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October 6, 2021 Governing Board...
>> MR. DEMION CLINCO: Good evening, and welcome to the October
6, 2021 regular Governing Board meeting of the Pima Community College
District. Our first order of business is our roll call.
Mr. Silvyn, if you could please read the role.
>> MR. JEFF SILVYN: Catherine Ripley?
>> MS. CATHERINE RIPLEY: Present.
>> MR. JEFF SILVYN: Dr. Hay?
>> DR. MEREDITH HAY: Here.
>> MR. JEFF SILVYN: Maria Garcia?
>> MS. MARIA GARCIA: Present.
>> MR. JEFF SILVYN: Luis Gonzales?
>> MR. LUIS GONZALES: Here.
>> MR. JEFF SILVYN: Demion Clinco?
>> MR. DEMION CLINCO: I am here.
>> MR. JEFF SILVYN: All members are present.
>> MR. DEMION CLINCO: Thank you very much.
Our next item is 1.3, our public comment and call to the
audience. The Pima Community College Governing Board welcomes
comments on issues within the jurisdiction of the college. Generally
the total time for the public comment will be limited to 45 minutes,
and comments will be limited to 3 minutes per individual. These
times may be modified by the board chair or board.
Individuals sharing comments are expected to communicate with
decorum and respect. Individuals who engage in disorderly conduct or
use divisive or insulting language may have their time reduced or
concluded by the board chair.
At the conclusion of public comment, individual board members may
respond to criticism made by those who addressed the board, may ask
staff to review a matter, or may ask that the matter be put on a
future agenda. Members of the board, however, may not discuss or
take legal action on matters raised during the public comment unless
matters are properly noticed for discussion and legal action.
Finally, be advised that internal college processes are available
to students and employees for communication.
First this evening is Russell Schmidt.
>> Are you able to see me?
>> MR. DEMION CLINCO: No, but we can hear you.
>> Doesn't look like I have an option to turn on a camera.
>> MR. DEMION CLINCO: Okay. Can you give the presentation
without that, or...
>> I can. I can. I will go ahead and get started.
>> MR. DEMION CLINCO: Thank you.
>> Members of the board and Chancellor Lambert, my name is Russ
Schmidt and I'm the program director for respiratory care at Pima
Community College. It's a privilege to talk to you tonight about the
program, a program I made add which is a workforce program that has
existed at the college since its founding in 1969.
Our program has consistently turned out highly skilled,
professionally trained respiratory therapist graduates over the
years. Recently the program received a 2020 Distinguished Registered
Respiratory Therapist Credentialing Success Award from the Commission
on Accreditation for Respiratory Care. This award signifies at least
90% of the graduates achieved the highest credential granted by the
National Board For Respiratory Care.
On average, the respiratory care program will graduate about 25
students annually. Typically half of those graduates will become
nationally credentialed, state licensed, and hired into our local
community usually within the first three months following graduation.
Most will work at one of the many corporate hospital systems
throughout Southern Arizona. Others will work in Phoenix or out of
state. Some will continue on to physician assistant school or even
medical school.
The COVID-19 pandemic has presented many challenges to the
program, the move to online curriculum, implementing personal
protective equipment protocols, and access to off-campus clinical
experiences, just to name a few.
However, our program has persevered over the last 19 months,
being the only program within its division to maintain uninterrupted
clinical opportunities for the students. This was only possible due
to our strong community partnerships with the clinical sites.
Tonight I'd like to introduce to you two individuals who shared a
valued part of our respiratory care program legacy. First is
Katalina Zimdars, a registered respiratory therapist and 2020
graduate from our program. Recently Katalina was featured in the
spring issue of Pima Community College Career Focus, where she told
her story about her experience with COVID-19 patients during the
pandemic. With Katalina, that story still continues to this day.
Additionally, you'll hear from Maria Rodriguez, director of
respiratory care services, at Tucson Medical Center. Maria has been
closely associated with the program at many levels. First as a
clinical instructor, then as a lab instructor, and finally as our
interim director of clinical education most recently.
Maria is a vital community partner supporting our students with a
wide variety of clinical opportunities as we in turn support her with
a diversified pool of respiratory care employee candidates.
At this time it's my pleasure to introduce first Katalina Zimdars
who is going to tell us a little bit about her story of resilience in
the respiratory care field.
>> KATALINA ZIMDARS: Hello. Thank you, Russ. Hello, everyone.
Yes, it's been quite the year. I graduated in May last year and
passed my boards around May. And I did everything, all my paperwork
to work in Cornerstone. I was hired July 21st.
During that time, I literally was thrown into the fire. Honestly
I didn't know at the time. Now I understand what it's like. I was
prepared definitely for what it was coming.
I was taught many things you do. We go through bronchoscopies
and intubations and vents. I never thought I was going to be in my
first year to have the experience that I have right now.
During the pandemic I saw many cases. We ended up this year
doing from, I do, how I can say, like everything, bronchoscopies to
chest tubes, pleural effusions. I could be one day doing a neb and
the next day I manage a (indiscernible) patient.
I had the pleasure to have my first intubation on this year too.
I don't think I can be more thankful for the program. Is incredible,
like how things will click through patient and patient and case to
case.
It has been amazing. It's been really busy now. You know, when
the first wave passed, it is strange not to be going, going, going,
going.
The support that we receive every day from the family patients,
from everybody, even the students that come and train with us, it's
amazing. I never thought that we were so important, and we are
extremely important. There is nothing we cannot manage in emergency.
Everybody in emergency needs a respiratory therapist. We all need to
breathe.
It is amazing. My experience has been just unbelievable. I had,
like I said, in a year I have, I don't know how to say, like years
and years of experience of many people.
I'm really, really thankful for Russ and Elma (phonetic) and
Maria. I use it all. I use everything. Everything that you guys
taught me I apply it. So thank you so much.
>> MR. DEMION CLINCO: Thank you very much. Maria Rodriguez?
>> MARIA RODRIGUEZ: Yes. So thank you again so much for having
me. As Russ had said, I did have the pleasure of being a part of the
PCC respiratory therapy program for almost four-and-a-half years, so
I do feel like I know the program and what it provides to the
students inside and out.
I can say personally, and being in this leadership position at
Tucson Medical Center, the landscape of respiratory therapists has
changed drastically. But the value and the need for respiratory
therapists has only exponentially increased.
In reflecting on what I would say at the meeting, I reflected on
the students we graduated four years ago and compared them to the,
gosh, the handful that I just hired that have graduated this past
year. I can say that they haven't skipped a beat. They are the
critical thinkers, they have the experience, knowledge, the guidance
and instruction to pass their boards, be critical-thinking
respiratory therapists but also really valuable employees.
What happened in the last two years mimics and mirrors what is
happening to us in the hospital. The stopping and going, adjustment.
But that hasn't really stopped or stifled the level of therapists I
really have been able to add to my team. It's been really wonderful.
Because I know how hard the program at PCC, as a whole, I know how
much the struggle that you all had, but the respiratory therapy
program specifically did not stop and really pushed these students
forward.
That experience they had in their clinicals really translated to
the employees that we have now. I am, as Russ had said, we are able
to have students and provide them experiences in pulmonary function
labs, and our bronchoscopies, we are looking at expanding that and
are able to do super-dimensional, getting first- and second-stage
lung cancer. We're a Beacon-level ICU, level 3 NICU, and have a NICU
transport team, half of which are respiratory therapists and some are
actually PCC graduates.
It's really been wonderful to be able to have all those
experiences and all those different levels of therapists to be able
to teach them at the bedside.
We are first and foremost a community hospital, so we have a lot
more say, such engagement with the community. So it is a struggle
and it's a sentiment I know isn't just me or other hospitals in
Tucson but throughout the United States, really trying to find and
gain more therapists in the workforce. The last two years has really
pushed them, some into early retirement, some reconsidering
healthcare, some quitting altogether or pursuing travel jobs. It
really leaves a hole for us.
I can say too that in the past I think we worried about our
students and clinicals, and if they got enough attention and if they
would be brought, included and taken along with those experiences,
and now I can say that we really highly value the relationship and
the presence of the students and the instructors and PCC's program to
help support us in times of need and helping us get creative with how
we can hire.
I'm so proud to be able to put PCC, have it on my résumé, but to
continue that relationship and is something I'm going to continue to
lean on as we build up our workforce again.
Thank you so much for the opportunity to talk to you all tonight.
>> MR. DEMION CLINCO: Thank you very much, Ms. Rodriguez. I
think I speak for the board when I say thank you for the work you
have done throughout this pandemic. This entire program, the
pandemic has brought into focus how urgent our healthcare providers
are and how important our programs are to deliver quality healthcare
to our community, and respiratory therapy is no exception.
Thank you for everything you have done. Thank you for sharing
your experience with the program with us. We really appreciate it.
>> MARIA RODRIGUEZ: Thank you.
>> MR. DEMION CLINCO: Next we have Makyla Hays.
>> MAKYLA HAYS: Hello. Good evening, board members, colleagues
and guests. I would like to take this time to point out a few facts
related to the contract proposal for the chancellor in tonight's
agenda, and why PCCEA is concerned about this proposal and the big
picture and the trends of expenses here at Pima.
First, this proposal includes two additional days of leave for
the chancellor. This extension of the chancellor's leave to now
almost 10 weeks per year amounts to an additional raise that is not
in line with what employees were given. We question why this is
being asked at this time and only for the chancellor.
