to come to just $1,500, but that’s because the meth lab deputies busted was a particularly primitive operation. Some cleanups downstate of “superlabs” have cost as much as $20,000, according to news reports.

The lab operators were using a makeshift method recently developed called “shake-and-bake,” said Lt. Shannon Queen of the Jackson County Sheriff’s Office, in which the ingredients are mixed in soda bottles. This can pose great potential dangers, because the shaken chemicals are highly volatile.

During a discussion at a Jackson County meeting this week, Commissioner Doug Cody worried aloud about the possibility of a “huge cleanup” in the future, and the potential cost to a county unprepared for such a financial blow. Queen said that law enforcement and prosecutors routinely seek restitution, but “as the saying goes, you really can’t get blood from a turnip.”

In other words, getting money out of convicted drug dealers could prove an uphill battle for local governments.

Queen said deputies received an anonymous tip late last week that resulted in the bust. Following the lead, they set up surveillance at the bottom of Greens Creek Road on July 29, and discovered Keisha Leigh Maki, 25, of Granite Falls, and Billy Ray Davis, 54 of Waynesville, according to a news release from the sheriff’s department.

The couple was hunkered in the weeded area near where Greens Creek goes into a culvert and crosses under U.S. 441. Queen told commissioners this week that the two were using creek water as part of their meth-cooking cooling process.

Whenever local officers breakup a meth lab, a hazardous-materials mitigation team must come and remove the chemicals involved, and everyone involved — officers and suspects — go through decontamination.

Maki and Davis were both charged with manufacturing methamphetamine, trafficking, possessing precursors for methamphetamine, conspiring to manufacture methamphetamine and possession of drug paraphernalia. Both were being held early this week under $100,000 bonds. Their first court date on the charges was scheduled for Aug. 16.

Since 1917, the Red Cross has flown its archetypal white flag in Haywood County. In the 94 years that have since passed, the charity’s presence in the county has been steadily dwindling. First, the Waynesville chapter disappeared. Then the Canton chapter fell by the wayside.

The weight fell on what became the Haywood County chapter of the Red Cross, but now that last holdout is looking at closing its doors as well.

“Our chapter has been struggling financially for several years,” said Kim Czaja, the chapter’s financial director, who will be out of a job in September.

They’ve made some pretty hefty strides in the last few years — cutting the yearly debt from $28,000 down to just around $2,000 — but it just wasn’t enough.

Really, though, said Czaja, what’s happening to Haywood is just a snapshot of a very turbulent climate in the Red Cross around the country.

Chapters in Cincinnati are merging to save money, Buffalo is slashing 50 jobs in their blood division and the agency said it’s cutting administrative jobs, consolidating things like payroll and accounting, which are currently done by each chapter.

“There are layoffs going on throughout the Red Cross as a whole,” said Czaja. “It’s just a change right now, and I’ll be honest with you, it’s like any change, it can be painful but it is a very good thing because it’s definitely going to make the Red Cross stronger.”

Some of the services the local chapter offers will also go through an evolution, probably being administered out of the regional office in Asheville.

The western region of the state has seven Red Cross chapters. Haywood County was the only one west of Asheville, and it’s been that way for years, said Czaja.

“We want to continue to be strong in the community, but it is going to be different,” said Czaja.

She estimates that they serve around 7,000 to 8,000 people every year. That includes all the classes — CPR, first aid, swim and lifeguard courses — blood drives, water safety classes in schools, helping businesses craft emergency plans and local versions of the disaster assistance the Red Cross is known for globally.

They also offer financial help to military families and get them in touch with service members overseas when there’s an emergency at home.

The restructuring is a new proposition; Czaja, who is only part-time and the chapter’s only paid employee, just learned of the changes last week. So that means she’s not yet sure how or when the fallout will actually fall.

“There’s a lot of fear because the doors may be closing,” said said. But she’s hopeful that the group’s role in the community won’t diminish and that they can continue serving the county through volunteers. She started as a volunteer herself.

“I understand decisions like this have to be made,” said Czaja. “The most important thing is that the services continue.”

