🏀 Pima College Board Approves Health Premium Hikes, Celebrates Athletic Success, Faces Faculty Advocacy Challenge
Athletic triumphs and budget challenges collide as PCC's governing board unanimously approves the first health insurance premium increase in 8 years while concerns about uncompensated labor are raised
😽 Keepin’ It Simple Summary for Younger Readers
👧🏾✊🏾👦🏾
🏫 Pima Community College held an important meeting where the leadership discussed finances, classes, and ways to help students succeed. 📊
🏀 The college basketball teams had an amazing year! The men’s team won 35 games with just one loss, while the women’s team reached the championship game! 🥇
👏 The meeting also honored teachers and staff for their outstanding contributions. One teacher shared her experience of doing extra work to support her colleagues without extra pay. 🤝
💰 College leaders voted on a plan to manage rising health insurance costs and decided how to allocate funds for next year without increasing student class fees.
📚 They highlighted that students receiving special help from coaches are 20% more likely to stay in school, but only about 1 in 5 students currently benefit from this support. 🌟
🗝️ Takeaways
🏀 Pima's basketball programs achieved historic success with the men's team going 35-1 and the women finishing as national runners-up while maintaining impressive academic performance (3.4 GPA for men's team)
💼 Faculty advocate Makyla Hayes exposed inequitable compensation practices, revealing she receives no reassigned time for her extensive work representing faculty on wage and working condition concerns
💰 The PCC Foundation has grown assets from $7.5 million to $17 million since 2018, with scholarship distribution projected to exceed $650,000 this year
📈 Enrollment has increased 6.3% to 47,459 students, significantly exceeding the 2% growth target set by the administration
🏥 The college approved the first employee health benefit premium increase in eight years, with costs distributed between plan design changes ($260K), employee contributions ($240K), and reserves ($1M)
👨🏫 Budget parameters for FY2026 include no tuition increase, no property tax rate increase, a 3% raise for adjunct faculty, and $3 million in personnel reductions through attrition
🤝 Data shows students with coaches have 20% higher persistence rates, but only 22% of students currently access these support services
¡EL PODER DEL PUEBLO! - Pima College Board Navigates Budget Challenges While Athletes Shine
In the fluorescent-lit chambers of institutional power at Pima Community College's District Office, democracy played out in real-time on April 2, 2025. While most community members were busy with their daily struggles, a small cadre of elected officials and administrators made decisions that will profoundly impact thousands of students, hundreds of workers, and the educational landscape of our community for years to come.
The Power Players: A Cast of Characters in Educational Governance
The meeting was called to order promptly by Board Chair Greg Taylor, who maintained firm control of the proceedings throughout the evening. All board members were present, creating a full power quorum:
Board Member Kristen Randall – mostly quiet but attentive throughout
Board Member Theresa Riel – a former math faculty member herself, now representing District 2
Board Member Nicole Barraza – engaged but measured in her contributions
Vice Chair Karla Bernal Morales – particularly animated when discussing the college's national recognition
Chair Greg Taylor – efficiently managed the agenda with occasional moments of personal reflection
Chancellor Nasse sat front and center as the administration's face, flanked by a rotating cast of vice chancellors, directors, and managers ready to defend their budget lines and departmental achievements.
From Glory to Grief and Back: The Emotional Rollercoaster Begins
In an unintentionally poignant sequence that Chair Taylor himself acknowledged as unplanned, the meeting oscillated from celebration to memorial and back again—mirroring the complex emotional reality of educational institutions that must simultaneously nurture growth while confronting loss.
Champions of the Court and Classroom
The evening began with a triumphant celebration of the Pima Aztecs basketball programs. Athletic Director Ken Jacome beamed with pride as he introduced the teams: "Men had a great, great year, 35-in-one record. They were ranked number one in the majority of the year... And then Todd with his team and his staff making it all the way to the national championship game was unbelievable."
The room watched a highlight video showcasing dramatic moments from both teams' tournament runs. Despite their near-perfect season, the men's team fell in the national semifinals, while the women's team reached the championship game before finishing as national runners-up.
