Public school districts are grappling with declining enrollment. Here in Arizona, public school enrollment has fallen by nearly 49,000 students since 2019, a 4.2 percent decline, according to the National Center for Education Statistics. It’s time for districts to plan for their future today and take proactive steps to minimize school closures and financial uncertainty. As a governing board member for Mesa Public Schools (MPS), I have been part of many important decisions to decrease spending and increase revenue through organizational redesign and utilization of excess space.
We adopted a small school model that allows a school to stay financially viable and continue to operate. These schools have shared resources, shared staff, focused specials, and aides may be leveraged differently than at a comprehensive campus. The model provides the opportunity to specialize and meet student interests.
Small school campuses have been redesigned as STEM academies, college preparatory schools, accelerated traditional schools, with grade reconfigurations such as K-8 or 7-12. These changes have been well received by the MPS community, and are supported by the board and Superintendent goals to make academic rigor and student outcomes the focus of the district.
Shrinking enrollment means that with fewer students, staffing levels must adjust accordingly. Nearly 90% of the Mesa Public Schools budget supports employees, making staffing one of the most significant areas districts must examine when addressing budget shortfalls. For the 2025-26 school year, MPS identified nearly $18 million in necessary budget reductions and part of closing the deficit was the elimination of 42 certified staff positions.
Responsible budgeting requires continual evaluation. Positions not related to the classroom and not required by regulation or law can be eliminated in many cases. Courses with low student interest should be removed, which will change staffing needs. Districts need to chisel away at contracts every year and employ based on future projections. MPS has continued that work through administrative redesign and has generated approximately $3.75 million in annual savings.
Financial uncertainty also means we must explore ways to bring in revenue, which is underway at MPS. Mesa fully welcomes ESA families. The Eagleridge campus offers three full days of educational programming for K-12 students from across the Valley. Ninety-five percent of Eagleridge is funded through ESA dollars. The MPS board approved a fee schedule allowing families to use ESA dollars to participate in classes at other campuses, which increases revenue to the district.
Better utilization of district property is another part of that strategy. MPS has identified approximately $1.4 billion in capital needs over the next decade. With significant long-term costs associated with maintaining and improving district facilities, we must ensure that the property we already own is being used as efficiently and productively as possible.
MPS is already putting that approach into practice by leasing excess space. The board recently approved two lease agreements with Polaris Academy, bringing important educational services to the community while putting unused district space to productive use. Polaris is a private school serving autistic and neurodivergent students. The school will use its own funding to make substantial capital improvements at our campuses and will share in costs such as utilities.
As part of our redesign, leadership is also directing those in leadership positions from administrative buildings into excess space on school campuses. This puts district administrators closer to where learning is happening while freeing administrative properties for other uses.
Mesa is asking voters to approve Prop 420 to sell or lease these administrative buildings that will no longer be used by the district. As the community has asked, I will continue to monitor whether these moves produce the impact on the budget we expect and provide operation benefits to put more money in the classroom.
If enrollment continues to decline, the Board may eventually have to consider school consolidation or closure. Those decisions should come only after other strategies have been exhausted and after careful consideration of student outcomes, finances, facilities, transportation and community impact.
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