Swain County should finally have a budget by early August, nearly six weeks after the start of the new fiscal year.

Commissioners passed an interim budget to keep the county running over the summer, one of only two counties in the state that didn’t pass a full budget by the July 1 deadline.

That, said County Manager Kevin King, was because he was waiting on the state to adjust what the county is due under a new formula for Medicaid reimbursement. The formula was tweaked recently, and the state and county had to work through exactly how much Swain should get.

After the adjustments, which should be in by mid-August, King expects the county to get a few hundred thousand extra dollars.

Because the deficit would be too great to make up out of the county’s savings, King said he was forced either to wait and hope for the Medicaid money or propose county layoffs or a tax hike.

He chose to wait.

With the numbers now in, commissioners this week got their first look at the proposed 2011-12 budget, which will take effect in September.  

If commissioners approve the budget on August 8, the county will have $14.9 million to work with, up $2.5 million from last year’s budget.

The increase is going to two building projects on the county’s to-do list this year: new classrooms at West Elementary School and the construction of the Swain County Business Education and Training Center on Buckner Branch.

The property tax rate will stay the same, despite the additional spending. The school project is being paid for out of a capital reserve fund where savings had been set aside for school construction.

The training center, a joint effort by Southwestern Community College, the Fontana Regional Library, Swain County Schools and the county, is being underwritten by a $1.1 million grant from Duke Energy.

The elementary school upgrade is coming from a capital reserve fund set aside for school improvements suggested by a committee last year.

Otherwise, the budget is nearly identical to last year’s numbers, but the county will have to take a $158,000 dip into its fund balance to come out with a balanced budget.

That, said King, is because the county has suddenly lost around $300,000 in revenue it has counted on for years from the Tennessee Valley Authority.

As a government entity, TVA doesn’t pay property taxes, but does make “payments in lieu of taxes” for Fontana Dam and its generators. A new formula for the payments has drastically reduced what Swain historically got and diverted the money to Graham County instead.

That’s affected their fund balance too. The county was chastised in 2009 by the Local Government Commission for letting the fund balance, essentially the county’s savings account, dip too low. State law mandates that the account be at a minimum of 8 percent of the county’s annual budget, equivalent to one month’s expenses.

“Last year it was at about 13 percent,” said King. “But we’ve had decreases in our TVA [revenue], so it’s somewhere in the neighborhood of about 10 percent.”

He said he’s not yet certain of the exact numbers, since he is expecting some payments to the county’s accounts soon that will change the account’s balance.

The bottom line, though, is that revenues are down. And unless expenditures start dropping with them, the county must keep returning to the prospect of raiding its savings.

Currently, Swain is taking Graham County to court over the lost TVA monies. King said they hope to have their money back within a year. But Graham has filed a suit of its own, so the legal entanglements might not be so easy to sort out.

The proposed budget will be available at the Swain County Administration Building until Aug. 8, when commissioners will host a budget hearing and then vote on the document.

Local and state leaders in Western North Carolina are vigorously opposing a cost-savings plan to consolidate administrations of 15 of the state’s smallest community colleges, including those of Haywood Community College and Southwestern Community College.

A joint state legislative committee on government efficiency has recommended merging the leadership of community colleges with fewer than 3,000 fulltime students. The group said this would save taxpayers about $5 million a year.

“I’m still not clear in my own mind about what exactly we are try to accomplish through this, except to save a little bit on administration,” said Bill Upton, a Haywood County commissioner and a retired educator of 38 years. “But what is it going to cost? Ultimately, I think it would be the staff and students who would suffer.”

Scott Ralls, president of the state’s community college system, agreed with Upton, saying what isn’t clear on a simple spreadsheet “is the role of community in community colleges.”

SEE ALSO: Are community colleges efficient?

“HCC, for example, is the best community college in the nation — for Haywood County,” Ralls said in an interview last week at Haywood Community College. He was in town for a meeting of the state’s community college presidents.