Second, we recognize that the proposed contract reflects the 2%
increase plus $1,000 that all employees were given last year.
However, I'd like to point out that should you accept the proposal in
front of you, the chancellor will be making a base salary of 17%, or
$50,000, more than in 2014/2015 while salaries for faculty and most
employees have only risen 7% in that same time.
Please note that even before the increase in this contract
amendment, the chancellor's base salary this past year was already an
increase of 14.5% over 2014/2015, double the percentage increase that
faculty have seen in that same time.
Given that inflation has risen about 11% since 2014, effectively
faculty and employee salaries have lost buying power while the
chancellor's salary has not only kept up with inflation but actually
surpassed it. PCCEA has chosen 2014/15 as the comparison year as
this was the last year employees received a step increase from the
board.
This is just one example of the trend PCCEA has been highlighting
on behalf of the faculty in regards to the prioritization of
administrative salaries over faculty and staff salaries, and brings
me to the next point I'd like to bring forward.
PCCEA remains concerned about the direction of the classification
and compensation study. The faculty on the steering committee for
the study are currently bringing a list of specific concerns through
internal channels and are waiting for answers to the questions that
have been raised.
There are some larger budget trends regarding allocation of
spending that have not been acknowledged just yet. For example,
almost $6 million in total spending has been redirected away from
faculty and adjunct faculty to other areas of the college.
We'd like to request a full discussion to be had between PCCEA,
Faculty Senate, staff, and administration where we can share our
concerns and have an in-depth discussion regarding the budget as a
whole.
Finally, in my public comment last month, I made a request that I
felt would improve communication and transparency between employees
and administration and the board. I have met with administration and
we are exploring ideas how to improve communication and
accountability for addressing concerns brought forward by employees
to the board. We will report back with something more concrete in
the coming month or two.
Thank you for your consideration.
>> MR. DEMION CLINCO: Thank you very much. Makyla, we really
appreciate your thoughts on these topics.
Chancellor Lambert, if it would be possible to meet with the
PCCEA about their concerns about the total budget and maybe report
back to us, that would be I think useful as we begin to explore the
budget.
>> DR. LEE LAMBERT: That's no problem to do that. Dave Bea
continues to do that with the entire college, so we'd be glad to do
that.
>> DR. LEE LAMBERT: Okay. Thank you very much.
Finally we have Chris Tober.
>> CHRIS TOBER: Good evening, gentlemen. I have a first
question to begin with. I recognize that the latitude we have for a
speech is about 3 minutes. Mine is about 3.5 minutes. I'm hoping
you give me that latitude to say what I have to say.
>> MR. DEMION CLINCO: Mr. Tober, you are already about 20
seconds into your time.
>> CHRIS TOBER: I understand. Let me start. Okay.
I am Christopher Tober. I've lived in Tucson my entire life. I
am president of a small minority-owned business called Advanced
Controls Corporation. I am a taxpayer in Pima County and a strong
supporter of PCC's educational mission.
ACC employees between 40 and 50 full-time personnel as a controls
contractor. Due to the nature of my business, there is an appearance
of a personal and business conflict with the Trane IGA or investment
grade audit. Those who support the IGA will undoubtedly point to
that fact. However, it is also apparent that in the issue I'm
addressing, Trane Corporation also has a conflict.
It is their goal to wrest building automation work from a local
contractor over the course of the contract. So, yes, they have an
obvious vested interest in this outcome.
In review of the financial data within the IGA, I have identified
several inaccuracies. Trane is offering BAS replacement costs at
approximately $5 per square foot. As a comparison, Advanced Controls
replaced the CSI system at the Desert Vista Pueblo site at an
installed cost of $3.50 per square foot, which included subbed
mechanical work. Trane's proposed operational and maintenance
savings of $250,000 per year has raised questions compounded by
claiming these savings for 10 years. This needs to be evaluated.
Trane is asking for $7.2 million to replace the BAS system, which
includes removing 450,000 of recently completed BAS work at the six
central plants.
Advanced Controls projects the remaining BAS retrofit work totals
$2 million based on square footage. Advanced Controls has been
contracted and completed BAS work by Pima for $1.3 million since
2018.
BAS savings for this retrofit are also undocumented. How is that
possible? As a concerned taxpayer in this community, these two
issues require clarification. No. 1, will a qualified independent
third-party firm be hired to conduct a full audit on the costs and
savings including the operational savings? I'm aware that Pima has
hired GLHN Engineering to conduct an audit. The contract however
does not include a full-scale audit. No. 2, will the same entity
confirm the actual BAS retrofit work already completed and compare
this work to Trane's offering?
As a lifelong Tucsonan, I have been fortunate to have served on
the boards at St. Elizabeth Ann Seton, Immaculate Heart, and
Salpointe Catholic High Schools. I am also a lifelong member of the
Tucson Conquistadores, whose attributes are well known in this
community.
I bring these highlights into perspective, because I firmly
believe in the education process. Education is the core of personal
success, and the community needs to support the efforts of PCC.
It is with the same passion that I have the same concerns with
this proposal. All indications, as already presented by several
groups and PCC facilities, concur that the financial benefits are
being overstated and unsupported. I'm concerned that Pima will be
subject to years of deficit financing, information that has already
been presented to the board.
I strongly urge the Governing Board to understand the pluses and
minuses of this offering and insist on unbiased data to make informed
decisions.
To conclude, and as a taxpayer in District 1, I plan on
discussing this matter more thoroughly with the supervisor in my
district, District 1 Supervisor Cat Ripley. I encourage all
concerned citizens to reach out to the supervisor that represents
their district and see what direction they are leaning. Their
decision on this topic could have a profound financial impact to the
taxpayers in our community over the next 20 years.
I thank you for your time in this matter.
>> MR. DEMION CLINCO: Thank you very much, Mr. Tober. We are in
receipt of your letter which we have supplied to our chief legal
counsel. And we also have, as you mentioned, have an independent
engineering firm looking into this. That report is going to be
provided to the board and will be discussed in an upcoming meeting.
Thank you very much.
>> CHRIS TOBER: Thank you.
>> MR. DEMION CLINCO: Next is remarks by the Governing Board.
Let's begin with Ms. Ripley.
>> MS. CATHERINE RIPLEY: Thank you very much for all of the
speakers for coming forth and for all of their issues and concerns.
I would like to just take this opportunity to say a couple
things. First of all, we have been doing a lot of work behind the
scenes, for all those listening. As you know, there is a lot of
moving parts in overseeing a community college of this size. There
is a lot of work.
A lot of the visual work that everyone has seen to include the
beam signing ceremony with the new applied sciences center of
excellence, the opening this summer of the automotive center, all of
those things are very visual, but I want to emphasize how much
behind-the-scenes work has been done in other areas as well.
For instance, I want to give kudos to all the people involved
with adult basic education. A lot of what we do here is to get
Associate's degrees and to get people into colleges and to get them
certified in the workforce, but a big piece that I love and am proud
of in Pima Community College is the adult basic education department.
Another thing I'm proud of and I want to give kudos to is the
veterans center and all involved with Davis-Monthan Air Force Base
and the relationship we have with them to include certifying all of
the Air Force paramedics, which I had the pleasure of attending one
of their graduations, a couple of them.
Refugee education program, in case you haven't read the
newsletters, there is a lot happening behind the scenes. The
creativity of the athletic department to fund-raise online to be able
to support athletics, it is important. It's not just another
extracurricular activity. As a mom, I can attest to the fact that
athletics at colleges, at schools is very important. Kudos for their
creativity.
The forgiveness of the debt. A lot of the students chose not to
do that, but of the ones that did, I think it meant a lot. It meant
a lot to give them a break this year because of COVID, all of that
stuff that's been happening, in addition to Pima Foundation. I want
to give kudos to the $167,000+ in scholarship monies to our students,
that's extraordinary. Every little bit that we can do to help our
students, it goes a long way. The successful FAFSA kickoff was
another example of what's happening behind the scenes.
The other thing, I appreciate so much the first speakers and the
respiratory therapy department that they are involved with. I really
look forward to another center of excellence happening in West Campus
dedicated to all of the healthcare careers.
I think it's really important, especially now. It's an example
that Pima Community College is rolling with the changes. Yes, we
need automotive workers and applied sciences, but now more than ever,
educators and healthcare workers. So I'm really looking forward to
that.
There is a lot of vision and a lot of things that are happening.
There are a lot of moving parts. Again, the worker bees get all of
the credit, but I also want to give kudos to our chancellor for
overseeing so many different moving parts to make five campuses work
and keep us afloat, and not just afloat but running, during COVID.
We are not over. COVID hasn't been over.
Sorry for taking so much time here, but I really wanted to give
credit where it's due, and go, team, go. I'm very proud to be
representing District 1. Thank you.
>> MR. DEMION CLINCO: Ms. Garcia?
>> MS. MARIA GARCIA: Well, I'm not going to say nothing because
I believe Ms. Ripley said it all. Thank you so much for the
information. Great job.
>> MR. DEMION CLINCO: Mr. Gonzales?
>> MR. LUIS GONZALES: The same as well too. I do want to say,
as Ms. Ripley and Ms. Garcia mentioned, I think there is a lot that's
been happening at Pima. But more important, as I mentioned,
Ms. Ripley mentioned the GED program, I was honored to see the
graduation ceremony at West Campus a couple of days ago.
I think it's great in reference to talking about providing
opportunities, opportunities in reference through Pima that has to
offer with those students that got their GED out there. I think it
was an excellent ceremony, but it was challenging in reference to our
present time with COVID and addressing or trying to talk to the
audience where there is no audience there.
