Board Elections


Board Candidate Forum 2018

 2018 Board Candidate Forum (District 3 & District 5)
WhenThu, September 20, 6:30pm – 8:00pm
WherePima Community College, District Office Community Board Room, 4905 E Broadway Blvd, Tucson, AZ 85709, USA (map)
DescriptionThe candidates for District 3 are Maria Garcia and Sherryn "Vikki" Marshall. The candidates for District 5 are Luis L. Gonzales and Debi Chess Mabie. Click here to watch the Board Candidate Forum video.

Candidate Questions 2018

Questions 2018

1.   Name.

2.    What is your motivation for running for the PCC Board? Why should the faculty support your candidacy? Please describe the strengths and experience you will bring to this role. How do you think you will be able to contribute?
3.   Years of declining enrollment have led to serious cutbacks, including summer campus closures, limited course offerings, and staff reductions. How can Pima better reach out to potential students in the community and better support students at the College?
4. Frozen salaries, increased non-academic work burdens, proposed layoffs, and new policies that fail to support faculty have led to good instructors leaving Pima and to difficulties in attracting new faculty. How would you address faculty recruitment and retention, and what strategies would you support?
5. Meet and Confer is the process that ensures faculty and staff have stakeholder input when it comes to changing major policies. Last year, the Board delegated final decisions on employee issues to the Chancellor. If elected, what will you do to ensure that all stakeholders have a voice in decision making that affects students, the community, and the College?
6. Would you support an evaluation of the Chancellor and all administrators that draws feedback from all employees who directly or indirectly report to each administrator? What is your view of the current evaluation of the Chancellor, and what are some critical components? 

7.  If elected, will you commit to meeting one-on-one with faculty, staff, students and community members (stakeholders) to get multiple perspectives on Board decisions, without the required presence of College administration?

Responses 2018

Vikki Marshall (District 3)

Q1. My name is Sherryn "Vikki" Marshall and I am a candidate for Governing Board Member for District 3.

Q2. I have been approached by a few staff and faculty urging me to consider running for the Board. I've also been approached by Local community activists urging me to consider running. Those contacting me mentioned concerns abut some things happening at Pima Community College that have truly bothered me -- including, but not limited to, the elimination of the football program. Many students come here looking for a stepping stone to their future and in many cases, football ethics, team-building, and reevaluating the importance of their studies, is that step for them whether to a 4-year college, professional football or professional career. I'm also concerned about the jobs lost in doing away with various programs. I'm concerned about stretching our employees to the breaking point. We must be very cautious of open jobs we leave vacant. In truth, in studying the budget, I'm learning there could be a good reason for some of the Chancellor's decisions ~ I simply do not know what they are because there was no community forum to hear from the students, parents, or employees affected by eliminating any programs. The excuse of "Because they do it in Maricopa County" rings hollow to me. Reach out to other teams. Which also reminds me - why are we sending the Chancellor to recruit foreign students - even out of state students? Are we not "Pima COMMUNITY" College? Should we not be targeting local students that need a hand to pull them up? Local students are far more likely to stay in our area using these learned skills than foreign students ~ PLUS ~ I hear from local businesses that they are having trouble finding enough qualified men and women to fill their needs - isn't that the role of a community college? We must be a college of mentors to assure the success of our future local leaders.

Q3. We once had an exciting Veteran's Program trying to support Pima County Vets as they came home and worked their way through problems accumulated during active duty and readjusting here at home. This is no longer what I hear. I've been advised by current Board members that we're now on the upswing and student numbers are beginning to climb. We've had for almost 20 years a group called Amigos de Pima Community College that sought out benefactors and helped raise funds for scholarships for disadvantaged students. This year the Amigos have been informed that they can have about $350 operating funds the Foundation believes the Amigos is entitled to as long as they donate it to a 501(c)3 organization right away, but the $300,00++ held will now be administered by the Foundation and the Amigos will have nothing to do with students selected for the awards - this appears to be a done deal without open disclosure of how this was done. This seems backwards.

Q4. All the above can only pitch morale to the pits! Non-academic work burdens should be discussed to see if they can be assumed by non-academic employees in training to be academia. How necessary are the non-academic burden? I would be interested in hearing a proposal by the Faculty Union - the unions will have a much better perspective of how to handle this. I believe in keeping our finest by pay, benefits, and allowing them to help guide our future.