Over the decades, counties and schools such as Haywood County and HCC have together created this community-unique college, Ralls said, with the programs and the instructors tailored to fit the needs of Haywood County’s residents. Start lumping the leadership of various community colleges together, and you risk destroying what is arguably one of the best community college systems in the U.S., he said.

“The nature of these colleges would not be as colleges anymore, but as the campuses of other colleges,” Ralls said.

Any potential savings would be negated by the heavy toll, in terms of the loss of its colleges, to the communities involved, Ralls said.

HCC President Rose Johnson serves as an example of what intricate roles a community college leader plays in the lives of residents. Johnson became president of HCC in January 2006.

She helped start a green initiative through the chamber. She has volunteered on the elk project in Cataloochee Valley. And Johnson has worked directly with local businesses such as Evergreen Packaging to tailor employee training.

President Ralls said the smaller, rural colleges listed in the report for consolidation provide education and training in 36 counties with an average unemployment rate of 11 percent, compared to the current state average of 9.7 percent. They include nearly half of the state’s 40 most economically depressed counties.

Additionally, 23 percent of the funding for the state community college systems comes now via the support of local county commission boards.

On a practical level, Ralls said, how willing will those community leaders be to keep chipping in dollars if local control is jerked away?

Local support could erode, but savings could mount

Probably not very willing at all, said Conrad Burrell, chairman of Southwestern Community College’s Board of Trustees and a former Jackson County commissioner.

“The state’s system was created to serve the needs of the community, and this would be taking away from the community,” Burrell said. “We’re all different, with each of our colleges responding to the differences in the communities. I feel this would be detrimental, and it would be wrong.”

But on paper, and given the difficult economic times, the proposal would appear to have merits. Additionally, SCC seems to exist as a perfect model of how multiple counties actually can be served — and served very well indeed — by a centralized administration. SCC is headquartered in Sylva, with facilities in Macon, Swain, Cashiers and on the Cherokee Indian Reservation.

Twenty community colleges in North Carolina, such as SCC, already currently serve more than one county.

“The high level of local control that allows colleges leeway in how they implement administrative structures and activities is staunchly supported by college administrators, but it reduces the efficiency of the colleges and the system office,” the report notes. “Back-office functions — administrative activities that do not necessarily require face-to-face interactions, such as payroll or receiving — are performed at every college, resulting in 58 iterations of each activity.”

It’s cheaper per student, too, the larger the college, with the report finding that cost ranged from $447 to $1,679 for each student. As for administrative costs at colleges with fewer than 3,000 fulltime students, the cost per student averaged $983; this compared with $647 at larger institutions.

“Larger colleges benefited from economies of scale,” the report notes.  

The mergers would involve combining the administrations of two or more colleges into one, creating a multi-campus college. The government group suggested such functions such as senior administration, financial services, human resources, public information, institutional information and information technology could merge.

In turn, the newly merged administration would determine the staff needed at each campus to ensure smooth operations of the college.  

The State Board of Community Colleges would be responsible for determining the actual number of mergers based on the groupings of colleges selected. The government group noted that, assuming each merger involves two schools within 30 miles of each other, at least one of which is a small school, there would be 15 mergers. However, the system could opt to merge three or more schools to create one multi-campus college under the recommendation.

Not so fast

But those educators actually working in the state community college system warn to look deeper.

“If you’re just materialistic in looking at the numbers, maybe it looks good,” said Donald Tomas, who became SCC’s president just at the beginning of this month. “SCC is sitting at 2,800 students right now, with double-digit growth (over the past few years) — are they projecting all this out a few years?”

An apparent lack of projecting into the future contained in the report, and of getting into the nitty-gritty of the numbers actually used to compile the recommendations, is what Tomas said disturbs him the most when he looks at such sweeping recommendations.

“What is the criteria that they are using?” he said. “If you just look at the savings it all sounds good. Until, that is, you get behind the scenes and really try to understand what they are looking at.”

Tomas seems to make a valid point: the report, one that if adopted would make irrevocable changes in the name of saving dollars to North Carolina’s community college system, is just 32 pages in length. It does not assess the rapid growth currently being experienced by the state’s community colleges and how that will play out in the future, nor does it discuss more abstract concepts, including whether there would be continuing local funding support if the recommendations were adopted.

