Proposed MJC Budget Reductions For 2011 Annotated .Source - Prod Affiliate.11

PROPOSED MJC BUDGET REDUCTIONS FOR 2011/12
INTRODUCTION
The 2011/12 California State Budget proposed by Governor Brown includes significant
reductions for the community college system. Depending upon the scenario employed, budget
cuts accruing to the state system are expected to range from $ 400 million to $ 900 million. The
former scenario depends upon a tax measure being approved by the voters in June, assuming
that the State Legislature votes to put this measure on the ballot, an outcome that at the time
of this writing is not assured. (NOTE: Even as this document is being written the state Legislative
Analyst’s Office has come out with a “New Worst Case Scenario” that increases the maximum
projected loss to the community college system to $ 1.085 billion) Because of uncertainties
surrounding the ultimate amount likely to be cut from the YCCD and MJC budgets, combined
with the need to make decisions pertaining to reductions in force for faculty and management
personnel by March 15th, the District Cabinet has determined it necessary to formulate a set of
proposed budget reductions consistent with the originally posited worst case scenario. Thus,
$ 13.5 million in district‐wide budget reductions must be identified, with approximately $ 8
million of these cuts to come from Modesto Junior College.
As is always the case when planning a budget four and one‐half months prior to the start of the
fiscal year, there are numerous uncertainties associated with the process, including some
factors that could serve to mitigate the impact of the budget reductions and others that could
have the effect of exacerbating the budget gap faced by the District and its constituent
colleges. Possible mitigating factors include the following:
Allocation of unspent growth dollars from 2010/11 – The 2010/11 budget included a “growth
factor” of 2.2 percent, representing approximately $ 1.9 million in new revenue to the District.
These funds have yet to be allocated and it appears as though a) the District is likely to reach
the 2.2 percent growth threshold for the year; and b) the State is unlikely, at this late juncture,
to remove the growth dollars from the 2010/11 budget. Based on the relative certainty of these
funds becoming available, $ 1.1 million has been included in the list of proposed budget
reductions for MJC, thereby mitigating the amount of funds that must be cut.
Rollover of 2010/11 Budget Savings – The District is permitting its cost centers to “roll over”
unspent funds from this fiscal year to 2011/12. Because several months remain in the current
fiscal year the precise amount of funds available for carry over cannot be determined. For the
purpose of this analysis, $ 900,000 in estimated carryover funds is included in the budget
reduction package, providing additional mitigation of required budgetary cutbacks.

Proposed MJC Budget Reductions, p. 2
Anticipated Faculty/Staff/Management Retirements – Funds accruing as a result of retirements
may be applied to the budget reduction or to the anticipated cost increases that are not yet
included in the estimated budget, which are discussed in greater detail below (under
aggravating factors). The precise number of faculty, staff and management retirements to take
effect in 2011/12 cannot be determined at this time. For the purpose of this recommendation,
$ 600,000 in retirement savings has been identified toward mitigation of budget reductions.

Negotiated Reductions in Salary/Benefits – It is possible that additional budgetary savings may
be accrued as a result of reductions in salary and benefits that have yet to be negotiated with
the collective bargaining groups. Any such savings could either be applied to the budget
reduction or to the aforementioned anticipated cost increases that are not yet included in the
budget estimate. Of necessity, the budget reductions proposed in this document do not include
savings from decisions that must be collectively bargained.
Passage of June 2011 Tax Measure – The Governor has proposed that an extension of
previously approved increases to sales taxes, vehicle licensing fees and other revenues be
placed on the ballot for a special election to be held in June 2011. In the event that such a
measure were to a) be placed on the ballot by a 2/3 vote of both houses of the state legislature;
and b) be adopted by the California electorate, it is likely that the amount of funds that would
need to be cut from the YCCD and college budgets would be significantly less than under the
scenario being planned for. Should this turn out to be the case, it may be possible to consider
revisiting some of the proposed budget reductions, once the anticipated cost increases that are
not yet included in the budget estimate are taken into account.
In addition to the potentially mitigating factors discussed above (some of which have been
included as offsets to the budget reduction estimate), the District and colleges must remain
mindful of several potentially aggravating factors that could have the effect of exacerbating the
projected budget deficit. Possible aggravating factors include the following:

2011/12 Steps, Column Increases – On July 1, increases in “steps and columns” totaling an
estimated $ 1.1 million district‐wide and around $ 550,000 for MJC are scheduled to go into
effect unless they are reduced or eliminated via the collective bargaining process.
Increases in Benefit Costs – The cost of health benefits can be expected to significantly increase
for 2011/12, although the precise amount of the increase cannot be estimated at this juncture.
While it is possible that changes in the benefits package can be negotiated, it is likely that most,
if not all of the savings accruing from any negotiated changes would be needed to offset hikes
in the cost of benefits and would, thus, be unavailable to mitigate other budget reductions.
Costs of Ownership Associated with Measure E Building Projects – Over the course of the next
year several new bond‐funded projects are scheduled to come online, including the Agriculture
Pavilion, the Science Community Center, the Student Services Building, the Allied Health
Building and facilities at Turlock and Patterson. Operation of these facilities will necessitate
increases in staffing and utilities costs that are not accounted for in the proposed budget
reductions. Although the total amount of cost increases associated with these facilities cannot
be precisely estimated at this time, it is certain to be significant. Deferring maintenance and
upkeep on these facilities would have the effect of reducing their useful life and diluting the
quality of instruction available to our students. It is, therefore, likely that portions of any
savings accrued as a result of the mitigating factors discussed previously will need to be
earmarked toward this as yet unbudgeted cost factor.
Increased Utility Costs – Notwithstanding the costs of ownership of new facilities discussed in
the preceding section, the District’s utility costs for all facilities are likely to increase
significantly in 2011/12 and the years that follow. The proposed reductions discussed herein do
not account for projected increases in utility costs, which cannot be precisely estimated at this
time.
Increases in Required Contributions to STRS/PERS – By all accounts, the state teachers and
public employee pension accounts are facing significant projected shortfalls that will
necessitate an increase in employer contributions to these funds in the near future. Although
current estimates suggest that these increases may be deferred until July 2012, they constitute
a significant future liability that must be accounted for in long‐range budget planning.
Changes in State Policy – Several additional possible changes in state policy, such as changes in
the census date, reductions in apportionment for certain class offerings and changes impacting
Proposition 98 are being discussed, but are not included in the budget estimates and may need
to be accounted for once their full ramifications become known.
Accrued Vacation and Compensatory Time – The accrued vacation and compensatory time of
classified and management employees who are laid off will have to be paid at the time of their
separation from employment. The precise dollar amount will depend on the number of
positions eliminated and the accrued amount of time on the books; it is likely, however, to
constitute a significant amount of money that is not yet accounted for.
The preceding introductory section provides the context in which the list of proposed budget
reductions to follow was formulated. Based upon a holistic assessment of the information that
is available at this time, these proposed reductions constitute a reasonably prudent approach
to current financial exigencies intended to protect the fiscal solvency of the District while
mitigating, to the extent feasible, adverse affects on the College’s instructional and student
support programs and its faculty and staff.
CRITERIA FOR PROPOSED REDUCTIONS
The proposed reductions that follow were based primarily on the following decision‐making
criteria:
• Centrality of the program or service to the District and College mission statements, with
an emphasis on the following core mission components:
o Transfer Education
o Career‐Technical Education
o Basic Skills Acquisition
• Extent to which program or service duplicates services available elsewhere in the
college, district, community or region
• Student access as measured by factors such as WSCH: FTEF ratios and fill rates
• Demonstrated contribution of program or service to student success (persistence,
retention, program or course completion, transfer, degree or certificate completion)
• Currency of program offerings as evidenced by:
o Active advisory committees populated by industry professionals (for CTE
programs)
o Recent curriculum committee approval of new courses and programs or
course/program modifications designed to respond to changes in theory,
practice, employer demand, etc.


• Evidence of student achievement of stated learning outcomes, such as knowledge or
skill attainment, job placement, degree or certificate completion
• Cost of program/service delivery relative to benefits for students, college and
community
• Degree of local and regional demand for program graduates
• Compliance with provisions of applicable state and federal law
LIST OF PROPOSED BUDGET REDUCTIONS
The following list of proposed budget reductions is annotated to provide the college
community, the Chancellor and the Board of Trustees with the rationale for the proposed
reductions.