I think it went well, and I really repeat again and reiterate the
best of luck to all those students that were acknowledged and got
their GED. But more important, too, as I said that night, their
graduation is not only for the one self. It's for the family. But
more important to the community. Demonstrates to the community that
Pima can be involved and involved at all levels not only through the
Pima Community College but also the efforts and extension and
hopefully go to the four-year institution.
That's all I wanted to say. And as mentioned, I'm very proud of
all the students and young people and especially the high school
students that are also taking advantage of the dual credit programs
too. I know those are going to be our future students as well too.
There is a lot to offer through Pima, and we need to continue
supporting them through our faculty and staff and the administration.
That's all I can say. Thank you.
>> MR. DEMION CLINCO: Thank you. Dr. Hay?
>> DR. MEREDITH HAY: Yeah, I will just take a few moments. I
want to echo what Ms. Ripley mentioned in terms of all the amazing
advancements that have happened in Pima College over the last few
years. And just to remind the audience and some of our newer board
members, we have come a long way since four years ago when we were on
the verge of losing our accreditation.
Quite frankly, the advances we have made and the advances this
college has made, the faculty, the staff, the senior leadership, that
happens, all those things that Ms. Ripley mentioned, all the great
advances in our centers of excellence, our strong relationships I
think with the state in terms of supporting some of our facilities,
is because of the senior leadership. It's because quite frankly of
one person, Lee Lambert, who has built an amazing team, brought them
together in a time of unprecedented challenges, and we are still
moving forward.
It's just amazing what he has done. I want to publicly make sure
that everyone listening appreciates the extraordinary job that Lee
Lambert has done. This is not a job that just anybody off the street
can do. It's actually very, very hard work, and he has put together
an extraordinary team, and the faculty have also been extraordinary,
but the tenor and the tone and how you move a college forward is set
from the very top.
That's from Dr. Lambert, and I want to thank him for his efforts
and championing Pima Community College and championing economic
development for the county. Thank you.
>> MR. DEMION CLINCO: Thank you very much, Dr. Hay. I would
echo of course the same thing. The last year has been, last year and
a half since COVID started, has been extraordinarily challenging.
Despite those challenges, this institution has risen to continue to
advance these remarkable initiatives that are really preparing our
region not just for recovery but for the future.
It is a collective effort from everybody at every level of the
institution, but as Dr. Hay noted, Chancellor Lambert sets the tone
and has set a vision for this institution that has created a
transformational participation from the business community, from the
philanthropic community, and it is remarkable to be so close to watch
all of the effort and energy that goes into each and every program
and decision, because it's really always about serving our students
and impacting and improving our community.
I'm incredibly grateful for your work and your team, Chancellor
Lambert. Everybody in the institution, faculty, the staff, the work
that everyone does is just profound and it's really making a
difference in the lives of Tucsonans and Pima County residents.
Thank you so much for that.
With that, we will move on to reports. First is our
administrative report, 2.1, initiatives to increase student
persistence and retention by Dr. Dolores Duran-Cerda.
>> DR. DOLORES DURAN-CERDA: Thank you so much. Chairman Clinco,
members of the board, Chancellor Lambert, colleagues and guests. It
gives me great pleasure to share with you the work that Pima College
has done in regards to persistence and retention.
Last month, Dr. Doré presented on enrollment, and today I will be
presenting on persistence and retention, which are very much
intertwined and they directly relate to each other. I have also
invited members of my team in case there are specific questions that
they can chime in and answer, as well. I'd like to thank them and
all of academic affairs for their hard work, leadership, and
dedication to student success.
For my presentation, I would like to paint a picture of
persistence and retention for you, provide some background
information, context, and also data.
I will explain how enrollment, persistence, and retention tie to
each other, and also share what Pima has been doing and what our
future plans are in regards to those.
As we all know, for the past 19 months, hard to believe it's been
19 months, we had a global pandemic, we have had economic upheaval,
and there's been social unrest where we need to address equity and
social justice.
We have had a sandsdemic. The chancellor has talked a lot about
the birth dearth. And the Emsi report has explained that there are
three major factors that have accelerated the people shortage. There
has been record numbers of baby boomers who left the market in 2020.
Millions are of prime age workers and many of them are women that
left the market. Also men have been leaving the labor force and
opting for part-time instead of full-time work for several decades.
Also, the U.S. experienced the lowest birth rate in the nation's
history.
In addition, we have competition in our backyard. Aside from the
three state universities, there is Southern New Hampshire, Grand
Canyon, Pima Medical Institute, University of Phoenix, for example.
Another issue is there are greater expectations from our community
and from our state, and from the country, really.
People are now questioning the value of a college degree. We
need to understand the expectations from students and employers as
well. The McKinsey report has talked about the great attrition.
Because of the pandemic, a record number of employees are quitting
their jobs because of the pandemic and what impacts it had on them.
So we have always worked hard to grow enrollment, retain and
graduate students. However, we need to add to that, and that is
understanding the student and employer expectations. We need to
improve academic program and workforce alignment. We need to address
the skills gap, because we are seeing the labor market trends. We
need to focus on that, as well: The market demographics, market
prioritizations, and also public policy impacts.
All of this needs to be done through an equity lens. We want to
focus more than ever on the completion of our students that they
complete their studies.
We continue to focus on our learners, our students. I have
always said, you have heard me say that Pima College needs to be a
student-ready institution and not expect that our students be
college-ready. Those days are gone.
We need to understand who our students are, what their needs are,
and remove those barriers to student success as we have been through
the Breaking Student Barriers task force. We need to support an
equitable education for everyone to get a good job, to have a wage
that helps their families succeed and support. That's why our
mission, we have done our fulfillment framework. Our mission is
empower every learner every day for every goal.
I'm going to share my screen now for my presentation. One
moment, please.
So for the next slide, strategic plan and the short-term SEMP.
We approved our strategic plan, and there are two main institutional
goals. One is to increase completer counts by 6,000 by 2024-'25.
But currently our completers right now in 2021 are 2,700. So we have
a huge way, a long ways to go.
Also, our other goal is to double the completer counts of
Hispanic or Latino, American Indian, Alaska Native and Black and
African American learners by '24/'25. This is all intertwined with
the Achieve60 and Achieve60 Pima County initiative. It's all
intertwined in the strategic plan.
These are very ambitious goals, but they are needed as we seek to
transform our community through affordable education. We reiterate
the college's commitment to diversity, equity, and inclusion, and we
need to better serve our underrepresented students, in particular,
our African American students.
These are ambitious goals, as I said. Are they realistic, given
the current resources that we have? We will need to revisit and
reassess these goals to make sure that we can get there. And with
this presentation, I'm going to provide some ideas and share what we
have done to get us to those goals.
Last month Dr. Doré presented on enrollment and the short-term
SEMP. This is also aligned with the strategic plan, the mission
fulfillment framework, the chancellor's goals, the educational and
facilities master plans, the diversity, equity, and inclusion plan,
as well. It's a one-year institutional plan to help identify,
recruit, enroll, retain, and graduate students. This is very
important for us.
These graphs are going to show you the persistence and retention
rates that are currently at the college. Just to reiterate and
refresh your memory, retention rates are fall to fall. Persistence
rates are fall to spring.
If we focus on the persistence rates, for the fall 2020 Pima
College students are at 63.50. This is a little below from the fall
2019 year at 65.37. Also, if you look at fall 2018, we were at
66.31.
Fall 2021 will not be available until the spring of '22. But we
see that there are pockets of increased persistence as evidenced by
automotive mechanics and their certificate that was at 32.31% in fall
of 2018, and in 2020, 66.67. So there was a significant increase.
For retention for all Pima students in 2020, it was 41.62, which
is a little below the 2018/'19 at 45.67, and 2017/'18 at 44.72. So
our retention rates are aligned based on the IPEDS data 2020 with the
state average, 57% of full-time students are retained, and 38% of the
part-time students statewide.
So using the IPEDS data for the State of Arizona, Pima's
retention rate is 59% of full-time students in 2020, whereas the
state average for community college is 57%. Pima's retention rate is
40% for part-time students in 2020, whereas the state average for
community colleges is 38%.
So overall, in taking into account COVID, our rates have not
shown a significant decline. Many of our efforts that were put in
place before COVID and initiatives since have really helped maintain
these rates. So that's the good news.
We expect that as we come out of the pandemic, these initiatives,
as well as our continued efforts to fuel the increase in persistence
and retention, will continue.
Reviewing and analyzing segregated data is very important as we
secure our interventions with our students that are mostly the
underrepresented populations, and this way we can achieve economic
mobility.
Some of these initiatives are guided pathways, centers of
excellence, student engagement, dual enrollment, and also to reduce
our DFW grades. These are just examples.
I wanted to share one particular example with you where there are
indications of increased retention even during global pandemic. This
is Computer Information Systems' AAS degrees. They were at 39.53% in
2018/'19 and 47.10% in 2019/2020.
While based on the evidence that some of the programs have
actually increased their persistence and retention even during COVID,
data also suggests that we need to improve and use this opportunity
to make programs more relevant, to expand, create new programs, that
will economically empower our graduates in these times.
In the area also of persistence, it's also increased and one
example is through automotive mechanics certificate. The difference
between fall 2017, it was at 38.33%, and in 2020 it grew to 66.67%.
These are all positive things.
