Wyoming Community College Commission

2300 Capitol Ave., 5th Floor, Suite B, Cheyenne WY 82002

Commissioners Ex-officio Mr. Gregg Blikre, Gillette Governor Mark Gordon Mr. Dennis Boal, Evanston State Superintendent Ms. Katherine Dooley, Powell Jillian Balow Dr. Craig Frederick, Guernsey Executive Director Dr. Sandra Caldwell Dr. Jackie Freeze, Rock Springs Ms. Julia Newman, Torrington Phone: 307-777-7763 Ms. Ember Oakley, Riverton Fax: 307-777-6567 www.communitycolleges.wy.edu

To: Joint Appropriations Committee

From: Community College Commission, Dr. Sandy Caldwell, Executive Director Community College Commission, Mr. Larry Buchholtz, CFO

Subject: Response to Budget Reduction Impacts

In response to each of your questions, the following has been provided by the colleges and commission staff:

Section 1 Q1. 0600 and 0900 Series compilation submitted under separate cover.

Section 2 Q2a. What are the current and/or anticipated operational or structural impacts for the agency?

Casper College -

• Reorganize continuing education/workforce training (CTE) • Reorganize community education/adult education/ • Reduction of positions in several areas - facilities / • Additional reductions of funds available to replace equipment / renovate space for program requirements • Reorganization of academic affairs/ institutional research/institutional effectiveness (not replace associate vice president, director of assessment) collapse areas o Reduction of department chairs o Reduction of non-instructional time to instructors • Need to recognize the on-going impact of COVID - 19 • Restructure / reorganization of HR / training / • Restructure / reorganization of the grants office • Investigate reduction in benefits to employees (i.e. sun life and LTD) • Increased utilization of part-time faculty

Casper College  Central Wyoming College  Eastern Wyoming College  Laramie County Community College Northern Wyoming Community College District  Northwest College  Western Wyoming Community College

• Balancing instructional load to reduce payment of overloads unless it is an absolute necessity and adjunct faculty cannot be recruited • Potential for voluntary separation retirement program – • Review of programs that have had a long history with the college but may no longer be viable as we refocus on preserving our ability to meet our mission and serve our students.

• Review structure of insurance coverage(s) in athletic programs may result in a reduction of costs to operations

Central Wyoming College –

• The current operational budget cut that was implemented for FY 21 was in the amount of $1.1 million. We are aware that this will be a structural cut going forward and have planned accordingly. CWC had to implement a Reduction in Force (RIF) for 3 employees and not replace 7 vacant positions for FY 21 alone. This impacted several strategic and important functions of the college including our Start Up Intensive Program in Jackson (2 positions), two Recruiter positions, three Physical Plant positions, Accounting Technician, Archaeology Field School Coordinator, Institutional Researcher, and Counselor/Disabilities Services Coordinator. This has caused a major shift in duties for functions all across campus as more people are being asked to do more with less. This is not a sustainable solution going forward and the college will have to decide what services we can’t offer in the future due to the limited resources.

Eastern Wyoming College –

• Between the two reductions, EWC has chosen to not fill four instructor positions. The Dean position was also eliminated. Further, a vacant student success position was not filled. Due to previous reductions in instructors, the overload budget has increased substantially. It is proposed that this expense be cut in half. All these changes affect students directly.

• In addition, an administrative assistant position, a graphic design position and four part- time positions were eliminated.

• Expense budgets were cut in order to meet the expected reductions in State funding. The initial reduction included a six percent cut across the expense budgets. The next proposed decrease is another two percent of these expense budgets. Thus, employees are expected to maintain superior services with less funding.

• Next, the proposed cuts also include a reduction in athletic scholarships. This changes the focus and philosophy of EWC’s athletic department. The type and number of student athletes at EWC will change.

• Finally, up until now, EWC has paid 100% of the employee’s retirement contribution. With the proposed cuts, employees will contribute 3.43% of their retirement contribution.