Eliminate General Fund Subsidy of Fund 12 Activities
One of the first steps in a budget reduction strategy must be to restore to the general fund
monies that have, in recent years, been used to subsidize programs and services that a) were
previously state‐funded but have been backfilled with general fund dollars as state funding for
the programs has been reduced in recent years; or b) represent activities that are supposed to
be self‐sustaining but have typically required annual subsidies from the general fund in order to
cover their costs of delivery. Restoring these subsidies to the general fund is essential in order
to allow the college to focus on its core mission, programs and activities.
Categorical Backfill 675,000
DSPS
Adult LD Testing
Learning Disability Specialist 113,000
Program Technician 57,000
Administrative Assistant 69,000
Alternative Media Access
Alternative Media Access Specialist 87,000
Testing of adults for learning disabilities is a service that community colleges are not legally
required to provide and is available elsewhere in the community for individuals requiring it. The
Alternative Media Access Specialist is a position that the state required (and funded) for all
community colleges beginning in 2001. Several years ago the state eliminated categorical
funding support for these positions and some colleges, including MJC, continued to support the
position with DSPS funds and, subsequent to the state reduction in support for DSPS, general
fund dollars. This position is not required in order for the College to remain compliant with the
federal Americans with Disabilities Act or state law; the College was ADA compliant before the
creation of this position and will remain so in the event that it is eliminated.
EOPS
Administrative Assistant 63,000
Eliminate CalWorks Child Care Vouchers 141,000
Reduce Credit Matriculation Adjunct Counseling 98,000
Non‐Credit Matriculation Hourly A&R 15,000
Non‐Credit Matriculation Part‐Time Testing 23,000
Non‐Credit Matriculation Adjunct Counseling 9,000
Over the past two years, the California legislature has dramatically reduced funding for EOPS,
CalWorks and other programs designed to assist low‐income residents in transitioning to
college. Matriculation, another state‐funded categorical program, has also been significantly
reduced. For the past two years, MJC has sustained these activities with an infusion of support
from the general fund. The child care vouchers, at this point, represent an allocation of MJC
general fund dollars to individuals to offset their costs of child care. These funds are now
needed in order to prevent further reduction of instructional and student services programs
that benefit all students, including those eligible for EOPS and CalWorks services. Similarly, the
general fund subsidy of adjunct counseling, testing and admissions and records services, which
are offered primarily during the summer, must be reduced. The loss of these funds will be
partially mitigated by sharp reductions in summer course offerings and by improving the
efficiency of MJC counseling services.
Community Education
Dean Salary to Foundation/Community Ed 118,000
.55 CE Specialist to Community Ed 50,000
Fund 12 Community Ed Reductions in Force
Administrative Technician
Administrative Assistant
.25 FTE Program Technician
.25 Accounting Analyst
Foundation Major Gifts Officer
By law, community college community education programs are supposed to be self‐supporting,
i.e. they are expected to operate primarily from fees generated in return for services rendered.
As a practical matter, most community colleges provide “in‐kind” support to their community
education programs in the form of office and classroom space and some community colleges,
including MJC up to this point, have provided a general fund subsidy to these programs in most
years. The proposed changes outlined above are intended to reduce future general fund
subsidies of the MJC Community Education program by shifting some salaries from Fund 11 to
Fund 12, assigning the Dean of Community Education to serve as Director of the MJC
Foundation and eliminating the position of Major Gifts Officer, thereby freeing up Foundation
dollars for allocation toward a portion of the Dean’s salary. To accomplish this it will also be
necessary to reduce classified employment in the Community Education Office by 2.5 FTE.
Wawona Child Care Center
Interim Program Manager 77,000
Interim Site Supervisor 33,000
Accounting Specialist
Child Development Center Master Teacher (3)
Child Development Center Teacher (2)
Child Development Center Associate Teacher (5)

The College currently operates two child care centers. Mi Wuk serves as an instructional
laboratory for MJC’s child development program. Wawona serves primarily as a community day
care center, although many of the children enrolled are children of MJC students and the center
occasionally functions as an observation/internship site for MJC child development students.
Over the past several years, operation of the Wawona Center has required an average annual
general fund subsidy in the $ 100,000 range. Under the current budget exigency this subsidy
can no longer be sustained. Although closure of the Wawona Center will have an adverse
impact on the students and community residents who depend upon it for their children’s day
care, its closure will not impact the ability of MJC to continue to operate its educational
program in child development, since the primary laboratory facility, Mi Wuk, will continue to
operate. Closure of the Wawona Center is consistent with the imperative to focus available
resources on mission‐critical functions such as the delivery of instructional programs.

Great Valley Museum
Exhibit Technician 48,000
Elimination of this position will reduce the general fund subsidy allocated toward the Great
Valley Museum, which is supported primarily via non‐general fund sources.

