Interim Chief Public Affairs Officer and Chancellor'S Chief of Staff at Maricopa County Community College District Dba Gat (4314)
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Decision makers at Maricopa County Community College District Dba Gat (4314)
Assistant Principal of Student Affairs
Athletic Director
Bilingual Social Worker Family Advocate
Chancellor
Chief Information Security Officer & Associate Vice Chancellor
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This document outlines a strategic framework built upon a vision, mission, values, and four key strategies. These strategies include fostering college-going behavior among K-12 students, positioning the institution as a leader in workforce development, becoming a future-ready institutional leader in technology, and maximizing community impact.
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This document outlines the institutional goals for the Maricopa County Community College District as part of the 'Excellence Through Impact: Vision 2030' strategic plan. The plan focuses on four strategic priorities: establishing college-going behavior for all K-12 students, leading in workforce development, becoming a future-ready institutional leader in technology, and driving positive community impact by addressing critical economic and social needs.
The Special Meeting included action items, with the primary approved action being an Intergovernmental Agreement between the Arizona Department of Education and Rio Salado College for the Adult Education Program, effective from July 1, 2025, to June 30, 2026. Following the action session, an Agenda Review took place for the January 27, 2026, Governing Board Agenda. The review covered subsequent sessions including an Election of Officers, a Study Session regarding the FY-27 Budget, a Regular Board Meeting, Consideration of Consent Agenda items, and Non-Consent Action Items. Consent items reviewed for the subsequent meeting included approvals for a feasibility study for facility expansion, a contract amendment for Districtwide Central Plant Upgrades/Repair, a 5-year contract renewal for audience data, and support for a Foreign Trade Zone Designation application. Non-Consent items included the adoption of new Governing Board Policies (4.1 and 10.1) and the approval for implementing a new salary schedule for certified peace officers.
The report includes a budget analysis for the five months ending November 30, 2025, covering revenue and expenditure summaries, fund balance, and financial stability requirements. It details revenue projections, primarily from property taxes and tuition, and expenditure consistency throughout the academic year. The General Fund balance is projected to increase, with compliance to Governing Board policies and Chancellor Interpretations. The report also touches on financial condition analysis, revenue descriptions, and expenditure descriptions by function and account.
Extracted from official board minutes, strategic plans, and video transcripts.
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