It would be difficult to overstate the importance of the community college system in North Carolina: The state’s community colleges serve some 243,854 fulltime students, with enrollment over the past few years (since the recession started) increasing by 28 percent, with no drop in numbers anticipated, according to President Ralls.

Jackson County Manager Chuck Wooten, who served as the vice chancellor of administration and finance for Western Carolina University before retiring after a 30-year career as an educator, said he believes there are too many unanswered questions to take such a huge gamble for relatively small apparent gain.

“Obviously, the identity with a local community college is important to each county and its citizens,” Wooten said in an email. “I believe commissioners will not be as interested in allocating funds for a community college if the local identity is lost. Certainly, there are some efficiencies to be gained by eliminating duplicative administrative positions; however, the local county will be impacted by losing jobs.”

Johnson, president of HCC, believes merging colleges — say, HCC and SCC, though the report doesn’t specify particular mergers, only in broad terms merging the ones that are “too” small — would be bitter pills for the communities being pinpointed to swallow. Each community pushed for a community college, usually provided the land needed for the colleges, handed over many dollars over the years, and have taken enormous satisfaction in the colleges that were built.

“I believe it would remove the pride of having a higher-education institution, that was created by the community and sustained by the community for all these years,” Johnson said. “I believe the greatest danger is of losing that community involvement.”

Thom Brooks, SCC’s vice president for instruction and student services, also believes consolidating college administrations would have serious local consequences.

“Our success as a community college is directly attributable to responsive local leadership that ensures that we meet the unique needs of our students and communities in a timely and effective manner,” Brooks said in an email. “I am unaware of many models where education is enhanced through added bureaucracy and long-distance decision making.”

N.C. Rep. Ray Rapp, D-Mars Hill, said he’ll oppose any move to merge community colleges, terming the report “pennywise and pound foolish.”

“It is a bad idea,” Rapp said, “and it would undercut local autonomy.”

That said, Rapp also emphasized the report points out some areas for increased efficiencies in the state community college system, particularly through combined purchasing power.

President Ralls said there has been movement in that direction, and noted that in recent months the community college system has sought private-sector advice on saving money through collaborative purchasing.

Ralls said while he did not want to dismiss the importance of potentially saving $5 million a year, the truth is the potential savings through mergers represent just .04 percent of an overall education budget of $11.9 billion.

He wrote in summation to the Program Evaluation Division’s recommendation that compiled the recommendations, “I would hope that there may be several places state leaders would want to look first before tackling the costs, both tangible and intangible, that would come through such a drastic change to our state, our citizens’ access to education, our communities and our colleges.”

Dianne Lee is one of the lucky ones — an experienced and talented stained-glass artist, she has a ready-made job to replace at least some of the income she earns at the N.C. Center for the Advancement of Teaching in Cullowhee.

This month, NCCAT Director Elaine Franklin was forced to notify 50 percent of the teaching center’s workforce they were losing their jobs because of state budget cuts. That translates to about 30 fulltime jobs in Jackson County, plus another five to 10 at the center’s campus in Ocracoke. The annual salaries of the laid-off workers ranged from the lower end of $20,000 up to $80,000, Franklin said.

Lee was one of the victims. She has worked at NCCAT for 18 of the institution’s 25 years, helping with programs and running NCCAT’s Alumni Weekends. NCCAT provides training and development for teachers around the state, keeping them inspired and, in turn, more likely to stay in the profession.

“I’m going to make lemon out of lemonade,” said Lee, who in a lengthy phone interview sounded more worried about her colleagues’ employment prospects than her own. “I am losing sleep over them — some are scared to death.”

And, in fact, it’s not going to be easy in this harsh economic climate for the NCCAT workers to replace those state salaries and benefits. They are more likely, experts say, to join the ranks of the growing underemployed in North Carolina.