When coaches took the podium, their pride transcended mere athletic achievement. Men's coach Brian highlighted: "We had a 3.4 GPA, which is the highest in men's basketball history. I've got... Right now, I've got six sophomores, four of them already graduated, and six of them have already had scholarships to play at the next level at a four-year school. Four D1s and two D2s."
This is what community college is supposed to be about—creating pathways from marginalized communities to real opportunity. Notice how no one is asking if these programs are "cost-effective" or demanding the athletes generate revenue like at Division I schools. This is education in its purest form.
Student-athlete Gabe Odom spoke with genuine emotion about his journey: "It's incredible that I got an opportunity to play college basketball. I'm from Utah. I played at a small high school that basketball wasn't very big there. So I was amazed all the time that I had this chance to play college basketball. And now I have the opportunity to go play at the next level, which once again is incredible."
His teammate Rory Hoffmeyer delivered perhaps the most memorable line of the evening when she declared: "If you would have told me two years ago that this is where I would be, I would have lasted all of your faces. Fast forward to where we are now and I'm begging to somehow make Pima a four-year. So if we can make that happen, please let me know."
There it is—a student publicly advocating for what many of us have long believed: Pima should evolve into a four-year institution to better serve the community.
Honoring a Champion of the People: Remembering Raúl Grijalva
The mood shifted dramatically as Chair Taylor transitioned to recognize the recent passing of Congressman Raúl Grijalva, a steadfast ally of community colleges and champion for marginalized communities.
"His life's work was rooted in justice and equity and opportunity for all, especially those who were at the margins of society," Taylor said, his voice taking on a more solemn tone. "And through his decades of public service, he never wavered from his commitment to lifting up families, students, parents, children and vulnerable adults."
Taylor detailed Grijalva's concrete contributions to Pima, including securing federal funding for the flexible industry training lab and construction trades facility. But most tellingly, Taylor emphasized Grijalva's physical presence: "Even more meaningful is that his support went beyond funding, which is important, but he was present for us. He listened, he celebrated our students, he stood behind, beside us when it mattered most."
Unlike so many politicians who treat community colleges as photo ops before moving on to "more important" institutions, Grijalva understood that places like Pima are where real social transformation begins—where first-generation students, immigrants, and working-class families find their path forward.
Taylor noted that according to board members who preceded him, "nearly every year Congressman Grijalva made time to make sure that he met with us and our students. It wasn't just a member of his staff."
At a time when congressional representation often feels distant and detached, Grijalva modeled what genuine community advocacy looks like. His passing leaves a void that won't easily be filled in our current political climate.
A Parade of Recognition: Celebrating Excellence Amid Challenge
Following these emotional segments, the meeting shifted into a lengthy recognition ceremony that highlighted the diverse accomplishments of Pima's faculty and staff:
Dr. Ian Roark, Acting Provost, read through an impressive list of employees who had received external honors, including:
Loris Rivera's selection to the 2025 Southern Arizona Workforce Leadership Academy
Maricruz Ruiz being named Person of the Year by Santa Cruz County Border Economic Magazine
Isaac Abbs winning the 2024 Information Chief Technology Officer Award
Chelsea James earning a certificate in Open Education Librarianship
Dr. Ricardo Castro Salazar serving as a fellow of the Council of American Overseas Research Centers and publishing research on emancipatory ethics
The room applauded politely as each honoree received a certificate, the ritual recognition a small acknowledgment of work that often goes unnoticed beyond academic circles.
These achievements represent countless unpaid hours, persistent dedication, and intellectual contributions that benefit our community without making headlines. How many of these accomplishments happened despite institutional barriers rather than because of institutional support?
Three faculty members received emeritus status—a distinction that grants lifelong email accounts, library access, and tuition waivers:
Elena Grajada, recognized for 20 years teaching Spanish and developing online courses
Theresa Riel (now a board member), honored for 22+ years teaching mathematics
Nan Schmidt, celebrated for her contributions to biology instruction and program development
The most enthusiastic applause came for two faculty members receiving Professional Enrichment Awards of $500 each:
Makyla Hayes, mathematics faculty who would later deliver powerful testimony about uncompensated labor
Kelly O'Keefe, Health Information Technology department head who transitioned the program fully online
The ceremony concluded with a touching video tribute to Lisa Rebelle, who had mentored countless teachers over 20+ years at Pima. Former colleagues and students appeared on screen with heartfelt testimonials:
"She always had this amazing knack for students who struggled and for the more difficult students who needed just extra support," shared Rebecca Cohen, a full-time faculty member.