But with persistence and retention, we have some strategies that
academic affairs and the entire college, in collaboration with all
units, we are implementing some recommendations from the education
master plan. We're creating relevant curriculum that aligns with the
centers of excellence and increasing retention efforts in student
engagement.
We continue to work with faculty collaboratively to focus on
equity-mind and inclusive teaching practices through the work of the
Teaching and Learning Center.
I'd like to now highlight some of these strategies in persistence
and retention, as you can see in the image here. For scheduling, we
are adopting best practices in scheduling. We're being very
strategic based on data and of course the student needs. We have had
student forums, student surveys, and they have told us what they
prefer as far as scheduling is concerned.
Before, a couple years ago, Pima had varying start times. For
example, at West Campus there were 69 starting times. At Desert
Vista, 51. Downtown Campus, 58 starting times. We have streamlined
that.
We are also offering more classes outside of the 10 to 12 period,
so we are offering more in the morning and also in the evenings and
weekends. This spring we are also having a little bit more of the
face-to-face classes because our students are saying they prefer that
high touch, student engagement with their faculty, so we are
incorporating about 55% face-to-face classes for the spring semester.
Of course we have plan B and plan C if COVID gets worse.
Also using Ad Astra analytics to optimize offerings. This
predicts the student demand for courses based on historical data.
For our institutional transformation, guided pathways, as you can
see in the image with the different arrows, these are initiatives
helping us get to the institutional goals that I mentioned earlier
on.
Guided pathways, which aligns with the strategic plan, we
continue to refine and scale up guided pathways through pathways for
transfer, pathways for workforce, and making sure that our
certificates are stackable and don't stand alone.
We are creating systems to support retention and persistence
efforts to track the students' mastery of learning outcomes that lead
to credentials. Marketing is also working very hard with us and
promoting guided pathways and also targeting our community by sending
materials through the mail, because we understand for families,
especially for parents, it's good for them to receive regular mail
rather than using the social media. These materials will be
bilingual, as well.
Centers of excellence, we are revamping our programs, such as
automotive, welding, and journalism to reflect 21st Century skills.
We have seen increase in enrollment in Applied Technology. The head
count has increased by 117%, fall 2020. Also, information technology
and cybersecurity enrollment has increased. It's up 6.19% in the
fall. And then also hospitality leadership enrollment is up 31.49%
in the fall, as well.
Academic affairs is also looking at curriculum program viability
and the 21st Century skills. Working with workforce, you have
probably heard we have been launching the promotion of the Fast Track
microcredentials. In three weeks we had 400 inquiries. I think it's
next week that information technology and cybersecurity Fast Track
will be starting.
As I said, we are revamping curriculum using 21st Century skills.
As a refresher, that includes critical thinking, empathy,
collaboration, digital influence, self-awareness. These are things
that employers are looking for out of our students.
Another item that we need to look at carefully with our faculty
is redefining liberal arts. It's our bread and butter of this
institution, definitely. But we need to look at it and how do we
incorporate the 21st Century skills? How do we incorporate and make
it relevant for our students going into either transferring or to the
workforce?
My background, my own academic background, is in the liberal
arts. Liberal arts are very important. They help us understand who
we are, our identity, culture, society, art, preserving the past
while learning how to navigate in the present, providing us with the
appropriate tools to imagine the future with equity and empathy. We
need to make it current so that our employers are looking at our
students to hire. Liberal arts are key. We can do both.
So in addition to that, the HLC has talked about, has redone,
revised their standards and acting on our findings with program
review and program viability. That means that we have to look
carefully at our classes that are consistently low-enrolled and we
need to make sure our programs are relevant, as I stated.
Another item that we are working on is transfer rates and
partnerships. For example, we had a meeting yesterday with Banner
University Medicine with their leadership team. We are creating
those, strengthening those partnerships so our students can work at
these hospitals, for example, but they were saying that the message
really should be not only for the health professions, but hospitals
have finance employees, they have IT, they have culinary, plumbing,
and so all of these areas we can have our students go into in
hospitals, as well.
Today we met with Catholic University leadership as well and were
talking about partnering more with, for example, in addition to
business but also nursing and cybersecurity. These are very vivid.
We have had recent talks with the U of A and how we can perhaps do
co-branding and make sure, perhaps students that didn't quite get
into admission to the U of A but very close, they can start classes
at Pima and then continue at the U of A but guaranteed admittance to
the University. We are having those conversations as well.
Student engagement is very key and we work closely with student
affairs leadership team. Student Life, student clubs, our faculty
are advisors to student club organizations. Pima Connect Early Alert
tool is key for retention as well. We have seen 10% increases in
courses that participated in Early Alert.
Also faculty advising. In fact, Faculty Senate and
administrative meeting as well as the Faculty Senate meeting last
Friday, we had robust a conversation about how faculty advising is
important to retention. So they will be compiling all of the
different strategies that they are using and thinking of additional
ones to help our students with retention, so we are very excited
about that. We also have embedded tutoring and embedded librarians.
I wanted to show you another slide here about multiple measures
just to give you some information about this. As you can see, the
success of multiple measures, gateway math successes by 68.9% from
2015 to '19. For our Latinx students, 17- to 19-year-olds, the
number of completers increased greatly by 200% in gateway math. So
we see that these strategies are working for our students.
Back to the previous slide. Dual enrollment has been a great
success. James Palacios has done an outstanding job. We have
tripled the number of classes to teach dual enrollment. We have
increased the number of schools that have hosted dual enrollment
courses by 22%. Now we are going to be focusing on reaching those
students, making sure that those students continue at Pima College.
Other initiatives are the AACU OER Institute. Pima's team has
identified the goal of reducing the costs of textbooks at least by
10%. Also, the team is developing a series of strategies that will
help this endeavor for zero-cost texts and low-cost texts and
providing professional development for OER.
The Gardner Institute, student success and retention academy, we
have a Pima team working on that as well. The Gardner Institute
focuses and champions equity and social justice and wants to advance
retention practices such as race and family income that are no longer
the best predictor of student success in higher education. The team
wants to focus on the part-time students, how we can better serve our
part-time students and increase the retention rates.
We have equitable grading initiatives going on. The deans are
focusing with their department heads on DFW grades, taking a deeper
dive. We called it the wildly important goal for deans, the WIG.
Data tells us what is and what was, and using data we can
implement and act and create creativity about how we can address
these DFW rates for our students to increase their retention and
completion.
The UN sustainable development goals open pedagogy fellowship,
that's another initiative that was started by a faculty member. This
is going to provide several faculty members, about 14 of them, to
participate in the fellowship where they have the opportunity to
learn about and apply OER and open pedagogy to social justice. This
is where students, this is kind of reversing the classroom where the
students are creating the content for the classes and helping to
teach.
I'd like to share just a couple, I know I'm running out of time,
of retention examples by divisions, and you can see them listed
there. I'd like to thank the deans and the faculty who have worked
very hard on persistence and retention strategies and recruitment.
For example, in applied technology, program advisors follow up with
the learners when they are nearing their degree completion. The
applied technology program partners with community groups, workforce
and high schools, youth programs, for example.
Business administration, I will give one example, they have
developed and condensed courses to eight weeks. This format will
help support student retention and completion. I believe they have
created a Fast Track or will be creating one on data analytics, which
is much needed right now.
In communications, several disciplines within the division now
use OER to support students and to minimize costs. Health
professions, they use a case management faculty advising model to
support students through their educational path in Pima.
In math, there are embedded tutors and support coaches available
within the math courses to support student success. Also, there is
co-requisite support.
In the humanities, social sciences and education division, the
postdegree teacher certification program created a social media
campaign to recruit students and help address the teacher shortage in
Arizona. They have included faculty from several disciplines
supporting the food pantry.
Also, there has been diversification of the curriculum to include
African-American and Asian-American studies and a grant proposal to
the National Endowment of the Humanities to develop curriculum in
border culture studies.
The arts have numerous exhibits and performances that I hope all
of us can attend and support, highlighted showcase of various digital
media platforms and PCC arts to support recruitment to students.
The sciences, they have community and high school outreach and
events that are represented by faculty who support the recruitment
efforts and career advising.
PimaOnline, they have redesigned the orientation on online
learning to better support online and virtual learners, specifically
now that we went into this mode where students were not familiar with
this modality. Also, online success coaches are assigned to courses
to support the reduction of online versus nononline success gaps. So
you can see the divisions have been working very hard on these
efforts, as well.
So with retention, we must be creative and innovative, and it
will be key to require more flexible schedules, for example, perhaps
even more self-paced courses. Boot camps, mentorship programs,
childcare assistance as we are talking about childcare, the
improvement also of social opportunities for students. We must
recognize that attracting and keeping nontraditional students will be
key. We need to work and continue working on reskilling and
upskilling that alignment.
In addition, other things to consider, we should be creating
pathways that extend into the high schools, align general education
pathways to each campus while being strategic with the 200-level
courses.
Building HyFlex classrooms, having childcare for our students,
and also a new initiative with climate change. These efforts with
climate change are system-wide and we will be needing to make this
also a priority for the college and also for our community.
Last month, Board Member Garcia asked about Tucson zip codes. So
I hope this will help provide some information for you. The zip
codes that you see there highlighted, there are seven of them. These
demonstrate the lowest per capita income and highest poverty rates.
What the college will be doing now is looking at how we can
research in potential ways that Pima can be of service to these
communities. We want to explore, for example, taking mobile units to
the communities, such as automotive or HVAC. There has been talk
about doing teledentistry, as well. So, Board Member Garcia and
board members, if you want other details about the zip codes, please
let me know. Happy to share that with you.