This means that employees will have a reduction in take home pay. The trial is that due to the reductions, more is expected of employees and yet their take home pay is being affected.

Laramie County Community College – Added as an attachment

Northwest College –

• Northwest College is in the process of performing a full analysis of its current and anticipated operational and structural impacts in regards to its FY 2022 budget. Northwest College is evaluating the governor’s 15% proposed reduction in State Funding. In addition, Park County mill valuation is expected to decrease 10%. The overall reduction to Northwest College’s budget is expected to be around $3.2M. This reduction is prior to any reduction in enrollment due to less high school graduates within the Big Horn Basin, increased high school student enrollment in dual and concurrent courses, lingering impacts related to COVID-19, and students not looking to attend college farther from home. This combination of reductions will result in further lost positions and the ability to service our community. Northwest College is in it’s 3rd round of budget reductions over the past three years. Operation reductions mean reduced maintenance, and capital decay. The College has already lost a large number of employees to budgetary cuts and is experiencing ongoing operational strain to maintain services.

Northern Wyoming Community College District –

• The majority of the costs of our college district fund the salary and benefits of our personnel. Therefore, it is here that we look to reduce expenses when faced with a multimillion-dollar loss of revenue due to COVID-19 and the 10% reduction in state funding. Personnel resources are key to building and maintaining a vibrant, accredited, exceptional institution of higher education. Ideally, institutions hire and retain fulltime, credentialed faculty with terminal degrees in their fields to provide expert content knowledge; or, they hire those working toward these standards of excellence. To support faculty in their pursuits ultimately benefits our students and our workforce. However, our financial obligations are not only academic in nature. Of paramount importance are the health, safety, and wellbeing of our students. We have amplified our cleaning efforts to do what we can to mitigate the threat of coronavirus on our campuses. Additionally, we are obligated to address the ever-changing world of data security, predictive analytics, and keeping up with software needs. Federal regulations also require the utmost compliance with the Cleary Act, Title IX, and other federal regulations (Title IV, Title V, etc.). These priorities co-exist, yet they compete for our resources. • To address budget reductions, the NWCCD Board declared financial exigency in June 2020. Upon approval of the fiscal year 2021 budget on July 1, 2020, the Board approved a reduction in force of 16 positions. 4 positions were eligible for the Early Retirement Incentive Program. 12 positions were eligible for a severance package. • The 16 positions eliminated, by category:

o 11 professional, non-faculty (9 athletics, 1 police chief, 1 AgriPark) o 3 staff (2 police officers, 1 Sheridan College in Johnson County coordinator) o 2 faculty (culinary/hospitality) • The 16 positions eliminated, by campus location: • 10 positions at Sheridan College • 5 positions at Gillette College • 1 position at Sheridan College in Johnson County • On August 11, 2020, the board approved early retirement for an additional 22 positions. These employees will be retiring between 8-11-2020 and 12-31-2021. Current estimates are that no more than 40% of these positions will be refilled upon the retirements. o Currently, we estimate that an additional 6 faculty members will depart the district at the end of the academic year in May 2021. It is likely that we will not rehire these positions as fulltime, tenure-track faculty. NWCCD eliminated seven open positions through an administrative reorganization and assigning new responsibilities to existing staff. Further trimming of our budget involved the loss of our motor pool and the sale of our vehicles used for traveling the 100 or so miles between campuses and for professional development opportunities. • Taken together, and depending on the number of positions we rehire vacated due to retirement, we feel a conservative estimate of the number of full time positions we are eliminating to be approximately 40 or about 14% of our fulltime workforce. • Operational and structural impacts are the elimination of the following: o All NJCAA athletic programs o General funded scholarships for rodeo athletes o Reduction of rodeo coaches’ general funded salary by 50% o Culinary Arts degree and certificate programs o Hospitality Management degree and certificate programs o District police departments, squad cars, and police-managed-secure storage of firearms. Loss of first responder expertise on campus that may slow response time in an emergency. Loss of first responder knowledge of our campuses (culture, students, buildings, and personnel). o Loss of access to the AgriPark in Sheridan. Community members have lost access to an indoor arena to practice rodeo, ride, and host events. o We have lost support positions that help us maintain grounds and facilities. • We have consolidated three AVP positions and one VP position in the district. This appears to be an efficiency in terms of reducing costs, but the workload is not sustainable.