Kate Wilcox, identified as "from Back in the Day," offered perhaps the most powerful testament: "You supported me during a very difficult season in my first year teaching at Doolen Middle School... If I didn't have you in my corner during those tough moments I would not have lasted 10 years in the classroom."
These tributes reveal what statistics can never capture—the profound impact of mentorship on retention in a profession hemorrhaging qualified teachers. One dedicated mentor like Lisa Rebelle might have saved dozens of teachers from leaving the field, indirectly affecting thousands of students over decades.
Speaking Truth to Power: The Call to Audience
In a moment of delicious irony, the sole speaker at the Call to Audience was Makyla Hayes—the same faculty member who had just received the Professional Enrichment Award. Rather than delivering a perfunctory thank-you, Hayes seized the opportunity to spotlight systemic inequities in compensation for faculty leadership work.
"I've heard recently that there's possibly an impression out there among people that I am actually fully reassigned from my teaching load and not teaching in the classroom due to the lot of the work that I do throughout the college and for the faculty union for PCCEA," Hayes began, setting the record straight.
"I just wanted to share that's not actually the case. I do actually teach three courses. I have two online courses for intermediate algebra, and I teach a five-credit hour Calculus I in person. I get about one course load reassign time for load hours for the work that I do is AERC Co-Chair."
Then came the bombshell: "As PCCEA president, I actually don't automatically receive any reassign time from the institution for the work that I do in bringing faculty voice to concerns regarding wages and working conditions."
This is the invisible labor that keeps institutions running—predominantly performed by women and people of color, chronically undervalued, and deliberately kept off the books to maintain the fiction that advocacy doesn't constitute "real work."
Hayes detailed the extensive labor she performs: "As part of my duties as PCCEA president, I personally have served at least 15 individual people in their working condition or wage concerns just this academic year, along with working on at least three larger group concerns outside of the AERC work that I do."
Her request was precise and powerful: "My request from the governing board and administration is that the review of the governance and shared governance at our institution would also include a review of the reassigned load or compensated time that your employee representatives receive for their work for the faculty union."
Notice how she frames this not as a personal grievance but as a structural issue affecting the entire system of shared governance. This is masterful advocacy that connects individual experience to institutional policy.
Money Talks: The Foundation's Financial Report
The meeting pivoted to more comfortable territory as Marcy Euler, PCC Foundation President & CEO, delivered an upbeat assessment of fundraising efforts.
"Last Thursday, we held our celebration of giving," Euler reported, "which was an opportunity for us to recognize and thank donors who had given $1,000 or more in a single gift or cumulatively."
She highlighted major contributions with evident pride: "We had in attendance someone from the Jim Click Automotive Team who had given us half a million dollars, Humberto Lopez and his wife Serena, who have also donated half a million dollars, and Melissa Dye from Arizona Complete Health, who has given us $500,000."
The largest contributions came from the Thomas R. Brown Family Foundation ($2.5 million) and the Connie Hillman Family Foundation ($5 million challenge grant).
The foundation's success highlights the paradox of public education funding—we've normalized philanthropic giving as essential while systematic public disinvestment continues. These donations are crucial, but they also reveal the failure of our tax system to adequately fund what should be a public good.
Euler reported impressive scholarship distribution growth: "In 2022-23, we gave out 452 scholarships with $401,000 awarded. This past fiscal year, there were 564 scholarships awarded and $533,000 in distributions. And we believe, I believe very strongly, that this year, by the time the fiscal year is over, we will award over $650,000 in scholarships."
She also noted significant asset growth: "Since I began in 2018 in this role, we had about $7.5 million that our investment company was holding for us and managing for us. And as of February, not March, because March was a really bad month in the stock market. But as of February, we are managing about $17 million."
That February/March distinction speaks volumes about the precarity of relying on market-based solutions for educational funding. One market downturn can evaporate millions in potential student support.
The View from the Board: Keeping Up Appearances
Board members delivered brief updates on their activities, carefully framing their work as service rather than political positioning:
Board Member Randall offered brief congratulations to the evening's honorees.