Q5. This sounds like an abdication of responsibility. The Governing Board should live up to their responsibility and hear the Meet and Confer members - Meet and Confer represent those most affected by any changes and the ones that will need to explain the outcome to the other employees. Has the College's HR Department not been trained properly to debate situations with the Unions? Why should this be shouldered only by the Chancellor?

Q6. Yes, I support an evaluation of administrators and the Chancellor! Our public institutions evaluate their administrators ~ helps to define needed training. In the past, the Board had an evaluation sheet to help the Chancellor know where the Board felt he/she was lacking. The theory that the Board must always appear solid with one another and the Chancellor at the monthly General Board meetings is hooey! It didn't work well when I was on the Board in the past and I don't see it working well now. How can the community and staff trust the Board if all they see is harmony without seeing the process along with pros/cons? Transparency is gone. I also read about a golden parachute that sounds like a perpetual employment - all at the will of the Chancellor. Where is his accountability? How does that compare with the employment promise of the Faculty, Staff and at-will employees?
Q7. When I was first elected, I was told I was not to meet with any employee by myself. Phooey! In fact, the other Board members cannot vote for me and most likely neither could the Chancellor - unless he lived in my district - not very likely. I will have been elected to represent my constituents and stakeholders. I owe the people I represent (that includes all stakeholders) to hear what they have to say and see what I can do to answer their questions and support them. After listening to concerns, I might want to bring in to the situation either an Administrator or the Chancellor but I would not do that unless I believed it could help make a change nor without the knowledge and approval of the Stakeholder. The Stakeholder must be able to trust that I do want to hear them and that I won't pull the rug out from under that trust.

Maria Garcia (District 3)

Q1. My name is Maria Garcia. I am running for the Board of Governors seat in District 3.  
Q2. I am a Native of Arizona and have lived in Pima County for over 40 years. My late husband, Jorge Luis Garcia was a former Arizona State Senator and Senate Minority Leader. Following my husband’s death in 2010, I was appointed to fill the remainder of his term. My three children are all college graduates and maintain positions within their respective professions. We are a family dedicated to supporting education at all levels.

In fact, I was inspired by Pima Community College’s mission to enroll as a part-time student in the late 70’s and ultimately earned an Associate of Arts Degree in 1984. I also took classes in Electronics and Engineering from Pima’s Technical/Career Programs Division. Later in my career, I attended the Eller College of Management at the University of Arizona. 

As a result of my positive learning experiences at Pima, I continued to follow the College’s progress over the years. Serious problems kept casting the College in a negative light over the past decade and even after the College got off probation. I finally concluded that all must not be functioning as effectively as this Board majority and administration would like the public to believe. I decided to talk personally to students, employees, and members of the public, and conducted my own research. My findings convinced me that it was time for me to run for the PCC Board of Governors.

Let me explain. First, I became especially concerned about Pima when allegations of sexual harassment were made against the former Chancellor. Problems continued to surface regarding financial corruption in procurement services and employee complaints about a hostile work environment. Ultimately, the College was placed on probation. Even under the new administration, problems emerged in the Offices of Veterans Affairs and with the College’s Federal Financial Aid programs. 

Not that long ago, the College was removed from probation. While this should have been a time of celebration, it appears that some of the same problems are still occurring within the College’s work environment, and other more egregious problems have surfaced regarding employee participation in the governance and meet and confer processes. 

For instance, sexual harassment allegations are still not being addressed in a timely manner. The Human Resources Office is still not responsive to the needs of its employees. The Office of Dispute Resolution has become a frustrating process for staff to follow. Inaccurate advising information is still being provided to students, who in turn walk away without registering for classes. Most importantly, grave concerns were expressed by full-time employees about their diminishing voices in the governance and meet and confer processes. From my own research, I discovered that some of the Board’s key policies were inconsistent with the statutory authority granted to it through the General Powers and Duties outlined in the Arizona Revised Statutes for District Governing Boards in the State of Arizona. 