Western Wyoming Community College –

• The Step 2 reductions resulted in a 9% reduction in operating expenses, hiring delays, elimination of budgeted funds for compensation adjustments, elimination of 10 positions, and a reduction in employee benefits. The proposed Step 3 reduction of an additional 10%, coupled with declining local mill revenue, will result in a $3.7M revenue reduction

for Western. This forces additional position eliminations, further reductions to employee benefits, and further delays much needed compensation adjustments.

Wyoming Public TV – Added as an attachment

Wyoming Community College Commission –

• The Step 2 reductions eliminated funding for the Wyoming Works Program. By our estimation, the funding received during the 2019 Supplemental Session will provide adequate funding for student grants through FYs 2021 and 2022. There is an impact to the programmatic funding side of the appropriation, all of the funding provided in 2019 was expended on college projects, however there is no funding now available to provide that opportunity currently. In Step 3, the commission eliminated one position, that of a public information/public relations professional. This position is not attached to any one specific program and the workload still continues to exist. All of that will fall on the shoulders of existing staff.

Q2b. How will be budget reductions affect service provision and delivery?

Casper College –

• Reduction of services provided by facilities - custodial, grounds,

• The reorganization of academic affairs and reduction of department chairs and non- instructional may not allow the college to continue the same level of services to students and programs. For example, faculty involvement with specialized programs such as art curating or festivals that have historically fostered engagement between academic programming and community involvement. • Increased class size with fewer sections offered to students; potential for increasing time to graduation and increased cost to students • Push more to self-service • Reduce hours of operation • Slower response times when providing information • Missed opportunities for utilization and optimization of grants • Potential for reduction of services in the IT area caused by increasing costs of licensing for software applications. Many IT applications are moving to a subscription service in annual increases factored into their services. These costs have become much more fixed, and in many cases, there is little competition, i.e. ADOBE.

Central Wyoming College –

• The budget has already impacted certain areas as stated above in that we have less staff to accomplish the work vacated by the reductions. Giving staff more work has caused morale issues as they don’t have time to accomplish all of their regular work duties in

addition to the duties that have been dispersed to them. We are concerned for the overall health and well-being of our current staff as we operate at these levels.

Eastern Wyoming College –

• The reduction in instructors affects the types of classes and numbers of classes that EWC can offer. It puts more strain on teachers who have to step up with increased numbers to advise and more students to teach.

• These changes also affect the amount of support EWC can provide for those students who struggle. This may include tutoring, counseling, events and activities.

• The reductions in the expense budgets will limit travel.

Laramie County Community College – Added as an attachment

Northwest College –

• A reduction in staff will reduce the # of courses offered at Northwest College. These reductions will be both in the number of sections of a course offered and the sheer number of course offerings. In addition, support services provided to students will be reduced or eliminate which includes reduced service hours and ability to support student needs. At this point in our reductions, elimination of academic offerings will result in lost enrollment and further lost revenue. Students will either elect not to attend College or attend other schools with programs we once offered. Place bound students will elect not to enroll in programs if options are not locally available, especially for hands on instruction. Loss of funding will reduce deliver of instruction options as technology ages out and no funds are available to replace academic equipment or instructional equipment.

Northern Wyoming Community College District –

• The most alarming effect of reducing revenue for the Community Colleges in Wyoming is the overall reduction in our ability to fulfill our obligations to the State of Wyoming. We exist, in part, to train the workforce for jobs. Employers need us to be responsive to their rapidly changing markets, and the citizens of Wyoming need us to make education accessible. • The current cuts were deep. If we are forced to make further reductions, the decisions will be very painful and definitely impact our ability to serve students.