So students, they must know that they are being supported. They
need to feel that sense of belonging, of being at Pima as a family.
They need to feel socially connected. They need to know that we
care.
We need to create also a culture of inquiry and use our data. As
I said, data demonstrates what is and what was. But what matters is
that we act, that we do plan and act. In higher education, sometimes
we like to talk a lot, and the implementation takes a little bit
longer, but we need to accelerate what we need to do to serve our
students in our community. That urgency is here and we need to adapt
now. Pima can help our community, our students, and economic
mobility for the families.
I'd like to end with a quote from representative John Lewis.
"When you see something that is not right, not fair, not just, you
have a moral obligation, a mission and a mandate to stand up, to
speak up, and speak out and get in the way, get in trouble, good
trouble, necessary trouble."
So let's get into good trouble for the sake of our students and
of our community. (Speaking Spanish.)
Thank you. Are there any questions?
>> MR. DEMION CLINCO: Thank you very much, Dr. Duran-Cerda.
Looks like Dr. Hay has a question and Ms. Garcia.
>> DR. MEREDITH HAY: Yes. So I just want to take a moment to
thank the provost for this extraordinary presentation. You know, as
you all know, I am a little bit familiar with what she does as a job,
and it is extraordinary, Dolores, what you have pulled together, and
your team and how much -- I mean, there must have been 200 action
items that you have worked on over the last four years, and the
progress has been extraordinary.
I implore my board members who don't maybe spend their life
thinking about retention and persistence to really meet with Dolores
and meet with the chancellor and understand the depth of commitment,
the depth of work needed to pull off what the provost has just
articulated.
I think probably that Pima Community College is leading the way
in the nation in terms of these efforts in persistence and retention
and it doesn't come by accident. Pay attention, Board Members. This
is huge. What she has just articulated is probably a template for
how to be a successful community college moving forward in these
times.
I congratulate her and I congratulate the chancellor and the
entire team for the extraordinary work that has gone on for the last
four years to pull all this off and continue to strive, continue to
make these efforts, and never stop working, never stop struggling.
You are absolutely right about invoking John Lewis.
We have just begun, but we have gotten this far because of the
hard work of the provost and her team and the deans and the faculty
and the leadership, quite frankly, of Chancellor Lambert, and I thank
you all for everything you have done.
Thank you.
>> MR. DEMION CLINCO: Thank you, Dr. Hay. Well said.
Ms. Garcia?
>> MS. MARIA GARCIA: Provost Dolores, a couple of things that I
would like to see on the graph -- I think you have done a great job
in identifying these areas of improvement. But I think some of the
things, and I could be wrong, but some of the things I think are
lacking are even though you show persistence and retention as being
pretty much leveling and keeping things, but you need to really
identify it by programs and enrollment, you know, by program.
Also, I would like to -- a trend line maybe? And then, in
addition to that, I'd like to see within the last four years what has
the budget been for these initiatives and what is it going to be now?
I think that would be helpful.
>> DR. DOLORES DURAN-CERDA: Okay. We can pull that together for
you.
>> MS. MARIA GARCIA: Thank you. Great job.
>> MS. CATHERINE RIPLEY: Provost Duran-Cerda, thank you very
much for not only some great data and a wonderful plan, but very
beautifully articulated. I appreciate that a lot.
I know a lot of work went into that, and it also goes hand in
hand and it dovetails so beautifully with the last presentation from
last board meeting that Dr. Doré provided to us.
This is really the foundation of what we, as board members, need
to be supporting and doing. It is concentration on retention but
also recruitment and enrollment and follow-through. Retention not
just one year but the whole life cycle of a student. Thank you so
much for articulating that.
I'm glad you quoted John Lewis, as well, because I think this is
the time, and I'm sure you worked on this for the last three years
even before COVID, but this is the time for bold measures based on
what's been happening even before COVID. So it's timely.
I look forward to seeing this implemented and executed and seeing
it through to fruition. I know it's ongoing, never-ending, so I
thank you for that. Beautifully done. Thank you.
>> DR. DOLORES DURAN-CERDA: Thank you.
>> MR. DEMION CLINCO: Ms. Garcia? Another question?
>> MS. MARIA GARCIA: No.
>> MR. DEMION CLINCO: Your hand was still raised.
>> MS. MARIA GARCIA: Let me take it off.
>> MR. DEMION CLINCO: Provost Duran-Cerda, I also just want to
articulate my gratitude for all of the work. You know, I think
Dr. Hay is absolutely right. You're creating an innovative roadmap
that is both invigorated and also visionary.
There is no solution, there is no silver bullet to resolve this
in a single action. This multi-pronged, innovative approach is
really a movement in the right direction.
Thank you for sharing with us more in depth the way all these
different initiatives we have been hearing about coalesce together.
We really appreciate the hard work.
Thank you very much.
>> DR. DOLORES DURAN-CERDA: Thank you all for your comments and
your support. It's a team effort. We wouldn't be able to do this
without your support, as well. I'm just grateful for the leadership
at the college and chancellor and our academic affairs, the deans,
the faculty, everybody.
It's a collective effort, and we care about our students and our
community and it shows through the work that we do. Thank you.
>> MR. DEMION CLINCO: Well said. We are all on this ship
together. Thank you.
Next we have our reports by representatives to the board, 2.2.
Our first representative is our student report from Collin Bryant.
Mr. Bryant?
>> COLLIN BRYANT: Hello, Chair Clinco, Chancellor Lambert,
Governing Board members, faculty, fellow students, guests.
I'd like to give myself a brief introduction. I'm Collin Bryant.
This is my second year here virtually at Pima Community College.
Right now I am finishing up my AGEC-S certificate, and I'm looking to
transfer to NAU to complete a chemistry degree.
I'm a liaison for our Phi Theta Kappa chapter Alpha Beta Chi, and
I'm also the Governing Board representative for Student Senate. I'm
looking forward to becoming familiar with our Governing Board, and
I'm excited for the experience I will gain from this position.
I'd like to let you all know that this year's group of student
senators is something special. We are a tight-knit group of students
from several different areas of study. We have kept in touch with
each other on a near daily basis since April and we even held virtual
meetings during the summer to get up to speed on what is expected in
our newfound positions.
As a result, we have been well prepared to share what we believe
can improve the college. The initiative in this group is like I have
never seen before, and it's largely what makes me so proud to call
myself a student senator. There is a lot we want to get done this
year.
First off, because Student Senate does meet during the summer, I
strongly recommend that future student representatives be added to
the agenda to report for September meetings. All summer I was under
the impression that we were going to be reporting at the September
meeting. Now, this change won't affect me or the rest of this year's
Student Senate, but it will make it more efficient for future groups
because they will be able to propose and get started on projects
earlier in the year.
Moving on, there is a pretty big on-campus issue that I'm pushing
to get looked at by our Student Senate, and I'd like to bring it to
the board's attention. At the Downtown Campus, as well as others,
but specifically the Downtown Campus, there are dark areas that
students have to walk through to get to their cars after their
evening classes.
Just by word of mouth, there have been several reports by many
students feeling uncomfortable walking in the dark. Many are
choosing to walk in groups. It would be immensely helpful to have
better lighting around each campus, but again, specifically Downtown.
As far as what Student Senate can do right now we are looking to
giving surveys to students to gauge their comfort on campuses. We
are looking to put together a team of volunteers to walk around
campuses and map out the dark spots at night. This data from these
two campaigns could be combined to rank which spots at which campuses
need to be prioritized to get light.
Another on-campus issue I'd like to bring up is lack of cell
service at East Campus as well as the poor WiFi signal on other
campuses. While I fear that the cell service may be out of the scope
of what Student Senate can do, we can make up for that by pushing for
an upgrade in our WiFi. The WiFi available to students is decent at
best indoors, but if the student decides to work outside, the signal
drops significantly. We'd like to get in touch with the IT
department on each campus to express this concern and find a solution
to the problem.
That is all I have to report this evening. Thank you.
>> MR. DEMION CLINCO: Thank you very much, Mr. Bryant.
Chancellor Lambert, I think each of these issues are actually
very critical. One is a safety issue, one is an access issue, and
one is a communications issue.
Is there anything we can do to accelerate this and really look at
these in a much more robust time frame to try to get them addressed?
Particularly the WiFi issues, if we are having WiFi connectivity
issues in our campus buildings, that's something we need to get fixed
immediately.
Is that something you could take a look at and report back to us
at the next meeting?
>> DR. LEE LAMBERT: So David, President Doré, is going to be
meeting with the students I believe on Friday to better understand
these concerns, to look at what we can do to address them. We
appreciate that the students are bringing them forward so that we can
make sure we are trying to meet those needs.
As we move to a community policing model, hopefully more of that
touchpoints can be factored in to providing that safe passage out to
the parking lots and between buildings, et cetera.
On the WiFi pieces, I will have Dave follow up with the students
as well and see what we can do there. Cellphone may be a little more
challenging, but with WiFi, we probably need to increase some of our
locations and make sure that the current technology is keeping pace.
>> MR. DEMION CLINCO: Okay. So if you could just report back to
us next month sort of what the outcomes are, we'd really appreciate
it. Thank you again, Mr. Bryant, for bringing these issues forward.
I think they are of concern to the whole institution.
Next report is adjunct faculty report with Sean Mendoza.
Mr. Mendoza, you are up.