LVN Program
This instructional program is supported by grant funding which has been lost, effective at the
end of the 2010/11 academic year. The program cannot be sustained with general fund dollars
under the present budgetary circumstances.

Administrative Budget Reductions
Prior to reducing instructional and student support services and their associated faculty and
staff support, it is essential that the amount of funding allocated toward management positions
be reduced to the lowest sustainable level. The reductions outlined below will have the effect
of reducing MJC management staff levels to below the median of its IPEDS comparison group.

Modification of Administrative Assignments 214,000
Eliminate Director, Student Success, Dean of
Special Funded Programs, Director of Workforce
Preparation; assign duties to Dean, CTE and
Associate Dean, Special Funded Programs
Elimination of Management Positions
Marketing and Public Relations Officer 128,000
Director of College Research 128,000
Dean, Arts, Humanities and Communication 69,000
Vice President, Student Services 189,000
(Combine w/VP College Administration)
Director, Student Development and Campus Life 127,000
The President’s Office, in conjunction with the remaining staff, will assume the responsibilities
of the Marketing and Public Relations Officer and the Director of College Research. The duties
of the Dean of Arts, Humanities and Communication will be assigned to the deans of the
remaining divisions under a restructuring to be implemented in 2011/12. The duties of the
Director, Student Development and Campus life will be assumed by remaining staff and
managers, with advising of ASMJC to be assigned to a member of the counseling faculty, as is
the case at many California community colleges.

Collectively, the administrative reductions outlined above, combined with the aforementioned
elimination of the Wawona Center Director and Major Gifts Officer positions, will generate
approximately 14 percent of the total savings included in this proposed budget reduction plan.

Program Eliminations
Communication Graphics/Print Shop
1 FTE Instructor 121,000
1 FTE Graphic Artist 79,000
Printing and Reprographics Coordinator 76,000
The College offers a communication graphics program (located in the Technical Education
Division) and a computer graphics program (located in the Business, Behavioral and Social
Sciences Division) as well as a number of computer graphics classes offered by the Arts,
Humanities and Communications Division. While there are undoubtedly differences in theory,
application and pedagogy between these three different approaches to graphics, there is
arguably also a significant amount of overlap. MJC’s communication graphics program has
generally lower enrollments than the BBSS computer graphics program (average WSCH: FTEF of
337 for fall 06 and 07 compared with 499 for BBSS – NOTE: fall 06 and fall 07 are used as bases
for evaluating student access throughout this document in an effort to control for the effects of
the 2008/10 recession and subsequent section reductions which had the effect of increasing
WSCH: FTEF ratios for all MJC classes) and has conferred fewer associate degrees over the past
six years (5.5 annually for BBSS’ Computer Graphics Applications degree versus 3.3 for Tech Ed’s
two Graphic Design degree offerings). Perhaps more importantly, the printing and lithography
disciplines underpinning the communication graphics program have been largely (though not
entirely) supplanted in recent years as a result of technological innovations in computer
graphics. From this perspective, if the College cannot afford to offer both programs,
communication graphics is the most logical candidate for elimination. Concurrent with
elimination of this program, closure of the college print shop, whose primary function is to
support the instructional program in communication graphics, is also recommended.