Finally, I read about the Centers of Excellence and the College’s use of General Revenue Bonds to pay for the bonds and realized that general fund tax dollars for direct instruction and student support services were going to be transferred out to retire the $4.5 Million debt service on the bonds. One hundred staff positions were already eliminated. Perhaps, 25 faculty positions will be eliminated this coming year. Athletics, one of the most important full-time student Recruitment and Retention programs for students of color the College has ever instituted, is to be reduced. It became obvious to me that the Board and College administration were not being transparent with the voters and taxpayers in Pima County! 

As I already noted, an accumulation of these and other concerns finally motivated me to run for the seat vacated by Dr. Sylvia Lee.

I am also running for the Board of Governors because, as a resident of Pima County, I recognize and support the unique and critical role that Pima Community College has in providing comprehensive higher education opportunities to our diverse community of residents and in providing a ready and able workforce for the economic development of our local businesses and industries.

My extensive experience in industry allows me to bring an area of expertise to the Board that represents one of the core functions of the College’s Mission: Technical/Career Education. I was employed by Hughes in 1974 and IBM in 1980. I returned to Hughes in 1981 and retired from Raytheon in 2013. Early in my employment with Hughes, I held a variety of labor positions in manufacturing as an Electronic Technician. During this period, I was a member of the Machinist Union Local 933 and served as a Union Steward for the department. At Raytheon, I held positions in Engineering, Research and Development, Employment, and Security and Management. 

Examples of my responsibilities included:

Participating in government audits requiring research
Adhering to government contract “statements of work”
Collaborating with government inspectors to resolve discrepancies
Negotiating changes to contract “statements of work”
Working with colleagues to implement OSHA requirements
Insuring my specific team adhered to all OSHA standards
Reporting, investigating, and implementing corrective actions
Developing a test facility and Engineering Development Lab
Recruiting, interviewing, training, and evaluating, personnel

My work experience has given me an overall view of every aspect of management, finance, budgets, employee management, conflict resolution, and negotiations. I demonstrated a solid collaborative relationship with my immediate employees, peers in management, union officials, and human resources officers. 

If elected, I will bring these areas of expertise to address the items that come before the Board of Governors. I will objectively analyze problems and insist on transparency and adhere to the highest of ethical standards in the performance of my oversight of the College’s administration.

Of utmost importance is that Pima Community College should rededicate itself to serving ALL Pima County residents at every level. Given its comprehensive mission, everyone is a potential student of Pima, including those with Ph.D.’s who simply want to take a noncredit class through the College’s Community Education program. The more often and more positive the public’s interactions with Pima are, the more successful the College will be. 

In my opinion, Board Members and the Chancellor need to do a better job of supporting its employees in order to insure that the College will continue to succeed. A safe and healthy work environment that acknowledges and values the unique roles and contributions of its employees will insure that Pima Community College continues to be successful. 

I believe that the Governing Board requires someone with a diverse economic, work, and educational background that can relate to the needs of our community residents and business environment. My work experience, education, and determination to see Pima Community College fulfill its historic promise to our community qualify me to serve on the Board of Governors.

The faculty should support my candidacy for the Pima Community College Board of Governors because, I clearly understand and will fulfill my statutory duties and obligations as outlined in the Arizona Revised Statutes for District Governing Boards. This means:
I will visit the campuses and will personally meet with faculty and staff to listen to their concerns. I will advocate for those issues that are shown to have merit. 
I will conduct site inspections to determine whether disconnects exist between Board policies and their implementation at the front lines. 
I will seek to have the Board conduct its own evaluation of Board policies and not the Chancellor’s Office.
I will lead an effort to revisit both the Governance Policy and the Meet and Confer policies. The Board must understand that Pima is an institution of higher education. As such, the faculty’s voice must be preeminent on academic matters and those affecting the institution on a college wide basis. In my opinion, both policies have diminished the voice of the faculty.
I will seek to align Board policy with statutory authority by reclaiming the Board’s responsibility to appoint and employ all faculty and staff at the college under the Action Item on the Board’s agenda, set salaries, and be the final arbiter on disagreements or disputes in the Meet and Confer process. 
I will advocate for and financially support all six core functions of the College’s comprehensive Mission, despite the fact that I my experience is primarily in business and industry. It is not my intention to permit Pima to focus the majority of its resources on becoming known as a technical institute solely to benefit business and industry. From my perspective, often the pendulum swings too far one way or the other as chancellors have championed only their particular interests at the College. I always reminded my colleagues that I actually earned an Associate of Arts Degree. Therefore, I have a love and respect for the importance that Liberal Arts and General Education curricula play in broadening the horizons of individuals as well as employees in business and industry. 

