Arizona’s rapid population growth has become a familiar headline. Less discussed is how that growth is testing the capacity of the institutions that support the state’s economy, legal system, and communities. Housing, infrastructure, healthcare, and education have all been central to recent policy conversations. One critical area, however, has received comparatively little attention: legal education and workforce readiness.
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Arizona’s population now exceeds seven million and continues to climb at one of the fastest rates in the nation. As communities expand, so does the demand for legal services. The legal profession underpins much of the state’s economic and civic activity, yet Arizona’s pipeline for developing new attorneys has not scaled alongside growth.
Arizona has just two ABA-accredited law schools serving the entire state, with only one located in the Phoenix metropolitan area, now among the largest and fastest-growing metro regions in the country. By comparison, states with similar or larger populations have invested far more heavily in legal education infrastructure. California has more than 20 accredited law schools. Texas has 10. Florida has 12. New York has approximately 15.
Arizona State University and the University of Arizona have played a vital role in educating legal professionals, public servants, and business leaders. Their impact is undeniable. But the question facing policymakers and the legal community is whether the current system alone can meet future demand, particularly as legal needs grow more specialized, geographically dispersed, and complex.
Many Arizona students leave the state to attend law school and many do not return. Others who want to practice law here are deterred by cost, geography, or educational models that feel disconnected from the realities of practice. The result is a persistent mismatch between where legal talent is trained and where it is needed.
Traditional legal education emphasizes doctrinal learning, which remains essential. But employers, courts, and clients increasingly need attorneys who can step into real-world roles quickly—attorneys who understand procedure, client management, courtroom dynamics, and regulatory frameworks from the outset. Firms and public agencies often shoulder the burden of training new lawyers on the job, adding time and cost before those attorneys can fully serve the public.
Practice-based legal education offers one path forward. This model emphasizes clinical work, mentorship, courtroom exposure, and sustained client interaction throughout a student’s education. Rather than treating practical experience as supplemental, it integrates practice into the core curriculum. Graduates emerge with a deeper understanding of how law functions in real settings, from small firms and nonprofits to government agencies and corporate environments.
Arizona has already shown a willingness to rethink professional training models. Recent licensure reforms and alternative pathways reflect an understanding that traditional approaches alone may not be sufficient in a rapidly evolving state. Other sectors have taken similar steps. The decision to welcome Creighton University’s medical school was driven by workforce needs, access to care, and long-term capacity building—not by a desire to displace existing institutions. The result strengthened Arizona’s healthcare ecosystem.
Legal education warrants the same strategic approach.
Expanding capacity does not require diminishing the role of existing universities. A practice-based law school rooted in Arizona communities would complement current programs by serving students drawn to hands-on training and local practice. It would help retain Arizona talent, improve geographic distribution of legal services, and strengthen access to justice, particularly for small businesses and underserved populations.
The economic implications are significant. Arizona’s growth depends on a robust legal infrastructure. Businesses rely on attorneys for compliance, transactions, dispute resolution, and expansion. Public institutions depend on skilled legal professionals to draft policy, enforce regulations, and protect the public interest. Without sufficient investment in legal education capacity, those systems strain under increased demand.
As Arizona continues to grow, planning for legal workforce development should be part of broader conversations about economic competitiveness and institutional resilience. Legal education is not merely an academic concern; it is a policy issue with real consequences for communities, courts, and commerce.
Arizona has never shied away from innovation when growth demands it. Applying that same mindset to legal education would help ensure the state remains prepared, not just for today’s challenges, but for the future it is building.
Author: Brandon B. Rafi is the founder and CEO of Rafi Law Group and founder and CEO of Rafi Law Services.