Architecture (1 FTE Faculty) 97,000
Engineering (1 FTE Faculty) 99,000
.4 FTE Information Systems Technician (.2 Arch/.2 Egr) 30,000
Architecture and engineering are representative of programs that, while viable, serve
comparatively low numbers of students (2006/7 WSCH: FTEF of 389 for architecture, 222 for
engineering) and have had lower than average success rates in the case of architecture (61%
versus 72% state average, spring 2010) and engineering technology (44% versus 76%). More
importantly, employment in these fields typically requires baccalaureate or masters‐level
training; at the community college level, underclassmen intending to study architecture and
engineering typically enroll in mathematics and science classes that will remain available at MJC
in the event that these program offerings are eliminated. Further, universities sometimes
require transfer students to re‐take community college courses they regard as upper‐division
(as could be the case with some MJC architecture and engineering offerings). In the case of
architecture, some of our offerings no longer articulate to schools such as Cal Poly, San Luis
Obispo, necessitating that transfer students re‐take architecture courses at Cuesta (community)
College prior to their admission. With regard to job demand for students with engineering
associate degrees, gap analysis prepared by the Center for Excellence estimates that there are
approximately 10 available jobs annually in comparison with 61 annual program completers in
the YCCD area. Finally, both architecture and engineering are high‐cost, equipment intensive
programs that require continual infusions of capital in order to remain current. Thus, even if the
full‐time faculty members assigned to these disciplines were to be retained it would be difficult
to adequately support these high‐cost, low‐enrolled programs over the long‐run. At a time in
which MJC is being forced to reign in the scope of its instructional program offerings we would
better serve students seeking careers in architecture and engineering by encouraging them to
enroll in lower division, preparatory courses in mathematics, science and computer science at
MJC while planning to take their major requirements at universities whose programs in these
fields are better staffed, equipped and funded.
Culinary Arts
1 FTE Instructor 110,000
Instructional Support Aide (p/t) 8,000
The District currently operates two culinary arts programs – one at Columbia College and one at
MJC. Both programs are reasonably successful, with MJC’s program conferring 13 associate
degrees and 42 certificates of achievement over the past six years. Employment opportunities
in food services are relatively plentiful in the YCCD service area; however, according to data
compiled by the MJC Center for Excellence, 69 percent of the job openings in culinary arts offer
starting hourly wages ranging from $ 8.74 to $ 9.75. Moreover, these jobs do not generally
require post‐high school education and employees are frequently trained on‐the‐job; there is
little evidence of employer willingness to pay a wage differential to employees who have
completed a certificate or associate’s degree in culinary arts. The program is equipment
intensive and therefore carries high costs relative to the number of students served. All of these
factors, combined with the availability of a comparable program elsewhere in the District, have
contributed to the recommendation for elimination of this program.

French (1 FTE Faculty) 122,000
French classes at Modesto Junior College have relatively low enrollments (WSCH: FTEF of 323 in
fall 06/07) and low rates of successful course completion (52.4 percent from spring 06 to fall
10). If this program is eliminated students will still have the options of Spanish and American
Sign Language (which have significantly higher enrollments and student success rates) to
complete their foreign language requirements.

Industrial Technology (1 FTE Faculty) 115,000
Gap analysis conducted by the Center for Excellence estimates the availability of industrial
technology jobs in the region at 17 positions annually, in comparison with 42 annual program
completers at MJC. The Stanislaus County Workforce Alliance, in its analysis of Demand
Occupations for 2011, placed the category of Industrial Machinery Mechanics “on hold, pending
analysis of current participant performance due to a significant number of trainees in these
fields who are searching for employment”. In the College’s efforts to reduce its high‐cost,
equipment intensive program offerings, there is a need to focus on programs that offer
consistent prospects for employment on the part of program completers. In this context, it
makes more sense for MJC to focus on programs such as Electronics and Machining, which
generate a combined estimate of 70 annual job openings and a net surplus of 22 jobs annually
relative to the number of program completers in the YCCD service area.

Journalism (1 FTE Faculty) 96,000
Radio/TV
1 FTE Faculty 96,000
Instructional Support Tech 65,000
MJC’s journalism program provides valuable services to the college community in the form of
print and online versions of The Pirates’ Log. Journalism classes at MJC have comparatively high
course completion rates (80% success in spring 2010 compared to a statewide average of 68%).
On the other hand, relative to the costs associated with the program enrollments are low
(WSCH: FTEF of 350 for fall 06/07; 50 total enrolled students in spring 2010). Only five students
have completed an associate’s degree in journalism over the past six years. Moreover, job
opportunities in print journalism have become virtually nonexistent in the economy in general
and the YCCD service area in particular in recent years. The College’s radio and television
programs are similarly situated, providing valuable service to the college via PiratesRadio while
producing low numbers of program completers (2.6 associate degrees per year in TV, 1.2 per
year in radio over the past six years) and limited job prospects for those completing degrees.
Generally speaking, there has been incredibly rapid change in the worlds of journalism,
television and radio, characterized by a shift toward “new media”, i.e. the convergence of
computer graphics, gaming, digital applications and the internet as means of delivery with
content derived from the traditional disciplines of art, music and theatre. Simply put, 20th
century delivery mechanisms such as broadcasting and print media have lost much of their
cultural relevance and employment potential in this modern era. In light of resource limitations,
MJC must focus on maintaining its strength in the core disciplines of art, music and theatre,
which will provide students with the creative skill sets they need to apply their talents in the
age of new media. In the absence of actual talent and fundamental training in these disciplines,
the entertainment and information industries will be reduced to sophisticated mechanisms for
delivering mediocre content. Thus, if it is necessary to reduce our offerings in Arts, Humanities
and Communications, it is recommended that these reductions be derived via the difficult
decision to eliminate our Journalism and Radio/TV programs while keeping our instructional
programs in art, music and theatre largely intact.