>> SEAN MENDOZA: Chairman Clinco, Chancellor Lambert, members of
the board, honored guests. As you may have read from my board
report, a number of exciting events are occurring this month. Of
those submitted in this month's board report, there is one item in
particular I wanted to update you on today.
As you may know, the college is engaged in a classification and
compensation study. Unfortunately the adjunct faculty will not be a
group included in this study.
After speaking with administration, I have been told that the
current study focuses specifically on full-time employees similar to
the Fox Lawson study some 20 years ago, back when I was a young lad.
Given the changes that the college and the world has undergone since
that time, I'd ask the college consider future studies to include our
employee group when determining the impact of adjunct faculty on the
institution's success and that of our students and the community.
On a positive note, Dr. Bea has agreed to work with us to explore
concepts like a tiered system or pro rata faculty mentioned by the
chancellor and the college community in previous conditions. It's
our hope that these initiatives will lead to the retention of
high-performing, student-centered, and student-ready educators to our
rights.
Thank you, Dr. Bea, for your guidance, and we look forward to
working with you in these exciting issues. As always, thank you for
your time and support to the adjunct faculty.
>> MR. DEMION CLINCO: Thank you very much. If you could please
report back to us how those conversations go and what the tiered
program looks like, we'd like to know more. As we are getting the
class and comp study, Chancellor Lambert, if you could report back to
us if there are opportunities to include the adjunct faculty in the
process?
>> DR. LEE LAMBERT: Mr. Chair, we will make sure we address the
adjunct pay issue.
>> SEAN MENDOZA: Thank you.
>> DR. LEE LAMBERT: It may be a little more challenging in terms
of getting the kind of accurate data, but we will be able to come up
with something that allows us to really especially benchmark against
our regional market in terms of where adjunct faculty may have
opportunities and options.
So we'll look at that.
>> MR. DEMION CLINCO: Thank you very much.
Our next report is faculty report from Denise Reilly.
>> DENISE REILLY: Hi. Good evening. Thank you, Chairperson
Clinco, members of the board, Chancellor Lambert, colleagues and
guests. I'm Denise Reilly. I'm student success faculty under the
division of college readiness and student success. Second report, no
longer a newbie.
A synopsis of what you got in the Faculty Senate report is we
received a presentation about OER, and Dr. Duran-Cerda mentioned that
earlier, and the future of the initiative at the college. We held
officer elections for the 2020 year and more information will be
forthcoming.
We received typical reports including the president's report,
recruitment and retention reports, which you have heard much about
tonight. PCCEA, provost, and Governing Board report.
Of note, the admin and Faculty Senate leadership meeting, most of
the conversation centered around enrollment and retention efforts, as
Dolores mentioned earlier this evening, academic and workforce
planning, and updates related to the pandemic.
I want to mention that discussion mainly centered around faculty
pay and shared governance -- those were kind of the two main areas
that were considered -- and the role of the faculty in the class and
comp study. I know we have heard these words tonight several times
tonight, the class and comp study. But we have a couple steering
committee representatives, and there is definitely some questions
around the transparency, inclusivity, these things were being raised
in a greater, larger context.
And so I want to mention this is a little bit strange because
when I report to you, I have already submitted my Governing Board
report a week and a half ago, so it's kind of off-center because what
happens is we then have a regular Faculty Senate meeting and then a
leadership meeting following that. So a lot has actually transpired
since this report I made, and a lot of it really does have to do with
the classification and compensation study, a lot has to deal with
this uneasiness related to transparency, inclusivity, and equity
around this.
So I just want to bring this up, as this is something faculty is
concerned about, it's something that you have heard over and over
tonight, but it's something that probably will be discussed more
extensively in the next report.
We did have some faculty notable accomplishments, and I mentioned
this last time, related to the Teaching and Learning Center and the
UnTeaching and UnLearning Summit.
I did mention last time there was a statement that Faculty Senate
wanted to read to the board members, and I wanted to repeat the
statement again to see if there are any questions or thoughts. I
also want to encourage you, if at all possible, to attend either our
November or December Faculty Senate meetings. Just the same way as
any new employee is encouraged to attend a board meeting to see the
lay of the land and how things go, I'd encourage any board members to
attend one of our Faculty Senate meetings to just kind of check it
out and see what that's like. I know you have busy schedules. I
will read this statement one more time and just see if there are any
questions from any board members or thoughts.
Our statement goes, faculty senators are approached more
frequently by our colleagues and constituents regarding employee pay
at the college. We understand that finances are especially volatile
given the depressed levels of enrollment college-wide and the ongoing
pandemic. But faculty senators are concerned with the current
allocation of funds. The Faculty Senate is interested in hearing
from faculty colleagues on the classification and compensation
faculty steering committee, having Faculty Senate officers
collaborate during their administrative meetings with members of ELT,
and exploring how faculty, staff, and administration can all work
together on how to allocate funds in ways that will optimize academic
excellence and student success.
At this point, we have met, so since this statement, we have met
with faculty steering committee representatives, we have met with the
provost, vice provost, and chancellor. Then in our next month's
report we will probably have a little bit more extensive information
and follow-up on how these are transpiring, but I wanted to ask if
the board had any questions or thoughts or comments on the statement
this time.
>> MR. DEMION CLINCO: Mr. Silvyn, could you provide a little bit
of clarity? We can't get into a substantive conversation, but we
could provide something, right?
>> MR. JEFF SILVYN: So the compensation is not an agenda topic.
There is clearly going to be discussions about compensation and the
study result and budget obviously on future agendas, but for this
evening, if a board member had a specific question or topic they
would like addressed at a future meeting, I think it would be fine to
mention that, but as you know, this isn't the right venue to have a
dialogue about that at this point in time. There will be
opportunities to do that on a different occasion.
>> MR. DEMION CLINCO: A couple of things, Denise, thank you so
much for your presentation. I think by continuing to remind us of
that position statement is very helpful. It keeps the topic really
fresh and I think it keeps the board aware of the continuing concerns
of the Faculty Senate. I think there really is value in that.
I think the other important thing is you are the representative
from the faculty, so we know that things have happened since the
report was submitted, and you, of course, are more than welcome to
share with us during this report those types of things.
So I know you're new to the position and it's unusual because we
have only known you in this online context. We really appreciate all
the work you're doing to bring these issues forward. But definitely
keep us up to date. You don't have to just give us verbatim what's
in the report. You can give us the current events, and we know there
has always been that timing.
>> DENISE REILLY: Absolutely. No, thank you. I appreciate
that. I just wanted to make you aware that there have been
conversations had since then, so it's not just what's in the report,
but we have been in communications and we have been told by executive
leadership that we are working through this.
I just wanted to make sure to clarify that so it doesn't seem
like we are throwing this information out and nothing has happened
since. We have actually had a couple meetings since.
No, thank you. I appreciate that.
>> MR. DEMION CLINCO: We really appreciate it and again thank
you for bringing the concerns and the issues forward.
Our next report is Jeff Thies. Mr. Thies? You are up.
>> JEFF THIES: Good evening, Chairperson Clinco, Chancellor
Lambert, board members, students, colleagues and guests. I am Jeff
Thies, dean of college readiness and student success. I'm providing
the administrative report this evening.
First I'd like it take a quick second to thank all of our Pima
Community College tutors for all of the support they provide our
students. It's a great persistence and retention strategy. It
happens to be Tutor Appreciation Week. If you're on campus, stop by
a learning center and thank a tutor.
Tonight I'm going to share content from three areas. Arts
division, communications division, and a portion of the equity in
retention academy report. It will be finished and out soon.
I'm going to start off with the equity report. I will reference
two tables, so if you're out there in the listening world, I
recommend downloading the report from the board agenda. To get
started, the equity in retention academy team consisted of five Pima
employees that worked through the summer and the first part of this
fall to put together a plan to support equity in retention.
The team utilized the Voluntary Framework of Accountability
reports that are at our disposal, thanks to STAR, focusing on metrics
that exist to measure the important milestones that are known to be
leading indicators of completion.
The first table provides indications of positive movement in
several areas, as you would imagine based on the earlier report from
the provost. Of note, the percentage of part-time, first time in
college students that have earned at least six credits in the first
semester, part-time cohort, which we know is about 70% of our
population, that's a group we want to definitely be checking out.
At least six credits in the first semester has increased to just
under a quarter to over a third in the last four fall semesters that
we have data for, a 50% increase.
The number of students completing the math milestone has nearly
tripled, a sign that the redesigned concepts we have been working
through are supporting part-time students as well.
Reviewing the same data with an equity lens, focused on our two
largest student populations, we do still find several challenges, so
there's plenty of good work to be done, so we want to get in good
trouble moving forward.
The good news is that the Latinx student population has made
significant progress in the first three measures. Challenge is that
the gap still exists. The positive is we are making great strides
for our Latinx population. The challenge is there is still that gap
between Latinx and the White population.
American-Indian, Alaska Native, Black/African-American
populations can also be provided and are provided in a larger chart.
The challenge with those is it's a very small in for both of those.
When you disaggregate to part-time, first time to college, the trend
is much more roller-coastery because of the small number of students
that fit those definitions.
Communications and arts divisions, a lot going on. I won't be
able to cover everything in the report. Again, please download the
report. Read through the great work that's been going on.
To spotlight a few, from the communications division, they have
been working on a lot of curriculum upgrades. Creative writing,
communication courses, academic and critical learning and reading,
first year writing, literature, working to add OER to their D2L
shell, open ed resources, making courses much cheaper from a textbook
standpoint.
