Discover opportunities months before the RFP drops
Learn more →Key metrics and characteristics
The city where this buyer is located.
Total student enrollment.
National Center for Education Statistics identifier.
Total number of schools in the district.
Total number of staff members.
Highest grade level offered.
How easy their procurement process is to navigate.
How likely this buyer is to spend on new technology based on operating budget trends.
How likely this buyer is to adopt new AI technologies.
How often this buyer champions startups and early adoption.
Includes fiscal year calendars, procurement complexity scores, and strategic insights.
Active opportunities open for bidding
Phoenix Union High School District 210
Provide lobby services for representation on state and federal issues.
Posted Date
Jun 11, 2026
Due Date
Jun 29, 2026
Release: Jun 11, 2026
Phoenix Union High School District 210
Close: Jun 29, 2026
Provide lobby services for representation on state and federal issues.
AvailablePhoenix Union High School District 210
Provide qualified service provider to assist with the management of the dual enrollment early college program at pxu in partnership with participating colleges and universities. This overview highlights the key aspects of the work involved in establishing and maintaining a successful dual enrollment partnership: program development and planning: the first step in creating a dual enrollment partnership is to develop a comprehensive program that meets the needs of both high schools and colleges. This involves identifying the courses eligible for dual enrollment, determining admission criteria, establishing academic standards, and outlining the credit transfer process. Collaborative meetings between representatives from both institutions are essential during this phase to ensure smooth implementation. See outside link.
Posted Date
Jun 8, 2026
Due Date
Jun 25, 2026
Release: Jun 8, 2026
Phoenix Union High School District 210
Close: Jun 25, 2026
Provide qualified service provider to assist with the management of the dual enrollment early college program at pxu in partnership with participating colleges and universities. This overview highlights the key aspects of the work involved in establishing and maintaining a successful dual enrollment partnership: program development and planning: the first step in creating a dual enrollment partnership is to develop a comprehensive program that meets the needs of both high schools and colleges. This involves identifying the courses eligible for dual enrollment, determining admission criteria, establishing academic standards, and outlining the credit transfer process. Collaborative meetings between representatives from both institutions are essential during this phase to ensure smooth implementation. See outside link.
AvailablePhoenix Union High School District 210
Seeking proposals for live language interpreting platform utilizing artificial intelligence.
Posted Date
May 7, 2026
Due Date
Jun 11, 2026
Release: May 7, 2026
Phoenix Union High School District 210
Close: Jun 11, 2026
Seeking proposals for live language interpreting platform utilizing artificial intelligence.
Get alerted before the bid drops, know which RFPs to pursue, and generate compliant drafts with AI.
Procurement guidance and navigation tips.
Lower scores indicate easier procurement processes. Created by Starbridge.
Sole Source: Rare above thresholds—redirect to competitive bid or a qualifying coop.
Coops: If speed/standardization helps and your offering is on a local contract, ask to piggyback via GPPCS or S.A.V.E.
Entity: Phoenix Union High School District 210, AZ
Practice: Sole source above the competitive bidding threshold is rare to non-existent.
Board meetings and strategic plans from Phoenix Union High School District 210
The meeting included an executive session, followed by the adjournment of the special meeting and the commencement of a regular meeting. Key items addressed included a land acknowledgement, recognition of the Carl Hayden High School esports team for their state championship victory, and a review of the school safety grant program. Discussion centered on the importance of School Resource Officers (SROs) for maintaining campus safety and building relationships with students and families. Additionally, employee organizations provided reports on various initiatives, and members of the public offered testimony regarding school safety and the presence of SROs on campus.
The committee reviewed data gathering findings and potential recommendations for the fiscal year 2028 budget engagement process, focusing on addressing a projected $10 million reduction. Discussions included feedback from various stakeholders regarding budget reduction strategies such as increasing class sizes, consolidating low-enrollment schools, and potential revenue-generating measures like athletic participation fees. The committee also reflected on the complexities of effective community engagement, communication methods, and the challenge of balancing financial efficiency with maintaining service quality and staff morale.
The committee discussed the importance of dispelling rumors, developing a clear vision and strategic plan for the district, and strategies for revenue growth including CTE programming. There was a discussion on policy work, particularly regarding fund balance and financial reporting. The committee tabled recommendations for future consideration due to the volume of data presented and agreed on a schedule of future meeting dates for the upcoming year.
The board discussed the pilot program methodology for data analysis, including the potential addition of more schools to the pilot. Additionally, the board reviewed recommendations and insights from a recent delegation visit to Tulsa Public Schools regarding the City Year program and its potential implementation in local schools. The board also addressed processes for its own professional development, focusing on goal setting and policy revisions, and received an update on the superintendent search process, highlighting community engagement activities.
The board held a study session to establish superintendent guardrails, which are non-negotiable boundaries designed to protect student outcomes. The discussion centered on identifying critical conditions to prevent, based on themes from community listening sessions such as staff support, support for vulnerable students, student safety, and leadership accountability. The board analyzed data regarding student absenteeism across various campuses, explored root causes of attendance issues, and debated whether to include attendance and engagement as specific guardrails. Plans were also discussed for a future workshop to develop board self-guardrails.
Extracted from official board minutes, strategic plans, and video transcripts.
Track Phoenix Union High School District 210's board meetings, strategic plans, and budget discussions. Identify opportunities 6-12 months before competitors see the RFP.
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