Finally, I am a person of moral convictions. My knowledge about social and economic issues in our community give me a broad perspective to advocate on behalf of our residents and faculty. Without qualified and dedicated faculty to provide for the educational needs of our students, Pima Community College would cease to exist. The faculty and students are the core and most important assets of the College.

Q3. One of my major concerns is that Pima’s student enrollment has declined by 39.5%-- a drastic drop over the past decade. Pima’s enrollment cannot be attributed to the recent economic upturn in employment. The College’s decline is consistent, pervasive and an aberration, even among its sister institutions in Arizona. In fact, just from the Fall of 2017 to the Fall of 2018, the College lost an additional 2,500 students. With such a catastrophic loss in enrollments has come a significant reduction in Pima’s budget, thereby seriously risking the long-term solvency of the College. As you indicated, the Board and administration initiated serious cutbacks in summer programs, regular course offerings, and staff reductions.

I was informed that when the new chancellor arrived, one of his first actions was to cancel the consultancy proposal for a Comprehensive Marketing, Recruitment and Retention Plan that former Interim Chancellor Zelema Harris put out for bid. I believe his rationale was that his first priority was to get the College off probation, and that his internal staff could deal with these efforts. Obviously, Dr. Harris did not believe the expertise existed in house to perform these functions. Sometime later, efforts were made to establish such plans and significant dollars were spent. Full-time staff was hired in the district to oversee Marketing, Recruitment and Retention. Just recently, another $500,000 was authorized by the Board to hire the same company to “rebrand” the College through its marketing efforts. I have not been able to find how much has been spent or if deliverables were successfully completed for all the thousands of dollars expended for marketing, recruitment and retention at Pima Community College over the past five years.

Although I am not a professional in the fields of marketing, recruitment and retention, I do have some common sense suggestions that can be considered:

Pima could enhance its collaborative efforts with the City Council, County Supervisors, Chamber of Commerce, the U of A, and the local Economic Development Council to gather information about businesses and industries interested in locating in southwestern Arizona and provide them with strategies on work skill development and customized training programs available at Pima.
(While the Chancellor and Board can point to the recent announcement of the company, USimple, working with the College to obtain training for its employees as an example of this suggestion. I am disturbed by the rumor that the company insisted that the College build a training facility for it before it would locate to Tucson. I believe in public/private partnerships to finance facilities, not in the taxpayers footing the full cost of an industry’s building. What happens if the new technology fails to be adopted?)

The same kind of public/private collaborative efforts can be made available to small business chambers of commerce in southwestern Arizona. The fastest employment growth is occurring in small companies and among entrepreneurs who need assistance in how to grow their companies.

Pima could reestablish and expand its connections with the Tucson public schools, beginning in 7th grade, and sponsor College Days and Career Fairs. Pima’s faculty and counselors could showcase the campuses and their respective programs to get the students comfortable with being on a campus and visualizing themselves actually attending a college someday.

Pima’s faculty and counselors could host breakfasts and lunches for high school and university counselors and department chairmen and conduct tours of facilities they wish to highlight to their colleagues. Both high school and university students attend Pima. They need to have positive encouragement that Pima’s faculty and facilities are quality and establishing one-on-one relationships with Pima’s counterparts at the U of A and in Tucson area high school and middles schools would help to facilitate goodwill.

Pima’s student population is 45% Hispanic and mirrors Pima County’s population. Therefore, Pima could advertise aggressively on local Latino TV and radio stations. Even if students are on social media, their parents still listen to their favorite stations.