They've been centering on inclusive and authentic learning
environments, making sure to contextualize to the local region,
Southwestern region and its environmental concerns. A lot of
activity from the communications division from a curriculum
standpoint and also from a community standpoint.
The curiosity symposium is resuming virtually with monthly
discussions touching on reading, writing, storytelling. Also, the
division has reached out and it's continuing to reach out to local
businesses and corporations like Geico to review the communications
classes on-site. This would include micro- or mini-targeted classes
that focus on their needs.
Lastly, from the communications division, they are partnering
with both the Pima County courthouse and our own health professions
and biomedical sciences department on new course development. The
noncredit partnership with the courthouse is in response to a direct
community need and will focus on elements of our advanced
professional communications course, writing 254.
Arts has been very busy. Our dean of arts was featured on Kgun9,
did a segment how Pima arts are back up providing live performances.
We also had former Pima AFA student Vanessa Saavedra's 1810 to
question mark piece was featured and also the cover art in Mexican
Gallery exhibit Las Iluministas, also featured in Pink Collar Gallery
in the United Kingdom.
Other things from the arts division, Sela Garcia, a student and
stage manager for Little Shop of Horrors, excited about that, has
created videos to meet the cast. You can jump online and see the
cast in anticipation of that production.
The Art Gallery at the Downtown Campus opened several weeks ago
with the exhibit Lockdown Year. The exhibit presents artwork created
by Pima students during the year of COVID. It's a great quick
walk-through upstairs in the CC building the next time you're at
Downtown Campus.
The Visual Arts Gallery at West Campus, Egress No. 2 exhibit
opened featuring student artwork from spring 2021.
A few other short pieces of information. Former dance student,
Eva Schmidt, that name may sound familiar, makes the front page of
the website, and it's a great story about her moving to New York.
Proud mama there.
Pima was featured in a KVOA segment. Pima Arts Department
presented unique artwork to the Citizen Diplomacy Alliance's
nonprofit executive director Pat Watson. The piece was created by
Russian Paralympians that happened to visit Pima in 2019. Made of
clay medals and a cholla cactus wood branch to symbolize the 2020
Paralympic Games and the Southern Arizona landscape.
That concludes my report from the administrators.
>> MR. DEMION CLINCO: Thank you very much. We really appreciate
it.
Michael Lopez was having technical problems this evening, so he
will not be giving a report. His written report is online.
Next is the chancellor's report. Chancellor Lambert?
>> DR. LEE LAMBERT: Good evening, everybody. I just want to
thank everybody for the tremendous hard work and resiliency that
everyone has shown throughout the past 19 months, and throughout all
of that, Pima continues to do some amazing things.
Today we have had a number of exciting events occur at the
college and in the community. I want to highlight just a few and
some other activities.
This morning, I was asked to do a welcome address for the
National Council on Workforce Education who held their national
conference here in Tucson, Arizona. It was their first conference
they have had in person since the pandemic, and I'm proud to say that
our very own Dean Amanda Abens is on the board.
During the afternoon session, Pima received an award of
excellence from the NCWE for our work with the paramedics partnership
with United States Air Force. So we have a lot to be proud of in
terms of what we are doing, and it's being recognized all the way
across the country.
During that same event, Jamie Merisotis, if you don't know that
name, he's the CEO of the Lumina Foundation. The Lumina Foundation
is important to those of us in higher education. So I just want to
read an excerpt from his latest book called Human Work. I think it
reflects what the provost was talking about earlier, and it really is
shaping the vision of the college, but we were doing all these things
before he wrote this book. I just want you to put that in context.
This combination of abilities, knowledge, and skills, which
evolves throughout life is what we should be calling talent. What
this means is that learning is the work and the highest purpose of
work is that it leads to learning. In other words, work is learning.
Learning is work. They happen together in the human work ecosystem.
In the human work ecosystem, education and employment are tied
together in unprecedented ways. Indeed they are merging into one
activity.
I share this, because when you listen to what Provost Duran-Cerda
was saying earlier, we have to look at especially the liberal arts
and we are going to put greater attention on liberal arts because
that's the area of the college where we are seeing the most
enrollment loss, and we've got to bring them up and make them more
relevant to the reality of what you just heard me read.
This isn't just coming from one of the preeminent thought leaders
in the nation. You're seeing this coming from other preeminent
thought leaders across the nation as well that this notion of
workforce and liberal arts have to be more integrated. Ian can tell
you, him and I are part of a group through MIT talking about the
workforce relevance of the liberal arts.
So I think what we are going to see going forward is just greater
attention to help strengthen the liberal arts so that they remain
relevant. I know we were in a student panel recently, and one of the
students, we don't know if his is the exception or the rule but we're
going to find out, he was not necessarily pleased with some of his
experiences at Pima, and he said he can go to YouTube and get the
same thing for free.
Well, we have to take that seriously. I think that ties back to
what we are hearing the larger conversation, that this notion of work
and learning really fuse together, and I'm so excited because during
the Catholic U ribbon cutting, President Garvey and his team were
here, we are so excited about that partnership, but that partnership
is really about the fusion of the work and learning components as we
build this applied business program together, and we are so pleased
that we have already launched that partnership. But the challenge
has been it was launched during the pandemic, and so they were not
able to be out in the high schools recruiting face-to-face, but all
of that is changing now, as you know, so we explored other ways we
can take these concepts and fuse them into other programmattic areas.
You heard Dolores make reference to some of them. We are very
excited about that. Just last week, David and I were in
conversations with a very prominent person in our community who
helped create the Center of Opportunity in partnership with the
Gospel Rescue Mission.
So we are going to be getting greater support to do some of the
programming that you're seeing that is really in many ways tied to
the micropathways that you have heard again the provost make
reference to, Pima Fast Track. So you're going to see more of that
as we go forward.
I want to clarify something that the provost was also -- she
shared with you the data of completion that was pandemic data.
Prepandemic, our completion numbers were closer to 3,800 a year, so
3,800 to that 6,000 number, I just didn't want it to seem like it's
way outside the possibility to get to 6,000. It's still a stretch
from 3,800 to 6,000, but we are willing to stretch, to try to get
there will, because our students need that from us, and so we are
going to be doubling down our efforts.
But this notion that she made reference to about the liberal arts
are going to be essential to doing that, because that's the side of
the college we've got to boost up and find new innovative ways.
That was the other thing President Garvey noticed about the work
at Pima. They were very impressed with the creativity, just our
ingenuity and the fact that we really are moving things in a
different way than what you see in more of a traditional higher
education model.
I will loop that back to our conversation with Banner. In that
conversation, they were sharing areas where they were having some
challenges in their own workplaces, and so financial literacy,
computer literacy, resiliency were things they brought up.
As we delved a little deeper into the financial literacy piece,
they really highlighted employees need to understand the business
model of healthcare better. I think that's also true about us in
higher education, that our employees need to understand the business
model of higher education better.
We are looking to collaborate on something together, but we will
do more internally at the college to help people understand what our
business model is so that way folks have a better foundation for how
the college operates as we go forward.
Also, we are excited about San Diego. I know many of you will be
there with us from the board. Demion is going to receive the Trustee
of the Year for the Pacific Region, and Mays Imad is going to be
receiving Faculty of the Year for the Pacific Region. They are both
in consideration for the national award, so let's give them our best
thoughts and hope that one or both of them receive that national
award as Trustee of the Year and Faculty of the Year. We are so
excited that we have two individuals.
And just for history, Pima, over the last few years, we have had
other individuals be nominated for CEO of the Year, for Diversity,
Equity of the Year, both times Pacific Region and one time walking
away with the national award.
We are making a big difference. Aspen Institute has recognized
Pima Community College as a top 150 community college in the country
two times in a row.
So these are things that we have to not lose context about. Yes,
we have our challenges internally. Communications is always a
challenge. I have never worked anyplace where it wasn't a challenge.
But the key is that we continue to engage with each other. We do it
civilly, respectfully, and then we can work through pieces.
I have been at other places where we talk class comp. Class comp
is a sensitive topic, and it always will be sensitive. There are
always, and I said this in the beginning, there are people who will
gain from that and some people who do not move anywhere from that and
there are some people who will be negatively impacted by a class comp
study.
But there are systems that we put in place in order to mitigate
against the group who would be negatively impacted by not negatively
impacting them. The goal is, and that's where the committee comes
in, we have to talk about these are the decision points, who do we
move up first and by what percent to move them back into the range
that makes their wages competitive.
That's an important decision point. Siegel is not going to make
that decision. So the committee is going to make recommendations
around those kinds of decision points that will ultimately come to
the board for the final decision.
So I think that's been part of the confusion with class comp was
when does the committee's role really kick in. And I will own that,
because there should have been better clarity up front that this has
been the research phase, a lot of data gathering that wasn't a lot
for the committee to do in this phase. It's once the data is all
gathered, now we can talk about how do we move that forward. Those
are the decisions we have to make as an institution. But never lose
sight, it's in the context of the overall budget, what can we devote
to making salary adjustments accordingly.
With all that said, I just want to emphasize we are doing so many
great things, and we should never forget the positive things. It's
easy to only focus on what's not being done, but if you look at
things on balance, we are leading the way and that would not happen
if people have not bought into the vision that we have set forth for
the college.
I will close with this. The City of Tucson just put out a press
release. The City of Tucson and Pima Community College have received
the Excellence in Economic Development Award by the International
Economic Development Council. Again, another example of the great
work we are doing in this community.