Board Member Riel highlighted her attendance at the Futures Conference for strategic planning input, noting: "I was really amazed at my table, just some of the thoughtful contributions that community members and Pima College employees and students made."
She also mentioned participating in a "walk-in" organized by PCCEA: "It is an activity that is happening around the United States with educators where they're talking to parents and concerned citizens about what the cuts from the Department of Education might mean to public education."
This reference to federal education cuts was the closest anyone came to explicitly naming the current political headwinds facing community colleges. Riel carefully framed this as supporting K-12 education, perhaps to avoid appearing too politically charged.
Board Member Barraza echoed praise for the Futures Conference, noting its successful attendance despite the afternoon timing.
Vice Chair Bernal Morales delivered the most enthusiastic report, highlighting her participation in a national panel discussion with the Council of Foreign Relations: "They wanted to talk to us and learn a little bit more about what we are doing in Southern Arizona and particularly with Pima Community College when it came to workforce development."
She added proudly: "They then created a hundred and some page report which they put together where Pima Community College was showcased and highlighted for the work that we are doing, not just with our Centers of Excellence but with our advanced manufacturing, artificial intelligence, all the things that we are doing that really impacts economic development and workforce development."
Notice how workforce development has become the politically safe framing for community college work—positioning education primarily as economic rather than social or intellectual development. This reflects the bipartisan consensus that education's value is measured by its contribution to capitalism.
The "Culture of Care": Metrics vs. Meanings
Dr. Brian Stewart, Campus Vice President and Chief Culture Impact Officer, presented on the strategic plan initiative to cultivate a culture of care—a concept he carefully distinguished from mere niceness.
"It is not rainbows and butterflies," Stewart insisted. "It is what you saw and this was beautiful that it happened today. It's what you saw earlier tonight. It is about establishing connections, honest, trusting connections with each other for the purpose of improving outcomes in an organization."
Stewart skillfully connected this cultural approach to measurable outcomes: "Students who are using learning centers have a higher success rate than students who do not. Particularly if you look at success for new to higher education, there's an 11-point gain for students who are using new or higher education."
Even more dramatically: "Coaches, which is circled here, have a much dramatic impact on persistence. Persistence is students who are in the fall moving to the spring. So this is 2024 to 2025. Look at the impact. 20 points higher when students have a coach."
The framing is telling—care isn't valuable in itself but must be justified through metrics. Even human connection must prove its ROI in an educational system increasingly modeled on corporate logic.
Currently, only 22% of students access learning centers and coaching. Stewart argued that expanding a culture of care would dramatically improve outcomes: "If we know we can have a 20% point increase in persistence, what if we doubled that number? That's twice the number of people who are going to have a 20 point increase in persistence."
It's a compelling vision, but notice what's missing—any discussion of the resources needed to implement this care at scale. How many more coaches would be needed? How would they be compensated? Are we asking existing staff to simply care more without changing structural conditions?
The Chancellor's Report: Growth Amid Constraints
Chancellor Nasse emphasized student achievement before pivoting to enrollment metrics—the institution's lifeblood in an era of performance-based funding.
"I think a fundamental for any college is bringing people into the college, particularly a community college, so enrollment," Nasse stated pragmatically. "Our goal was to increase the college enrollment from 44,579, right? So from X, Teresa, to Y, to 45,471. So we were hoping for a 2% increase, which would be a modest increase."
He then delivered the good news: "On March 22nd, I'm happy to report, we hit 47,459, and that's a 6.3% increase in our enrollment in that time."
Persistence rates had also improved: "We average right around 63%. So could we move that needle? That's harder work. And so could we get to 65.2%? You know, could we just move that 2% and keep, you know, about 100 or more so students who wouldn't normally be with us according to the historical trend. Again, that kind of moving it from X to Y by March 22nd. And we hit that too. You know, our goal was 65.2%, and we're at 65.56%."
These metrics represent real human beings who are finding pathways to opportunity. But the emphasis on targets and percentages risks reducing students to data points rather than complex individuals with varied needs and aspirations.