Pima could conduct Open Town Halls in the various communities in Pima County and on reservations. This would be a great outreach opportunity for Pima Community College to gather information about how the different communities would want to interact with the College to access services and courses.
1. Provide handout materials about PCC courses, financial aid, etc.
2. Solicit input from residents regarding what courses might be beneficial 
3. Find out what College services and programs Native Americans living in the Metro areas and on the reservations would find attractive or are required to improve their lives

Counseling services across PCC campuses is still one of the areas that receive the largest number of complaints from members of the community and students. Even I have encountered assistance from a counselor during advising that was inadequate and misleading. The major complaint made by community members and former students is in the accuracy of course requirements for a particular occupation. This is an extremely frustrating experience, but, more importantly, incorrect advising information wastes the student’s time and money.
1. Assure that all student counselors have pertinent, correct and current information about course requirements, prerequisites, and transfer credits to best advise each student.
2. Train all new counselors and give refresher info to ongoing counselors about all aspects of educational counseling.
3. Makes certain to train all counselors regarding referral resources for students with medical, social, psychological, and emotional issues (hospitals, mental health clinics, private therapists, drug/alcohol counseling, etc.) 
4. Assure every student that their information is kept CONFIDENTIAL, especially when making referrals relative to the previous point.
5. Promote counseling services by posting information widely throughout the campuses so students can and will take advantage of good counseling assistance
a. Where are counseling services/offices located?
b. What hours are counselors available?
c. What assistance the counselors can offer the students.
d. The fact that all counseling services are:
(1) Free of Charge
(2) Readily Available
(3) Professionally trained
(4) Some counselors are bilingual
(5) Counselors are of various ethnicities to assist students (Latino, American Indian, Native American, etc.)
(6) Counselors are presentative of men and women and are of various ages (20’s – 60’s)
(7) Counselors are sensitive to all ages, ethnicities, genders, etc.)

Q4. In my opinion, teachers pursue a career in education because they love their profession and get satisfaction from the work that they perform. I know, because my daughter is a teacher. Unfortunately, teachers across the state are under-compensated including the faculty at Pima Community College. However, Pima finds itself in a more dire financial situation when compared to its sister institutions in Arizona.

First, let me say that faculty was not responsible for the College being placed on probation. And, the faculty is not responsible for the current financial state of the College. In both instances, it was the policy and administrative decisions made the Board majority and the College administration that caused this current crisis. Fortunately for the students and our community, some stalwart faculty decided to stay and help the College through this financial crisis. As a result, they now have heavier workloads which include non-academic assignments.

Since this current financial situation is not the result of actions taken by the faculty, the Board and College administration have an obligation to insure that faculty and staff are valued and respected, that their concerns and opinions about further courses of action taken to address this situation can be freely communicated without recrimination or retaliation, and that the faculty can enjoy a healthy work environment with a reasonable expectation for a balanced work and home life. 

From my perspective, to retain current faculty, a timeline in needed for how long this state of financial emergency is anticipated to exist, and that timeline needs to be stated publicly so that everyone in the organization will know how long such burdens may need to be endured. Each faculty member needs to make this decision for him/herself. 

In the immediate term, my strategy would be to offer three kinds of incentives to get the College through this tough period. 
First, one possibility would be to offer early retirement incentives to those faculty members who teach courses with low enrollments or courses that may no longer be relevant in the delivery of the 6 core functions of the College’s comprehensive mission or to the students.
Second, for the faculty who must pick up the slack, I would recommend that additional compensation in the form of a stipend be paid annually to offset the additional workload that must be carried by the remaining faculty in the affected disciplines, programs, or departments. The goal here is to share the burden of additional work that must be done during these challenging times.
Third, for the faculty whose courses were deemed no longer viable, but who could teach in a related field with some additional coursework or business/industry training, tuition and/or stipends to educate them could be offered.

As to the recruitment of new faculty, the Board and the administration will have to decide the disciplines and programs that will be promoted into the future. In order to encourage the recruitment of new faculty, assurances will need to be provided in recruitment literature that these disciplines and programs are the wave of the future and have the solid financial backing of the College. Investments in the Centers of Excellence, while I have misgivings about the manner in which they are being funded, seem to be requiring the highest level of industry talent. If that is the case, then, exceptions to the placement on the faculty salary schedule may have already been anticipated by the Board and Chancellor. Or, a designated industry-specific stipend not subject to the faculty salary schedule may be awarded as an incentive to bring in new faculty for these Centers of Excellence.

I believe it is imperative to involve the faculty in policy planning and decisions that affect them, especially these current decisions that directly impact their livelihoods. I would make certain that PCC’s Human Resources Office is a source of support, not opposition or indifference, to all faculty members. HR staff must be knowledgeable and experienced during a time such as this to offer the best resources o faculty with sensibility and sensitivity.

