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Preparing for the 2026–27 School Year: Enrollment, Budget and Student Supports

Superintendent Updates

Dear Issaquah School District families and staff, 

As we plan for the 2026–27 school year, I want to share an update on enrollment, our budget development process and what these conditions mean for students, families and staff. Sharing this information early is part of our commitment to transparency and trust. 

We are grateful for our community’s continued support, including approval of voter‑approved levy renewals beginning in 2027. These local funds provide essential support for staffing and services. However, levy revenue alone does not offset all changing conditions, and thoughtful adjustments remain necessary in a challenging economic environment. 

Each year, we face the reality that state and federal funding does not keep pace with rising costs, enrollment changes and evolving student needs. Over the past five years, the district has avoided running a deficit by implementing just over $27 million in cost‑saving measures. 

As superintendent and CEO, part of my responsibility is to use every public dollar responsibly while ensuring students continue to receive high‑quality instruction, strong supports and a positive school experience, even as enrollment shifts. This also means guiding the district through difficult decisions and using our “start, stop and continue” process to make sure limited resources are directed where they best support students. 

What to Know First 
Families and staff have shared questions about enrollment changes, staffing and next year’s budget. At a high level: 
Core instruction, levy-approved programs and equity commitments remain priorities and will be preserved to maintain strong student services 

  • Enrollment in the early grades has been declining, consistent with projections shared since 2022 
  • Fewer students lead to fewer staff in schools, while maintaining student support 
  • High schools remain overcrowded now and into the future, even as smaller elementary cohorts move through the system, and the new high school remains necessary 
  • Administrative and central office adjustments began first to protect classrooms 
  • To avoid a reduction in force (RIF), staffing changes are primarily occurring through attrition and reorganization 
  • Programs will be reviewed through the start, stop and continue process to ensure resources are focused on student needs, with adjustments to unfunded or underused programs as needed 
  • The district is in the middle of its annual budget development process 
  • An update on the 2026–27 budget was presented at the April 9 School Board meeting, including proposed cost-saving measures of approximately $15.8 million representing almost 4% of the district’s total budget 

Enrollment Trends and Community Conditions 
After more than two decades of rapid growth, the district is navigating new conditions and planning for the future. Beginning in 2022, enrollment projections consistently indicated modest declines in early elementary grades, with a brief period suggesting possible stabilization. However, recent forecasts now indicate a steeper decline that requires additional action. 


Lower birth rates, housing costs, slower local growth and broader economic factors are contributing to fewer school-age children in our community requiring adjustments. In many industries, this process is commonly referred to as “rightsizing.” In a school district, it means aligning staffing, programs and resources with enrollment while prioritizing student learning, safety and well-being. 

High School Capacity and Long-Term Planning 
Some community members have asked a fair question: why we are continuing to build a new high school when smaller elementary class sizes will eventually reach high school? 

While our youngest grades are seeing lower enrollment, our high schools remain above capacity, serving more than 5,000 students, similar to 2015 levels and projected to continue through 2033. 

The New High School will help relieve overcrowding, improve safety and expand access to innovative, career-connected and college-ready learning opportunities for all high schools. The project also fulfills commitments approved by voters in 2016 and 2022. These funds are designated for this specific purpose and meet the expectations that we ensure high school programs continue to meet the needs of students. 

Staffing Updates
Families and community members often ask that reductions occur first at the administrative and central office levels. That is where we began, while protecting classroom learning and school‑based supports that also reflect student enrollment.  

Our district has the lowest administrative staffing costs among Puget Sound Educational Service districts, ranking 35th of 35, and 289th of 295 compared to districts statewide. Administrative staffing costs include district and school leadership, central office departments and operational teams that help support schools, students and staff every day.  

At the same time, ISD continues to invest heavily in classroom instruction, ranking sixth highest for teaching costs among 35 Puget Sound ESD districts and 49th highest of 295 districts in Washington state. Teaching costs include salaries and benefits for teachers and classroom staff who directly support instruction in schools.  

This reflects our continued commitment to directing resources to classrooms and supporting students through high-quality teaching and learning. 

Budget Development: Current Stage 
The district is currently in the middle of its annual budget development process. Updates have been shared with the School Board and community in March and April. The next update is scheduled for June, with final budget adoption in August.  

At this stage, the district is: 

  • Reviewing revenue sources and assessing reductions or changes in state and federal support 
  • Reviewing past expenditures and rising costs for services, supplies and operations 
  • Identifying underused or unspent allocations that may be leveraged 
  • Addressing structural budget deficiencies by comparing actual costs to projections 
  • Aligning staffing with enrollment and considering program adjustments and impacts on roles 

One ongoing challenge is that state and federal funding has not kept pace with rising costs and student needs. During this year’s legislative session, proposals such as the governor’s millionaire’s tax ultimately funded targeted programs rather than general education. As a result, districts statewide continue to manage funding gaps. According to Washington School Funding (www.waschoolfunding.org), these gaps affect basic operations across districts, including special education and required programs. For ISD, this includes a 73 percent reduction in state funding for Transition to Kindergarten (TTK), the largest percentage reduction in the state. The district plans to continue the program during the 2026–27 school year using other general fund resources. 

As a result, the district must review revenue and current programs to ensure they are aligned with student needs, funded sustainably and supported by data. When programs are not funded by the state or federal government, difficult adjustments may be required. Core instructional programs remain in place, and student interest and demand will continue to guide course offerings beyond required instruction. 

To address these challenges, we proposed approximately $15.8 million in cost-saving measures, including:   

  • $12.1 million in staffing-related savings to reflect changes in student enrollment
    • Changes are occurring through attrition, including retirements, resignations, not backfilling positions and reorganization  
    • About 6% of positions in administration, central office and operations
    • About 4% of school-based support positions  
  • $3.7 million in non-staffing savings, including cost savings in operations, reduced expenditures and adjustments to unfunded programs  

For more information, families, staff and community members are encouraged to review the district’s Annual Budget Guide, April 9 board meeting budget update presentation and/or visit the Finance department page: 

Fiscal Stewardship and Fund Balance 
The district will continue using its “start, stop and continue” process to ensure strategic priorities guide investments, core instruction is protected and voter-approved levy-funded programs and roles are maintained. Equity-based budgeting remains embedded across all work streams and is supported by every department and leader.  

Many districts across Washington are entering the next school year with significant financial challenges, including deficits and borrowing against capital funds. Maintaining a functional fund balance, or reserve, is essential to long-term stability, as significantly reduced fund balances can negatively affect credit and bond ratings. Our goal is to preserve financial flexibility and avoid these risks while continuing to support students. 

Next Steps and Stay Engaged 
We know these adjustments may feel significant and we remain committed to supporting students and keeping families and staff informed. The district will host a community session before the end of the school year to review key changes for 2026–27, answer questions and hear feedback. 

Thank you for your partnership, understanding and trust as we navigate these changes together.  

Sincerely,  

Heather Tow-Yick  
Superintendent  

  • Superintendent