Nasse highlighted efforts to deepen high school engagement: "What can we do to have a stronger presence across our high schools here locally? And some of that is first connecting with our local leaders. So at the study session, we had the superintendent from Sunnyside School District join us here, of course, to provide feedback. I met with Dr. Trujillo yesterday from Tucson Unified School District."
He also mentioned market-driven curriculum development: "I went out to Ascent Aviation where they do aircraft maintenance. And it's a direct pipeline from our aviation programs to an employer... They would take more and more of our students. So talking about how we could expand capacity."
This employer-centered approach to curriculum development raises questions about who ultimately controls educational content. When we design programs around specific employer needs, are we truly educating students or simply training workers for particular companies?
The Real Power Moves: Budget Decisions
Two major financial items dominated the action portion of the meeting, both passing unanimously despite their significant impact on employees and students.
Employee Medical Benefits: Sharing the Pain
Dr. David Bea presented changes to employee medical benefits necessitated by a projected $1.8 million increase. "It's a difficult time for us to absorb that given the constraints and revenues that we're experiencing," he acknowledged.
The solution involved spreading the pain:
Plan design changes reducing costs by $260,000
Premium structure changes increasing employee contributions by $240,000
Use of accumulated reserves to cover the remaining $1 million
Bea emphasized that this was the first change in eight years: "It's been eight years since we changed the premiums and the copays for employees. So we do not do this lightly, but helping them understand that this is likely to be an increasing trend."
The use of reserves is a one-time fix that buys time but doesn't solve the underlying problem. Next year, without that $1 million cushion, employees will likely face even steeper increases in their contributions. This is the slow erosion of compensation happening across public sector jobs nationwide.
The High Deductible Health Plans will maintain current employee costs, while EPO and PPO plans will see increased deductibles and copays:
EPO Plan deductible increases from $350 individual/$700 family to $750 individual/$1,500 family
PPO Plan deductible increases from $500 individual/$1,000 family to $1,000 individual/$2,000 family in-network
Notice how this structure effectively pushes employees toward high-deductible plans—which research shows leads to delayed care and worse health outcomes, particularly for low-wage workers. This is the hidden health tax that doesn't show up in budget documents.
Budget Parameters: Balancing Competing Priorities
Dr. Bea presented budget parameters for FY 2026 that attempted to thread the needle between compensation, services, and fiscal constraints without raising taxes or tuition:
No increase to tuition and service fees
A levy-neutral property tax rate
3% increase to adjunct faculty rates
Market-based adjustments to staff and faculty pay bands
One year of experience credit for eligible employees
Reduction of personnel costs via attrition ($3 million)
Use of health plan reserves to offset health costs
Board member Riel asked a pointed question about "rightsizing" the college: "I don't see any, to be honest, I don't see any right sizing in this budget. It looks really similar to what we've been doing except for the tax increases for the last couple of years."
Bea responded defensively: "I would say that this does do some right-sizing. That $3 million of reducing positions through attrition is right-sizing. It's just doing it slowly-ish."
The People's College: What's Really at Stake
Behind the bureaucratic language and financial calculations lies the real story of Pima Community College—an institution caught in the crosscurrents of competing visions for public education:
The Student Experience Divide: The celebration of student athletes alongside data on learning center usage reveals a stark reality—students who receive intensive support (like athletes with coaches) thrive. In contrast, many others never access the resources that could transform their educational outcomes. Only 22% of students currently use learning centers and coaching. What happens to the other 78%?
The Invisible Labor Crisis: Makyla Hayes' testimony pulled back the curtain on the exploitation undergirding academic institutions—the uncompensated work of representation, advocacy, and care that falls disproportionately on certain faculty members. This mirrors the broader crisis of care work in our society where essential labor is systematically devalued and rendered invisible in budgets.
The Privatization Paradox: The Foundation's impressive fundraising ($17 million in assets, up from $7.5 million in 2018) represents both success and failure—success in garnering community support but failure of the public funding model that should make such extensive private fundraising unnecessary. We celebrate donations while normalizing the retreat of public investment.
The Workforce Development Focus: The emphasis on employer partnerships and "market-driven curriculum" throughout the meeting reflects the increasing reframing of education as primarily economic rather than civic or intellectual development. Chancellor Nasse's proud recounting of his visit to Ascent Aviation—"They would take more and more of our students"—positions students as products to be delivered to employers rather than citizens being educated for their own development.