Dental Assisting (1 FTE Faculty, .3 FTE Instructional Support Tech) 117,000
Allied health programs such as dental assisting, medical assisting and respiratory care pose one
of the more vexing dilemmas in considering program reductions at MJC. The reason for this is
that proprietary institutions in our service area have flooded the market with program
completers, producing far more graduates than there are jobs to support them. In medical
assisting, for example, in 2009 there were 978 program completions in the YCCD service area in
a job field with 88 average annual openings and an average hourly starting wage below $ 10.
Kaplan University’s Modesto Campus alone conferred 370 medical/clinical assistant certificates
in 2009; in light of the tuition rates charged to individuals completing these programs (many of
whom undoubtedly burden themselves with student loans to cover the cost) actions of this
nature by proprietary institutions are clearly unconscionable. Moreover, there is considerable
anecdotal evidence, in the form of testimonials from area health care providers, that the
quality of instruction provided by MJC is superior to that of the privates. At the same time,
however, there are limits to the ability of publicly‐funded institutions such as Modesto Junior
College to sustain their support for these high‐cost programs when we are unable to charge the
level of tuition assessed by proprietary schools. Dental assisting is especially problematic in this
regard. Lab classes in dental assisting have a mandatory nine‐to‐one student‐faculty ratio; thus,
each time a tenth student is added to a dental assisting laboratory class an additional instructor
must be provided. This creates a structural impediment to sustainable enrollment levels; in fall
2006 and fall 2007 dental assisting had a WSCH: FTEF of 203 and 230, respectively. These
extremely low efficiencies, combined with the equipment‐intensive nature of the program,
make it difficult to justify continuing the program under the present budgetary circumstances,
particularly with gap analysis showing an annual deficit of 99 jobs relative to the number of
students being prepared for a field with starting wages of around $ 12 per hour. At this juncture
it is recommended that MJC’s respiratory care and medical assisting programs be retained in
spite of the glut of program completers since they serve comparatively more students per
instructor than dental assisting, which is recommended for elimination.

Student Success 141,000
Administrative Secretary
Program Specialist
.49 FTE Administrative Assistant
The recent promotion of the former Director of Student Success to the position of Dean of
Admissions and Matriculation and the decision not to refill this position creates an excess of
administrative staffing and a resulting opportunity for budget savings. The tutorial lab that
operates under the auspices of the Student Success office will eventually be merged into
integrated learning resource centers that will be created on the east and west campuses.

Welcome Center 214,000
Outreach Recruiter (3)

The Welcome Center is staffed primarily by three outreach recruiters. In an environment in
which our institution has been turning away thousands of students for each of the past few
years and no money for enrollment growth is included in the 2011/12 state budget, outreach
recruiting is a function that can be reduced, resulting in substantial cost savings. While
significant reductions in student services programs and activities are a necessity under the
present budget circumstances, no reductions to full‐time counseling staff are being proposed.
The rationale for this is that counselors provide essential services to students and, when
performed effectively, counseling can make a significant contribution to student retention and
success. It will, however, be necessary for our counselors to shoulder additional responsibilities
for functions previously performed by employees being recommended for reductions in force.
Counselors will be asked to visit high schools to recruit students. Advising of ASMJC will need to
be performed by a counselor on reassigned time, a practice that is in place at many California
community colleges. In order to be available to perform these and other tasks it will be
necessary for MJC counselors to shift from one‐hour to half‐hour advising sessions; most, if not
all California community colleges currently utilize half‐hour sessions and shifting to this mode of
delivery will dramatically enhance the accessibility of our counseling faculty to students.

Telecourse Office 140,000
Administrative Technician
Although the practice of delivering instructional services via telecourses was abandoned years
ago by many community colleges, MJC continues to offer a very small number of courses via
this mode of delivery at an extremely high cost per student. It is long past time to eliminate the
Telecourse Office.