Western Wyoming Community College –

• As a result of these budget reductions Western will consolidate or put on hiatus a total of 29 academic programs. Step 3 reductions will further impact our ability to effectively recruit students including workforce development and community education; these cuts will also affect our ability to effectively maintain our facilities. Additionally, the

proposed Step 3 reduction of 10% will force us to consider cutting additional programs like athletics and child care services for our students.

Wyoming Public TV – Added as an attachment

Wyoming Community College Commission –

• Elimination of the position from commission staff has an impact on our ability to convey information to all of Wyoming’s citizens and staff at each of the colleges and UW regarding initiatives being undertaken, such as workforce development, webpage development and maintenance, and marketing of the SLEDS project and its capabilities.

Q2c. What are the impacts by major population group, e.g., geography, occupation, age, etc., including populations disproportionately impacted by the reductions?

Casper College –

• community education -reduced community education opportunities and a severe cutback to a majority of community service and outreach projects based on campus • reduction of program activities such as theater productions, concerts, • reduction of facilities available to external groups • reduction of waivers or cost reduction incentives to certain groups, such as the Golden Age Scholarship

Central Wyoming College –

• As you know, CWC serves Teton, Hot Springs, and Fremont counties. The Wind River Indian Reservation, home to the Eastern Shoshone & Northern Arapaho Tribes depend heavily on CWC for their educational endeavors, which also includes a lot of professional and technical courses and certificates. These structural reductions will only decrease the amount of attention and resources we can offer to the respective tribes. Within Teton County, a large number of our foundational courses open doors to a college future, including focused support for those with English as a second language. Again, reduced funding only negatively impacts this population as well.

Eastern Wyoming College –

• Recruiters are travelling some, but due to COVID restrictions and limited funds, EWEC is utilizing Zoom for recruiting purposes. Zoom recruiting may limit the number of students EWC is able to recruit.

Laramie County Community College – Added as an attachment

Northwest College –

• All populations will be impacted by these reductions. These reductions will impact any individual looking to advance their education, professional development or personal enrichment due to a reduction in the number of course offerings. In addition, there will be a reduction in services offered to the community as a whole. Career and technical offerings and economic development support will be severely limited. Graduation rates will suffer as student services are eliminated and completors decline.

Northern Wyoming Community College District –

• Before the most recent budget cut, our strategic direction included a focus on better serving the non-traditional/adult student, including outreach in areas like Buffalo and Ranchester. This included expanding our Career and Technical Education offerings for adult and other non-traditional learners, like our very successful weekend welding program and expanding our health sciences offerings. Workers in these programs continue to be in high demand. Further budget cuts will definitely hamper our ability to serve this traditionally under-served population and the needs of our state.

Western Wyoming Community College –

• The effects of these cuts are equally distributed among the various population groups we serve. No population group is disproportionately impacted.

Wyoming Public TV – Added as an attachment

Wyoming Community College Commission –

• A reduction of funding in the Wyoming Investment in Nursing student loan program will impact students that have an identifiable financial need, those typically from first generation college going families and those from other low income demographics, including minorities populations.

Q2d. What statutory program requirements hinder the agency in meeting its priorities and obligations to Wyoming citizens in an efficient manner?

Casper College –

• contractual obligation to provide certain programs, i.e. JATC • contractual obligation(s) to provide matching etc, for certain grants • obligation to meet Title IX training, etc. • as tuition pricing increases; commensurate adjustments must be made to scholarship costs / or revenue sources • as room and board pricing increases commensurate adjustments must be made to scholarship costs / or revenue sources

Central Wyoming College –

• None, generally speaking. One statutory requirement that could be amended is the approval the Legislature needs to give to purchase property or land greater than $1.5 million regardless of the source of funding. This restrains the colleges from accepting land as a gift as well.