The Efficiency Imperative: The budget parameters with their emphasis on attrition ($3 million in reduced personnel costs) reflect the corporate logic now dominating educational management—the belief that we can continuously "do more with less" through unspecified "efficiencies" rather than addressing the fundamental resource constraints facing public education.
This is the slow-motion crisis of public higher education playing out in meeting rooms across America—the gradual transformation of education from a public good to a market commodity, from a right to a privilege, from a democratic necessity to an individual investment.
The Votes That Matter: Decision Breakdown
Every vote at this meeting was unanimous (5-0), with all board members (Taylor, Riel, Barraza, Bernal Morales, and Randall) voting in favor. This unanimity might suggest consensus, but it also raises questions about the range of perspectives represented in governance decisions:
Consent Agenda (12 items) - Approved 5-0 This bundled vote approved multiple intergovernmental agreements, including partnerships with fire districts, Department of Defense for dental assistant training, Tucson Police Department for mutual aid, Arizona Supreme Court for interpreter credentialing, and Arizona Department of Homeland Security for cybersecurity internships. It also approved a $519,147 grant with Primavera Foundation and a $156,962.76 contract amendment with TeamDynamix.
Employee Medical Benefits for FY 2025-2026 - Approved 5-0 This vote approved the first premium and copay increases in eight years, shifting significant costs to employees enrolled in EPO and PPO plans while using $1 million in reserves to cushion the impact. The design pushes employees toward high-deductible plans that provide less coverage but cost the college less.
FY 2026 Budget Parameters - Approved 5-0 This established the framework for budget development with no tuition increase, levy-neutral property tax, salary adjustments for employees, and a strategy to reduce personnel costs through attrition. It prioritizes maintaining the classification and compensation structure while limiting expenditure increases.
The unanimity of these votes deserves scrutiny. In a truly representative governance structure, shouldn't there be occasional disagreement reflecting the diverse perspectives of the community? Does this lockstep voting indicate genuine consensus or a governance culture that discourages public dissent?
Reclaiming the People's College: A Path Forward
Despite the institutional constraints and financial challenges facing Pima Community College, there remains cause for hope and opportunities for community engagement:
The documented success of coaching and learning centers—with their dramatic impact on persistence and completion—provides concrete evidence for investment in human connection as the foundation of student success.
The impressive fundraising by the PCC Foundation demonstrates ongoing community belief in the transformative power of accessible education.
The college's enrollment growth (6.3% increase) and improved persistence rates (65.56%) show that more community members are finding pathways through Pima.
The board's commitment to avoiding tuition increases and maintaining a levy-neutral property tax rate preserves affordability during economically challenging times.
The passionate advocacy of faculty like Makyla Hayes reminds us that within these institutions, dedicated educators continue fighting for equitable working conditions and authentic shared governance.
The decisions made in this meeting will impact thousands of students, hundreds of employees, and the broader educational ecosystem of Southern Arizona. Remember that these processes are open to public engagement and influence.
You can get involved by:
Attending board meetings in person (next meeting: May 14, 2025)
Speaking during the Call to Audience (registration required by 5:00 p.m. the day before)
Supporting the PCC Foundation through donations for student scholarships
Participating in strategic planning events like the Futures Conference
Advocating for increased public funding of community colleges at local, state, and federal levels
Joining or supporting the faculty union (PCCEA) in their efforts to strengthen shared governance
As Paulo Freire reminds us, "Education either functions as an instrument which is used to facilitate integration of the younger generation into the logic of the present system and bring about conformity or it becomes the practice of freedom, the means by which men and women deal critically and creatively with reality and discover how to participate in the transformation of their world."
Which version of education do we want Pima Community College to embody? How can we ensure that decisions about budget, benefits, and programming center the needs of students and community members rather than institutional convenience? Leave your thoughts in the comments below.