How WNC’s recession unfolded

“This thing has come in waves,” said Victor Moore of OnTrack Financial Education and Counseling, a nonprofit based in Asheville that offers consumer credit advice for North Carolina’s 18 westernmost counties.

Moore said the first wave of help seekers to come to OnTrack when the recession hit were people who basically had engaged in bad loans and were defaulting at the first hint of economic trouble. Then, the construction and building industry faltered, and threw many in the region out of work. The land speculators were next — plans to “flip” properties and make quick profits were no longer viable options, and some people with second homes were also soon in trouble.

Now, to an extent, come the underemployed, Moore said. These might be workers who find a lower paying job, but can’t bank on 40 hours a week and aren’t working up to their earning potential.

Lee, for instance, won’t necessarily start showing up in the official monthly unemployment rate, because she will be operating her business, the Stained Glass Bungalow in Waynesville.

The unemployment rate decreased in just under half of North Carolina’s 100 counties in May, which state officials attributed to a rise in seasonal employment. The state rate was 9.7 percent for that month. Jackson stood at 8.8 percent, Haywood 9 percent, Macon 9.9 percent and Swain 11.1 percent unemployment.

But those numbers fail to take into account the underemployed, a demographic Lee and her laid-off colleagues who are lucky enough to find work are likely to fit — people in WNC who lose one level of job and pay, and are forced to accept a lower level job for less pay and, often, fewer hours.

“Because they are not just going to go out and find comparable employment right now,” said Amy Grimes, director of The Community Table, a soup kitchen in Sylva. “Or, the jobs they can get pay them less than collecting unemployment, which was based on the job lost.”

A recent survey at The Community Table showed an increase in the number of people seeking help who are college educated, Grimes said.

Mark Clasby, executive director of the Haywood County Economic Development Commission, said the unemployment numbers don’t truly reveal the extent of the problem.

“They don’t include the people who have given up on the system,” Clasby said, adding that he worries about what’s coming down the pike for North Carolina.

The state budget problems might continue to compound, he said, leading to even more job losses in the local and state governmental sectors.

“It could be an even bigger problem next year,” Clasby said.

It’s all in the numbers

Franklin, head of NCCAT, gets emotional when she talks about having to lay off about half of the 82-member staff, which followed a budget cut by the state General Assembly from $6.1 million to $3.1 million.

This wasn’t about performance issues, this was about money, said Franklin.

“We’re losing good people,” Franklin said, apologizing for tearing up during the interview. “We also told them we hoped to be getting funding through grants and contracts — I hope to hire them back if we can.”

Lee said she has no bitter feelings toward NCCAT or Franklin, she just regrets losing a job she loved so much. Franklin, Lee said, did what she had to do following such drastic budget cuts.

“NCCAT is the only organization in the nation who does this sort of work for (state) teachers,” Lee said. “I cannot tell you how much it means to me.”

Lee has just two years left before she could draw full retirement benefits from the state, and she said there is a possibility that she’ll move to get the necessary time in with the University of North Carolina at Charlotte.

There are jobs openings to be found locally, but they pay $8.50 to $9 or so an hour, said Ann Howell, branch manager in Sylva for the N.C. Employment Security Commission. Howell went last week to NCCAT to talk with the people being laid-off.

“I try to be positive,” the 26-year agency veteran said. “You’ve got to be positive — new doors open everyday. Right now, in these times, perhaps it’s not the brightest doors, but there are some jobs out there.”

The N.C. JobConnector is a new state service that’s proving helpful, she said. It uses an automated system that matches job orders and job seekers based on job-order requirements and job-seekers’ experiences. People are alerted by email to possible employment opportunities — kind of like match.com for employers and prospective employees.

Dale West, a regional manager for the Employment Security Commission based in Macon County, said she is stunned by the impact the construction drop-off had to Western North Carolina’s overall economy, and that the waves are continuing to roll in.

“I knew the construction trade was a major force in our economy, but I’m not sure I understood how big a force it was,” she said.

The jobs lost did not come in one fell swoop, West said, but in a continuous trickle from such tangential businesses as building supply companies.

“A few from lots of different places,” she said.