Program Reductions
Art (1 FTE Faculty) 106,000
A reduction of one full‐time art faculty member is proposed. This reduction will necessitate the
suspension of faculty reassigned time for directing the College Art Gallery. It is possible,
however, to continue to operate the art gallery should art faculty choose to curate different
exhibits, either individually or collectively. Elimination of this faculty position will necessitate
the reduction of lecture sections in art history and appreciation, but will permit the college to
continue to offer a full range of studio art courses, such as painting and ceramics, as well as a
reduced number of lecture courses in art.
Library
1 FTE Faculty 112,000
Library Specialist 77,000
Library Assistant 52,000
Library functions need to be consolidated onto one campus, a process that will be in place with
the completion of the planned renovation of the East Campus Library. The space currently
occupied by the West Campus Library should be converted to an integrated learning resource
center. The consolidation of library services, combined with the presence of classified staff in
the integrated learning resource center to be co‐housed in the East Campus Library will make it
possible to reduce the number of faculty and staff library positions.
Anthropology 1 FTE Faculty 89,000
MJC currently has three full‐time faculty members in anthropology. In the spring 2010 semester
anthropology had a 58 percent successful course completion rate, compared with a statewide
average of 67 percent. The college does not offer associate degrees in anthropology. The
reduction of one full‐time position will still enable the college to offer numerous anthropology
courses; moreover, the general education requirements met by anthropology courses can be
met by a variety of classes in other disciplines that will continue to be available to students.

German/Italian (reassign.67 to ESL no new ESL hire) 110,000
Currently, most German and Italian courses at MJC are taught by a full‐time faculty member
who makes up roughly two‐thirds of her load teaching these classes. The instructor also has a
faculty service area in ESL, which she teaches. Successful course completion rates in German
(42.9 percent over the past ten semesters) and Italian (43.5 percent) are significantly lower
than success rates for Spanish (59.6%) and American Sign Language (68.1%). Shifting this faculty
member’s full load to ESL will allow the college to defer the hiring of an additional full‐time ESL
instructor, providing an affirmative response to concerns expressed by the Academic Senate
regarding the addition of new faculty positions during the current budget crisis.

PE/Athletics
Suspend Coaching Stipends 56,000
.25 Instructional Support Assistant 10,000
Physical education and intercollegiate athletics are programs that many folks (including,
evidently, folks at the state Legislative Analyst’s Office and the University of California) consider
to be prime candidates for elimination during difficult financial times. Intercollegiate athletics,
in particular, appears to be regarded by some as an “extracurricular activity” that can be
relatively easily dispensed with. This viewpoint, while politically popular in some circles,
becomes problematic when the value of these programs in the context of the college mission is
given closer scrutiny. In light of the fact that during the 2009/10 academic year 20 of the
college’s 21 athletic teams had grade point averages exceeding the college‐wide average,
combined with data indicating that our student‐athletes transfer at roughly twice the overall
rate of students declaring an intent to transfer, the intercollegiate athletics program at MJC is
arguably one of the college’s most thriving student success initiatives. Our student‐athletes
take full‐time course loads and each year several of them qualify for and receive full
scholarships to four‐year institutions. Another challenge associated with the prospect of
eliminating athletics programs centers on the realization that eliminating sports coached by
part‐time faculty saves minimal amounts (less than $ 20,000 per sport) while depriving between
12 (golf) and 50 (men’s soccer) student‐athletes the opportunity to compete for university
scholarships. On the other hand, if a sport coached by a full‐time faculty member were to be
eliminated, the only way to realize the resulting salary savings would be to virtually eliminate
the offering of all physical education activity classes district‐wide, since these classes could be
claimed by any full‐time coach whose position is being eliminated. With the population of our
service area suffering the third highest obesity rate in the state, combined with high rates of
diabetes and low rates of health insurance coverage, eliminating all physical activity courses is
an inadvisable course of action for a district that includes “wellness” in its mission statement.
This is why it essential for decisions pertaining to the mix of community college course offerings
to be made at the local, rather than the state level. For all of these reasons it is necessary to
consider budget reduction alternatives in Physical Education and Athletics other than savings
associated with eliminating one or more sports. As an alternative to program elimination,
therefore, suspension of coaching stipends is recommended, along with the elimination of one
part‐time, classified position. By foregoing these stipends, which are typically paid in
recognition of the duties they perform that arguably go beyond responsibilities typically
associated with most faculty positions, our coaches will make it possible for the college to
retain all of its current intercollegiate athletics programs, at least for the time being.
Computer Electronics (merge with Computer Science) 44,000
.6 FTE Information Systems Technician
This reduction will eliminate redundancies between instructional programs in the Business,
Behavioral and Social Sciences and Career Technical Education divisions.
Graphic Artist, Instruction (Resignation) 87,000
Financial Aid 1 FTE Outreach Recruiter 71,000
The rationale for eliminating this position is similar to the rationale for the reductions in
recruiters housed in the Welcome Center (see above). EOPS counselors will be asked to provide
assistance in financial aid recruiting.
Convert STAR/PLACER labs to ILRCs
1.12 FTE Instructional Support Assistant 70,000
These labs will be incorporated into the two integrated learning resource centers upon their
completion.
Magic Lab
1 FTE Instructional Support Tech 74,000
This lab is currently staffed by two full‐time classified employees; a reduction of one of these
employees is recommended.
Reduce Academic Senate Secretary to 10 months 10,000
This position was originally a ten month position and had been extended to 12 months in recent
years. It is being proposed for reversion to a ten month contract.
College Administrative Services
Accounting Technician 74,000
This staffing reduction will be made possible by the proposed combining of the student services
and administrative VP positions and the resulting consolidation of support services.
PTOL 750,000
Announced/Anticipated Retirements 600,000
Estimated 2010/11 Savings Rollover 900,000
Unallocated Growth, 2010/11 1,100,000
TOTAL ESTIMATED SAVINGS $ 7,974,000
Summary of Full‐Time Reductions in Force # Positions % of Total
Management 5 20.6
(+1 retreat; 4 eliminations of vacant positions)
Faculty 13 5.3
Classified 37 16.0
TOTAL FULL‐TIME REDUCTIONS IN FORCE 55 10.8
Percentage of Fund 11 Savings by Employee Category
Management 14
Faculty 18
Classified* 19
Other (PTOL, Rollover, Growth, Retirements, etc.) 49
*A significant proportion of savings from classified position reductions accrues to Fund 12