Quotes
• "If you would have told me two years ago that this is where I would be, I would have lasted all of your faces. Fast forward to where we are now and I'm begging to somehow make Pima a four-year." - Rory Hoffmeyer, women's basketball team member, advocating for expanding Pima to a four-year institution
• "As PCCEA president, I actually don't automatically receive any reassign time from the institution for the work that I do in bringing faculty voice to concerns regarding wages and working conditions." - Makyla Hayes, faculty union president, highlighting uncompensated labor
• "That $3 million of reducing positions through attrition is right sizing. It's just doing it slowly-ish." - Dr. David Bea, Executive Vice Chancellor for Finance and Administration, responding to questions about budget cuts
• "Look at the impact. 20 points higher when students have a coach. Persistence is enrollment. It is very dramatic when a student has a coach." - Dr. Brian Stewart, discussing data on student success with coaching support
• "It's been eight years since we changed the premiums and the copays for employees. So we do not do this lightly, but helping them understand that this is likely to be an increasing trend." - Dr. David Bea, on health insurance cost increases
• "On March 22nd, I'm happy to report, we hit 47,459, and that's a 6.3% increase in our enrollment in that time." - Chancellor Nassie, reporting enrollment exceeding targets
People Mentioned and Memorable Quotes
• Chair Greg Taylor: Board Chair who led the meeting and delivered tribute to Congressman Grijalva - "His life's work was rooted in justice and equity and opportunity for all, especially those who were at the margins of society."
• Ken Jacome: Athletic Director - "Men had a great, great year, 35-in-one record. They were ranked number one in the majority of the year, lost in a tough semi-final game."
• Coach Brian: Men's basketball coach - "We had a 3.4 GPA, which is the highest in men's basketball history. I've got... Right now, I've got six sophomores, four of them already graduated, and six of them have already had scholarships to play at the next level."
• Gabe Odom: Men's basketball team member - "It's incredible that I got an opportunity to play college basketball. I'm from Utah. I played at a small high school that basketball wasn't very big there."
• Rory Hoffmeyer: Women's basketball team member - "Fast forward to where we are now and I'm begging to somehow make Pima a four-year. So if we can make that happen, please let me know."
• Congressman Raúl Grijalva: Deceased congressman memorialized at the meeting - Described by Chair Taylor as someone whose "support went beyond funding, which is important, but he was present for us. He listened, he celebrated our students, he stood behind, beside us when it mattered most."
• Makyla Hayes: Mathematics faculty member and PCCEA president - "I personally have served at least 15 individual people in their working condition or wage concerns just this academic year along with working on at least three larger group concerns outside of the AERC work that I do."
• Marcy Euler: PCC Foundation President & CEO - "Since I began in 2018 in this role, we had about $7.5 million that our investment company was holding for us and managing for us. And as of February, not March, because March was a really bad month in the stock market. But as of February, we are managing about $17 million."
• Dr. Brian Stewart: Campus Vice President and Chief Culture Impact Officer - "It is not rainbows and butterflies. It is about establishing connections, honest, trusting connections with each other for the purpose of improving outcomes in an organization."
• Board Member Theresa Riel: Former math faculty, now board member - Described walk-ins as "a very, it's a supportive thing. It's a walk out is we're showing our strength, right? A walking in is showing our support for what teachers in the K through 12 situation are having to face."
• Vice Chair Karla Bernal Morales: Board member who highlighted national recognition - "The work that you all are doing is being recognized across the entire nation. So congratulations for the work that you're doing and thank you for allowing me the privilege to be your representative."
• Chancellor Nasse: College leader who reported enrollment gains - "On March 22nd, I'm happy to report, we hit 47,459, and that's a 6.3% increase in our enrollment in that time."
• Dr. David Bea: Executive Vice Chancellor for Finance and Administration - "It's been eight years since we changed the premiums and the copays for employees. So we do not do this lightly, but helping them understand that this is likely to be an increasing trend."
• Rebecca Cohen: Faculty member in tribute video to Lisa Rebelle - "She has such a welcoming and caring personality and she had worked with so many students and had been a teacher for so many years and had so much experience."
• Kate Wilcox: Former mentee of Lisa Rebelle - "You supported me during a very difficult season in my first year teaching at Duhlen Middle School... If I didn't have you in my corner during those tough moments I would not have lasted 10 years in the classroom."
• Lisa Rebelle: Former adjunct faculty member honored for 20+ years of mentorship - Recognized for having "this amazing knack for students who struggled and for the more difficult students who needed just extra support."
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