West also pointed out that many of the people who work in construction or related trades can’t draw unemployment because they worked as sub-contractors, and their bosses did not have to file unemployment taxes as a result.

MANNA FoodBank will close its Franklin distribution center by October, putting three part-time employees out of work as the agency moves to streamline its system and cut overall operating costs.

Cindy Threlkeld, executive director of the Asheville-based nonprofit, blamed rising food and fuel costs and potential threats to federal funds the agency relies on. MANNA’s distribution center in Franklin served as a clearinghouse and pass-through point for food supplies bound for “partnering agencies” in the western counties for 20 years.

Franklin headquarters the only branch office of MANNA, located on Depot Street.

The nonprofit had to make hard decisions about how to maintain the same level of service while cutting costs, Threlkeld said.

“We are fully committed to providing the same level of service, or even more,” she said. Online ordering was already used by most of the 250 agencies that tap MANNA’s food stores across a 16-county service area.

MANNA FoodBank Board Member Amy Grimes, executive director of The Community Table in Sylva, said the online system works well. She said the agencies that haven’t made the transition yet seem to understand the difficulties faced by MANNA, “and people seem OK with it. Everyone is having to make hard choices right now.”

But MANNA will still need a pick-up point, a centralized location somewhere in the western counties where pallets of food can passed off to agencies. Threlkeld is currently hunting for such a site. It will not be a formal distribution center, however, such as the one in Franklin. The phase-out of the Franklin center will start in September, Threlkeld said.

On a more positive note, MANNA’s executive director said a couple in Henderson County has donated the entire production from a 5-acre orchard, contingent on MANNA handling the harvesting. Threlkeld said she foresees the agency ending up with some 150,000 pounds of apples, raising possibilities MANNA could trade apples with another food agency for other supplies.

A state teacher-training center based in Cullowhee has slashed half its workforce in the fallout of a nearly 50-percent budget cut by the General Assembly.

The N.C. Center for the Advancement of Teaching went from a state-funded budget of $6.1 million to $3.1 million.

The 25-year institution, which is credited with helping the state to retain teachers by inspiring them through professional development, had 82 full and part-time workers. Thirteen of those are based at NCCAT’s smaller campus in Ocracoke. The final stay-or-leave numbers for that campus are still in flux.

But in Cullowhee, 22 fulltime positions and 11 hourly-contracted positions were eliminated. Additionally, three workers opted to go from fulltime positions to three-quarter time positions, and eight vacant positions are not being filled. Total, including Ocracoke, 35 to 40 positions are being eliminated.

Linda Suggs, chair of NCCAT’s board of trustees, said in a news release that NCCAT will be reorganizing and shifting resources to best serve the teachers and schools of North Carolina.

“This is an opportunity for us to reinvent ourselves while remaining true to our vision of advancing teaching as an art and a profession,” Suggs said at a recent joint meeting of the NCCAT Board of Trustees and the Development Foundation of NCCAT. “We can still impact a large number of teachers with this budget.”

Elaine Franklin, executive director of NCCAT, said a budget cut of this magnitude made a reduction in the size of the organization unavoidable. The organization hopes to raise more in private funds and grants to help offset the losses. NCCAT’s new model will be characterized by a move toward greater diversity in terms of programming content, sources of funding and use of resources, she said.

“During this fiscal year, we will be transitioning to a new model for delivering NCCAT’s mission,” Franklin said.

By reducing the number of week-long residential seminars, where teachers from around the state travel to NCCAT to participate, the center will bring training directly to schools to provide a greater degree of outreach, Franklin said.

“Our goal is to maintain NCCAT’s reputation for high-quality professional development programs and services,” Suggs said, “but to do so in a way that is fiscally sound and supported by educational policy in the twenty-first century.”

— By Quintin Ellison

When SmartStart, an early childhood education program, was launched in 1993, it was hailed nationally as a model for reaching children during those critical early development years before kindergarten. This, said educators, was the way to give kids a good foundation for lifelong learning.

The idea was to bring in parents, funnel funds into local programs and foster interagency cooperation to help develop children from birth to kindergarten.