Q5. Regarding the Meet and Confer Policy, I would have to revisit the current policy as written. It is my understanding that the present policy which has been approved by the Board majority is not in the best interest of full-time faculty and staff, especially those members in the three representative groups. On the surface, it appears that the voices of full-time employees who bear the greatest degree of responsibility for the implementation of the College’s mission have been diminished. I will commit to review and fully understand the ramifications of the present Board policies on Meet and Confer, Governance, the All College Council, and the Board’s diluting of its statutory authority to render final decisions on disagreements and disputes, among other general powers and duties. I will work to implement any changes that are in the best interest of the faculty and staff that will improve the delivery of services to students and residents of Pima County.

Q6.Yes, I support the evaluation of the Chancellor and all administrators to include all employees who report directly and indirectly to them. I also support the Board of Governors being evaluated too. Right now, the Board seems to just perform a “self-evaluation.”

Not much information is provided to the public to objectively and confidently assess the current evaluation method of the Chancellor’s performance. The Board has total discretion in the selection of the method to be used. However, the method is not made public nor is the evaluation instrument. The only specifics I could find were that the Board would “monitor” the Chancellor’s performance annually by receiving input from him and input from College employees, students and members of the public. It is unclear if the employees include direct and indirect groups. Another concern to me is the mechanism used to select individuals from these representative groups and how many are selected from each category to make the evaluation statistically valid. I would like to work to address these concerns and make this these evaluation processes more transparent and effective for the employees and public. 

Q7. I welcome the opportunity to meet with all respective faculty, staff, students and concerned residents of the community to listen to the views on how Board decisions may impact them or how effectively current services are being delivered by College personnel. 

In fact, one of the Board’s statutory duties is to visit the campuses and carefully look into the conditions and management of the College. A Board member needs to listen and learn how its Board’s decisions and policies are actually being carried out at the front lines. Sometimes there is a discrepancy between what is written in Board policy and what is implemented on a day to day basis. As Board members, we need to know that so we can bring it to the attention of the Chancellor in order to bring about appropriate changes to policy, procedures, or performance.

My experience has given me the understanding that in certain situations an individual may be reluctant to express an opinion or criticize a Board decision when an administrator or manager is present fearing that they will be viewed as uncooperative or attempting to cause discord in the organization. Others may genuinely that there will be repercussions for raising issues of concern.

Yes, I will agree to meet on a one-on-one basis, and I will keep the person’s name confidential. Obviously, in order to follow up with the Chancellor, I will have to share information about the issue and perhaps request a report on the matter. However, I would also suggest to the person initiating the meeting to share the concern with other members of the Board. I am of the opinion that we all need to work in collaboration and try to come to a mutual agreement that is in the best interest for all concerned. If I am informed that this approach among my Board colleagues is failing to work effectively, then, of course, I will have to adjust my approach.

Finally, if there is a written or unwritten policy or regulation that precludes a Board member from fulfilling his/her statutory duty to visit and carefully look into the management of the College, which includes meeting with its employees, then, I would need to work on changing that procedure that requires an administrator be in attendance for every meeting with a Board member.  

Debi Chess Mabie (District 5)

Q1. Debi Chess Mabie - District 5

Q2. I am motivated to run for PCC Governing Board because I believe public eduction runs on a continuum. Publicly supported post-secondary educational opportunities are as important to the economic and social well-being of Tucson, Pima County and Southern Arizona as are well-funded and supported K-12 schools and institutions. The faculty should support my candidacy because I have a profound understanding how the work environment and organizational policies, and procedures effect productivity and moral of faculty and staff and, by extension, the students they serve-- especially when those policies and procedures are made by a governing body that seems disconnected from the constituency it serves. I have a 25+ year history of working in the non-profit sector. I have held every position possible in the sector---from entry level case manager in large multi million dollar organizations, to Operations Director, and Executive Director of local grass-root initiatives. I have sat on boards, councils, commissions and committees across sectors. My strengths are in my ability to listen carefully to all sides of a situation, carefully and critically analyze proposed solutions, and make decisions based on both critical data analysis AND understanding of potential impact and implications beyond data and reports. 
I will be able to contribute to the PCC community through my ability to understand and assess needs quickly, communicate clearly and articulately with a variety of stakeholders, and ultimately be fearless in making difficult decisions that align the college with it mission, which is "...providing affordable, comprehensive educational opportunities that support student success and meet the diverse needs of its students and community." 

