Sedona superintendent warns enrollment decline and funding model strain hinder school services
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Summary
Sedona Oak Creek Unified School District leaders reported a long decline in student enrollment, volatile state funding tied to current‑year counts, rising English‑learner needs, and teacher recruitment challenges tied to local housing costs; the district asked the city for short‑term supports such as after‑school funding and promotional help.
Superintendent Tom Swaninger told a joint meeting of the Sedona City Council and the Sedona Oak Creek Unified School District on March 25 that the district has lost more than half its students since 2006 and faces funding volatility because Arizona’s funding is based on current‑year counts.
"We are now at 694," Swaninger said, summarizing the district's total enrollment across schools and describing a steady decline from earlier years. He said the district receives roughly $5,113 per student in base funding under the state formula shown on his slide and emphasized that the district must predict enrollment conservatively to avoid midyear budget gaps. "You really have to balance the risks," he said.
Swaninger described a marked increase in English language learners since 2020 (he cited roughly a 109.3% increase in ELL students) and said those changes require additional targeted funding and staffing. He also detailed staff residence patterns and pay: roughly one‑third of staff live in Sedona while the majority commute from nearby towns; salaries overall sit near small‑district state averages, but local housing costs make retaining teachers who raise families difficult.
The superintendent framed school quality as central to community health. "In order to have a healthy community, we have to have public schools," he said, adding that strong program offerings (AP courses, CTE, after‑school care) and strategic outreach can help attract families. He flagged the district’s upcoming 15% override continuation as important to maintain staffing and programs.
Council members asked practical questions about the district’s capacity to absorb new students if the housing strategy attracts families, and about timing for hiring teachers if enrollment rises. Swaninger said Sedona’s school buildings have room but hiring timelines and funding predictability are real constraints: the current‑year funding model requires conservative budgeting and creates staffing risk if enrollments shift.
Councilor Derek and others urged more immediate city support for after‑school care and program funding, and suggested marketing the district’s improved performance to attract families; district leaders said they are open to partnership and asked the city to consider short‑term budget support for programs that help recruitment and retention.
Public commenters and board members described community efforts already supporting after‑school programs (rotary and foundation grants) and stressed better communication and promotion of school successes as a short‑term way to stabilize and grow enrollment. The boards agreed to explore joint committees, student presentations to council, and other collaborative steps.