CONCLUSION
The recommended budget reductions discussed herein, if approved by the Chancellor and
adopted by the Board of Trustees, will position the College to absorb nearly $ 8 million in state
budget reductions in a manner that reduces the scope of services delivered while adhering to
the core mission of the College and the District, attempting to minimize workforce reductions
and preserving functions that are central to the success of our students. Achieving a 16 percent
reduction in the College’s unrestricted budget is not possible without adversely affecting many
programs, services and employees that have been integral to the organization for a long time. It
is also not possible to achieve complete organizational consensus regarding the precise mix of
reductions that is optimal in order to continue to accomplish our objectives while responding
effectively and frugally to the current and projected future budget shortfall. No single individual
has the knowledge, wisdom, foresight and compassion to set forth a perfect path toward an
uncertain future. All that can be done is to formulate a set of recommendations to the best of
one’s ability after as thorough, dispassionate and comprehensive an analysis as time will allow.
The unenviable task of acting upon these recommendations now resides with our Chancellor
and our elected Board of Trustees.
POSTSCRIPT: TIMELINE FOR FORMAL NOTIFICATION OF EMPLOYEES
This document contains a listing of positions being recommended for reduction‐in‐force. It does
not constitute a formal notification of employees. The positions are included in the interest of
transparency and to provide the college community with a comprehensive description of and
rationale for the budget reductions being recommended by the College President. Once the
Board of Trustees has taken formal action on a list of budget reductions, notification of affected
employees will be a two‐step process, with faculty members and managers being notified on or
before March 15, 2011 and classified staff being notified in April or May. The listing of a
position in this document does not necessarily mean that a particular employee will be laid off;
the actual determination of reductions in force will depend upon factors such as an employee’s
seniority within a discipline, faculty service area or job classification. It is likely that
implementation of these recommendations could result in faculty and/or staff reductions at
Columbia College as a result of “bumping”, even though the focus of this document pertains to
Modesto Junior College budget reductions. For additional information concerning these
processes, employees should contact the District Human Resources Department.

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PROPOSED MJC BUDGET REDUCTIONS FOR 2011/12

Printing and Reprographics Coordinator 76,000

Architecture (1 FTE Faculty) 97,000

Engineering (1 FTE Faculty) 99,000

Industrial Technology (1 FTE Faculty) 115,000

Journalism (1 FTE Faculty) 96,000

Art (1 FTE Faculty) 106,000

Anthropology 1 FTE Faculty 89,000

Accounting Technician 74,000

PTOL 750,000

Summary of Full‐Time Reductions in Force # Positions % of Total

Management 5 20.6

Faculty 13 5.3

Classified 37 16.0

TOTAL FULL‐TIME REDUCTIONS IN FORCE 55 10.8

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