Q3. Pima Community College could better reach out to potential students by allocating more resources to marketing, and more deeply connecting with secondary schools and institutions, community organizations, trade organizations, and businesses. There are no longer PCC representatives in many high schools that work closely with administration and guidance counselors to assist students with post-secondary education options. Once they are in the college, students need support systems and programs to make sure they matriculate through in a timely and cost efficient manner.

Q4. I would first look into specifics of the issues raised in this questions. Without a clearer understanding and analysis of WHY and HOW these policies and requirements were developed, i.e., what are the contributing factors, who is most deeply impacted, what resources are available to address the issue(s), would irresponsible and just rhetoric to propose a solution. 

Q5. According to Pima Community College website, the Meet and Confer process was changed last Spring with agreement from AFSCME, PCCEA, and AERC. I believe it is too soon to know if this is a successful process or or not. If I am elected I would assure the Meet and Confer process is monitored through an ongoing iterative evaluation process in order to assess its effectiveness. 

Q6. Evaluation and feedback are critical to the operations of any organization or institution. I would first examine the current evaluation process and determine why or why the process is helpful and what-- if anything-- needs to be changed to get the data and metrics need to address the performance of the Chancellor and all administrators in regards to their ability to perform the duties of their job associated with meeting the mission of the PCC.

Q7. I am always open to meet with stakeholders to get multiple perspectives. However, it is clear that I do not in any way represent the full board in any conversation related to the governance of PCC outside of board meeting. Additionally, I will fully comply with all rules and regulations regarding my role and responsibilities as a PCC governing board member.

Luis L. Gonzales (District 5)

No answers submitted.

Board Candidate Forum 2016

 Board Candidate Forum
WhenThu, October 27, 6pm – 7pm
WhereEl Rio Learning Center, 1390 W Speedway Blvd, Tucson, AZ 85745, USA (map)
DescriptionThis forum is being organized by students of Adult Education’s Civics and Student Leadership Program and students of the Inter-Campus Council (ICC) in collaboration with the League of Women Voters. Moderators will include ICC member Samantha Boettcher and Ana Chavarin, ICC member and Adult Ed ambassador. There are three candidates for District 5: Martha Durkin, Luis Gonzales, and Francis Saitta. Currently the board candidates for District 2 (Demion Clinco) and District 4 (Meredith Hay) are unopposed. (The candidate running against Demion Clinco failed to get enough valid signatures.) There are three candidates for District 5: Martha Durkin, Luis Gonzales, and Francis Saitta, so that will be the focus of the student forum.

Currently the board candidates for District 2 (Demion Clinco) and District 4 (Meredith Hay) are unopposed.  (The candidate running against Demion Clinco failed to get enough valid signatures.) There are three candidates for District 5: Martha Durkin, Luis Gonzales, and Francis Saitta, so that will be the focus of the student forum.

Candidate Questions 2016

In 2012, PCCEA posed questions to the candidates running for PCC Board seats. These questions and the candidates’ responses are posted at on PCCEA's 
Board Elections blog page.  We invited everyone to visit the site and read the candidates’ statements.

This year, we will be posting Board candidate responses directly on this website. All questions will be sent to candidates by September 9th and responses will be posted upon receipt.


1) Please begin by introducing yourself, explaining why you want this position and why Pima faculty should support your candidacy.
2) What do you believe is the biggest challenge facing Pima Community College today? What is your plan for addressing this challenge?
3) How would you describe the ideal relationship between the Board of Governors and the Chancellor in the functioning of the College? To what degree do you think the current relationship matches your ideal?
4) Do you believe that providing Developmental Education courses is an important part of Pima College curriculum? If not, why not? If so, is the college currently serving students who test into Developmental Education well?
5) How do you plan to balance the current budget challenges and students’ inability to afford tuition increases with the necessity of rewarding faculty and staff so that the college can recruit and retain top professionals?
6) Do you have any innovative ideas about how the College can address challenges listed below?(a) Alleviating the delays in hiring part-time staff employees.(b) Providing affordable daycare for needy students.(c) Developing affordable transportation options for needy students.