And for 18 years, it’s worked, said Janice Edgerton, executive director of the Region A Partnership for Children, which administers the money for SmartStart in Western North Carolina. The idea has been co-opted by other states; North Carolina, it seemed, had done something right.

“It is so obvious now that these (early) years are so important, and on top of that you can track back the research about the success of programs that have worked with children in the early years. You can look back at North Carolina and see the difference now,” said Edgerton. “It’s crucial, and we have tons of evidence to support it.”

But now, as they’ve done in so many other places, the vagaries of the economy and politics are creeping in on SmartStart.

Starting next year, it will lose at least 20 percent of its funding, and possibly up to a quarter.

In Haywood County, cuts will be felt in a program called Parents As Teachers. It does pretty much what it sounds like — engages parents to take an active role in teaching their own babies, toddlers and preschoolers, teaches them what to look for and how to foster their development in the vital early years.

For Nora Doggett, it’s been an invaluable service.

She and her husband moved here from California last year, and that’s when she became a stay-at-home mom for the first time.

“It was a different experience and I didn’t know how to handle it,” said Doggett. But thanks to the Parents As Teachers workers, she now knows how to shepherd her two sons, ages 1 and 3, through the different developmental stages, and she’s got support the whole way.

“Right now, my son is three, and I know what he’s supposed to be doing, and I know what else to look for in him,” said Doggett. “Because they are with you along the way, they know how your children develop.”

Despite its success, the program is falling prey to the gaping budget hole that’s been looming over every state-funded agency for months now.

In SmartStart’s corner, opposing the cuts, are, of course, education advocates who point to numerous studies that list early-age development as key to success later in life. Joining them are the state’s Democrats, who may be in it for the children, but have also entered the fray to take shots at their counterparts on the other side of the aisle, who they say are killing off vital programs with a slash-and-burn approach to the budget and using services like SmartStart as political weapons.

On the other side of the ring are said Republicans, who counter that they’re not cutting arbitrarily, but necessarily. When there’s a funding hole as big as the state faced, something’s got to go, even if it means good programs are cut.

“There’s not enough waste, fraud and abuse in the government to fix $2 billion worth of deficit,” said Sen. Jim Davis, R-Franklin. “We just can’t continue going to the well and asking people for more money, no matter how good the program is.”

He and fellow Republicans went after SmartStart and its companion childcare program, More At 4, citing service duplication and administratively heavy structures. They cut $1 million from the administrative side, said Davis, but they needed more. They had to slice into programming somewhere. And SmartStart was that place.

Parents as Teachers in Haywood County already has 27 families on a waiting list. With the cuts, one of its three facilitators will be laid off, pushing even more families to the waiting list.

Parents as Teachers facilitators make home visits to evaluate children and show parents how to make learning toys from things they already have, like dry pasta and toilet paper tubes.

They also hold group sessions to connect families to one another and teach parenting skills that prepare babies for kindergarten.

And then there’s the connections to other families, other services in the community, which Parents As Teachers workers say are some of the most helpful things they do, especially in the Hispanic community.

Tania Rossi heads up the Latino Parents As Teachers initiative, and she said that’s been one of her greatest successes, connecting families to one another and encouraging them to get their children into early education.

“After six years in the Latino program, I can see a lot of difference,” said Rossi. “You see the impact with other families.”

Among the kids in her Latino program, the reading rates have shot up over the last six years, due partly to her efforts at educating parents.

SmartStart initiatives, however, include far more than Parents as Teachers.

They subsidize childcare for families in the region who can’t afford it, along with developmental services like reading assistance and speech therapy. SmartStart also works behind the scenes with programs like WAGE$, which offers small bonuses to traditionally low-paid preschool teachers, giving them incentives to stick with it.

Across the state, SmartStart funds dozens of initiatives with local partners to support toddlers and their families. Edgerton said she’s concerned that SmartStart won’t be able to continue offering the quality of services it does now.