Thank you, Mr. Chair.
>> MR. DEMION CLINCO: Thank you very much.
>> DR. MEREDITH HAY: Hear, hear. Great work. If I was there,
I'd be clapping.
>> MR. DEMION CLINCO: It's really impressive the work that's
happening across the institution. Thank you for your leadership.
Moving on, we have our information items. They are posted
online. Next we have our consent agenda. They are posted online
with all of the backup material.
Is there a motion to adopt the consent agenda?
>> DR. MEREDITH HAY: So moved.
>> MS. CATHERINE RIPLEY: Second.
>> MR. DEMION CLINCO: Any discussion?
Hearing none, all in favor of the motion signify by saying aye?
(Ayes.)
>> MR. DEMION CLINCO: Thank you. Next we have our action items.
First is the intergovernmental agreement between Housing and Urban
Development, HUD, choice planning and action grant, City of Tucson,
PCC, DO, and M&S.
Mr. Silvyn, could you read the recommendation?
>> MR. JEFF SILVYN: Yes, I'd be glad to, Mr. Chair.
The chancellor recommends that the Governing Board authorize the
chancellor or designee to execute an intergovernmental agreement for
the Thrive in the 05 Choice Neighborhoods Planning and Action Grant
Subaward from the City of Tucson's Department of Housing and
Community Development funded by the United States Department of
Housing and Urban Development.
The subaward amount awarded to the college to complete the Tucson
Inn neon sign restoration project is $25,000 for the performance
period from October 1, 2021, through September 30, 2022.
>> MR. DEMION CLINCO: Do I have a motion to adopt the
recommendation?
>> DR. MEREDITH HAY: So moved.
>> MS. CATHERINE RIPLEY: Second.
>> MR. DEMION CLINCO: Discussion? Ms. Garcia?
>> MS. MARIA GARCIA: So I'd like to know, my understanding, and
I don't know if I read it right, so we're going to contribute
$10,000, the city will contribute 25 for the restoration, and from
that point on we will continue to take on that maintenance ourselves,
Pima will?
>> DR. LEE LAMBERT: So the answer, you know, is yes, on a
go-forward basis, it is our responsibility.
Also, if you wouldn't mind, I actually asked Dr. David Doré to
talk a little more about the Thrive in the 05 project so you can see
it in its fuller context, if you'd like to hear that piece, and then
the other piece, it is tied to our work with the Thrive in the 05.
>> MR. DEMION CLINCO: Dr. Doré? Do you want to give that
presentation? If there are follow-up questions we can get those
answered.
>> DR. DORÉ: Thank you, Chair Clinco, members of the board,
Chancellor Lambert.
Just a background, the Thrive in the 05 initiative, that was
developed in 2018, and the real goal is to promote safety and
well-being and really to empower and to ensure that all community
members have access to education essentially and so forth.
Provost Duran-Cerda, she cited that that zip code is one of the
poorest zip codes in Pima County. So what we have done is we have
partnered with the city, we have a joint position, and we are really
taking a collective impact approach to really regenerating this area,
trying to have really responsible development, which means those
community members that are in that zip code, really trying to lift
them up and find employment with them.
We have done a lot of I think really innovative partnerships. We
have really reached out to that community through this initiative.
You're beginning to see that area come alive.
The hope is that, you know, The Tucson House will receive the 30
million federal grant to restore that house. That's public housing
for the City of Tucson. Half of the community members in The Tucson
House are disabled. The other half are seniors.
So one of the things that we have been doing as well as that
outreach to the disabled community really to get them into our
programs. Interestingly enough, these micropathways, the Fast Track
initiative, has been very, very successful in the 05 area. That
gives you a little bit of context of kind of what's going on in the
initiative.
What we have done also is we are partnering around crime
prevention, so we've been working very, very closely with the Tucson
Police Department to reduce crime in that area, as well. As many of
you know, that has been a high crime area. It's in our best interest
really to reduce crime around the Downtown Campus.
We have been very involved with Parks & Rec. De Anza Park,
across the street from the Downtown Campus, just installed a new dog
park in that area. They have sand volleyball in there and really
trying to make that more attractive to our students.
Gives you a little bit of background. I'm more than happy to
answer any questions. Then I sit on the steering committee, which is
made up of Ward 3, a lot of business and nonprofits, and we are
really the anchor in that whole neighborhood.
>> MS. MARIA GARCIA: But how does a sign help that?
>> DR. DORÉ: You know, again, I will give you my perspective,
Board Member Garcia. That sign is falling apart, right? It looks
really, really poor.
I think one thing is the renovation of that sign, it really is I
think a very high-profile change to that neighborhood and to
Drachman. I think to have that sign lit up is going to dramatically
change that area.
We heard from our Student Senate rep today about some of the
concerns, you know, legitimate concerns about Downtown Campus, and I
think anything to make that area more vibrant and more safe will
serve our students very, very well, from my perspective.
>> MS. MARIA GARCIA: Well, I don't know. You know, I guess I
look at the longevity of that sign and how much more is the college
going to be paying for it. It's got to be an expensive maintenance.
>> MR. DEMION CLINCO: Any other questions from any other board
members?
Okay. Hearing none, all in favor of the motion, signify by
saying aye?
(Ayes.)
>> MR. DEMION CLINCO: Opposed?
>> MS. MARIA GARCIA: Opposed.
>> MR. LUIS GONZALES: Opposed.
>> MR. DEMION CLINCO: The motion carries 3-2 with Ms. Garcia and
Mr. Gonzales dissenting.
Next item is the COVID vaccine incentive program for employers.
We had a discussion in our executive session about some of the
federal regulatory requirements that are coming. So at this point, I
would move that we table this item for the November agenda or a
future agenda, let's say to a future agenda, when there is a little
more information in terms of what the federal government is going to
be doing.
Is there a second on that motion?
>> DR. MEREDITH HAY: So moved.
>> MS. CATHERINE RIPLEY: Second.
>> MR. DEMION CLINCO: Discussion?
So no other questions? Okay. All in favor of tabling to a
future agenda, signify by saying aye?
(Ayes.)
>> MR. DEMION CLINCO: Opposed? I think I heard everybody. It
passes unanimously.
5.3, discussion of possible approval to extend the term of the
chancellor's existing contract by one year. Again, we had some
internal discussion during our executive session, so at this point I
would recommend or make a motion that we table this to the November
agenda.
Is there a second on that motion?
(Multiple seconds.)
>> MR. DEMION CLINCO: Any additional discussion?
>> DR. MEREDITH HAY: I would, Mr. Chair, if I may, I would just
like to state for the record that Chancellor Lambert has been an
extraordinary leader in extraordinary times, and Pima County and the
State of Arizona are grateful to him for everything he's done, and I
want him to know that personally, and I want everybody in the
audience to know that without Lee Lambert, Chancellor Lambert, we
would not be in a position of strength that we are today.
Thank you.
>> MS. CATHERINE RIPLEY: Yes, thank you. I would just like to
also add to Dr. Hay's comments. I think that the discussion really
focused on the contract itself and has no reflection on Chancellor
Lambert's performance, which has been, I agree, extraordinary during
extraordinary times. I can't even imagine anyone else doing what
he's done over the last 19 months, let alone the last eight years.
So this is a technical discussion.
Thank you.
>> MR. DEMION CLINCO: Thank you very much. And again, I would
concur with all of that. Thank you, Chancellor Lambert, for your
extraordinary leadership. You have heard it throughout the evening,
but all these major initiatives you have continued to drive and
assure delivery on time, we really appreciate all of the things you
have done for this community. Thank you.
We have a motion on the table. Any other comments?
All in favor, say aye?
(Ayes.)
>> MR. DEMION CLINCO: Opposed? The motion passes unanimously.
Request for future agenda items? Any future agenda items?
>> MS. MARIA GARCIA: I don't know if this is appropriate, but
are we ever going to have the assessment presented for the, what is
it called, LGA, people doing the assessment on the Trane?
>> MR. DEMION CLINCO: Yes, we do plan to have a full robust
conversation on that.
Mr. Silvyn or Mr. Lambert, that hasn't been fully completed yet?
I don't think, it hasn't been scheduled, but do we have any
expectation in terms of time frame? And do we anticipate a special
study session? Looks like a special study session, but do we have an
expected time frame for that? I'm seeing nods.
Mr. Silvyn?
>> MR. JEFF SILVYN: I think Dr. Bea has his hand raised because
he's the one who has been in the most direct communication with GLHN,
who I think is the consultant being referred to, so he can probably
provide the best estimate.
>> MR. DEMION CLINCO: Dr. Bea?
>> DR. DAVID BEA: Chairman Clinco, members of the board,
Chancellor Lambert, colleagues and guests.
GLHN notified us they are probably about a week away from their
conclusions, so I'd expect that we can put together that presentation
for the board within the next, I would say the next month because we
have to take a look and make sure that it all makes sense what they
have put together, and that they are going to join us in that
presentation to help facilitate the conversation.
>> MR. DEMION CLINCO: We appreciate it. Thank you very much.
Again, we hope it will address some of the issues that were outlined
earlier in the call to the audience.
>> DR. DAVID BEA: Absolutely will.
>> MR. DEMION CLINCO: Ms. Garcia, I hope that resolves your
question? I see you shaking your head yes.
Anything else? Okay. With that, we are adjourned. Thank you,
all. Be safe. Continue to wash your hands and wear masks.
(Adjournment.)
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