“You’ve got to remember that we’ve had drastic budget cuts the last 10 years,” said Edgerton. “I’ve been here for 13 years at the Partnership for Children and we’ve had budget cuts for 10 years. So this is really taking a very lean budget and cutting it to blazes.”

Rep. Ray Rapp, D-Mars Hill, said he understands the direness of the state’s financial situation. And, he said, consolidating everything into a single birth-to-kindergarten model is an admirable pursuit. But deep cuts to the programs themselves, he said, would hurt the state’s children.

“It’s just not necessary,” said Rapp. “But you know, that’s where I think you get people that are in a straightjacket to their own political rhetoric. The bottom line on all of this is that we’ve got children who are at risk that need childcare and preschool education. I just find those kind of cuts unconscionable.”

Canton was one of the first towns in Western North Carolina to sport a swimming pool, something made possible thanks to the booming economy of the mill town and the large population of working middle-class families it gave rise to.

The age of Canton’s pool, dating to the early 1950s, has become all too evident, however, witnessed by the perpetual concrete patches and the lack of modern features. Canton not only has the oldest pool on the block, but is also one of the few that haven’t embarked on a rehab. Even towns with pools built as recently as the 1970s have since done a major renovation and modernization of their pool.

And it isn’t cheap, something pool managers who have been there know all too well.

“I feel their pain,” Jim Brown, the Swain County recreation director, said of Canton’s plight.

• In Swain County, the pool dates to 1977. In 2007, at the 30-year mark, the county launched a series of renovations spanning three years: new filter and pump, new grate-style water return around the pool’s edge, and a vinyl lining.

“We were having the same problem with cracks starting to develop,” said  Brown.

The county opted for a slightly cushiony, vinyl liner that feels excellent underfoot compared to plaster or concrete, but that many public pool managers have shied away from fear of an irreparable tear. But Brown said the lining is so tough that is highly unlikely.

Swain County spent $210,000 on the renovations, which also included putting in a stand-alone splash play area.

The N.C. Parks and Recreation Trust Fund contributed $75,000 to the work.

• In Highlands, a wealthy second-home owner — Jane Woodruff, the daughter of Coca-Cola magnate, Robert Woodruff — made a donation of more than $200,000 to pay for a major pool rehabilitation there, saving the town the expense. The pool dates to 1975, and the renovation was done in 1997.

• At Lake Junaluska, while no wealthy benefactors have made specific contributions to the pool, it does benefit from contributions and donations made to the building and grounds fund.

“People love Lake Junaluska and are eager to help us improve and maintain our facilities,” said Howle.

Lake Junaluska has a pool almost as old as Canton’s, dating to the 1950s. The pool, also like Canton’s, is made of concrete rather than the newer plaster, but has held up far better.

“We have a stringent regular maintenance campaign,” Howle said.

The pool was renovated in 1995, including major new concrete work and the addition of a zero-entry ramp.

• The town of Sylva got a grant from the N.C. Parks and Recreation Trust Fund to fund half the roughly $700,000 overhaul of the pool in 1999. The town faced the similar problem of aging concrete. It was busted up and a new shell poured, expanding the footprint to add extra lap lane and putting in a kiddy-pool with water play features in the process, plus new inner workings like a grate-style water return around the edge of the pool, new filters and pumps.

“It was basically a teenager hang out before. With the kiddy play area, you have more moms and grandparents using the pool,” said Rusty Ellis, the pool manager.

• The pool in Franklin is about 30 years old, and like most newer pools dating to that era, it is built from plaster. It’s a better material for maintenance than concrete: as cracks develop they can be replastered with a thin coat of new plaster. The technique won’t work on pools built of concrete — plaster won’t stick to the concrete. Only concrete can be used to patch concrete, but concrete applied that thinly won’t bond. So the patches are prone to repeated crumbling and cracking in the same place.

“You are basically going to put a Band-Aid on it,” Adams explained of the concrete conundrum.

But with a plaster pool, it can be periodically replastered. The Franklin pool has been replastered three times.

“We are getting pretty close to where we will have to replaster again,” Adams said.

Last year, the county put in new pumps and filters.