Eastern Wyoming College –

• EWC feels strongly about providing services to our students whether or not funding is limited. We will do whatever our students need to meet their program requirements.

Laramie County Community College – Added as an attachment

Northwest College -

• The college is hindered and helped by multiple statutory program requirements.

• Retirement Rates- When the state approves increases to Wyoming Retirement the college must pick up these increases whether or not the college can afford these increases. At times, the increase could make the difference between providing a small cost of living increase to its employees or affording the increase in the retirement rates. Luckily, the State of Wyoming has been able to assist the college with these increases but it falls on the backs of its employees to pay the increase in the employee contribution. In addition, the rules of Wyoming Retirement System are set up in a manner where it is hard to hire a temporary or part time worker.

• Health Insurance- Based on the rules of the health insurance program, the college is unable to hire employees to perform temporary work without providing the temp worker benefits. This hinders the college from being able to hire summer workers who are not students or hire an individual to complete a specific task for the college without providing the individual with health insurance along with retirement.

• Mill Levy- Northwest College is hindered by the fact as community college district we provide services to multiple counties but only one county current pays property tax. In addition, as the valuation on the extraction industry continues to decrease, the local residential and commercial property valuation increases can not offset the decrease from the extraction industry.

• State Funding and Tuition Revenue- Much work has been done to create formulas and processes for State Funding allocations. HB80 was written at a time when enrollments had increased for decades but that model is no longer valid. A funding formula that still utilizes enrollment levels of past periods is reactive and not proactive. On going adjustments to the funding formula simply reallocate an ever shrinking pool but does not promote economic growth or development for the State or our regions.

Northern Wyoming Community College District –

• The current funding formula, and specifically HB80, allocate dollars to a college based largely on enrollment and success metrics for credit courses. There are other mission- critical services offered by our colleges which generate little to no revenue. Examples would include programs created to help individuals earn their high school equivalency, all non-credit industry trainings, and many cultural activities and programs. In addition, there is no mechanism to help a college to start-up a high-demand new academic program.

• Thanks to changes in statute in recent years, colleges are allowed to keep 15% of their operating budget in reserves. It would be more fiscally sound to increase this to 25%.

• Efforts to expand Hathaway and/or create opportunities for adult learners to access grant dollars for college would help the colleges and the citizens of Wyoming.

• Currently, the process used by the WCCC to approve new degree and certificate programs is very efficient and effective. It pays the proper attention to both need and rigor. We would not want to see this process changed. It needs to continue to be flexible, adaptable, and responsive to industry and community needs.

Western Wyoming Community College –

• The Wyoming Investment in Nursing program is what allows Western to have such an expansive Nursing program, any reductions to this program would seriously hinder our ability to train Nurses to enter the workforce. Additionally, clarification would be appreciated regarding statute 21-20-201 specifically who is responsible for funding dual credit courses. Payment arrangements exist only for concurrently enrolled students.

Wyoming Public TV – Added as an attachment

Wyoming Community College Commission –

• A reduction in the funding for the Overseas Combat Veterans tuition assistance will not be impacted by the step 3 reductions, however, a reduction is the Wyoming Investment in Nursing student loan program will result in no or very little funding left to allow for loans to a new student cohort beginning in the Spring of 2021 and no student loans for students starting in Fall 2021. The reduction in Adult Education will have a direct impact on funding granted to the programs located at each of the colleges and the program located at Uinta BOCES #1.

MEMORANDUM

To: Laramie County Community College Board of Trustees From: Dr. Joe Schaffer, President CC: President’s Cabinet Date: November 4, 2020 Subject: Budget Reduction Recommendations

Like all State entities, Wyoming’s community colleges are faced with a significant withdrawal of State funding in the current biennium. At the direction of Governor Mark Gordon and further clarified by the Wyoming Community College Commission (WCCC), LCCC is required to address a 10 percent cut in our State aid appropriation. Because of the mechanics of the WCCC’s funding model, LCCC’s portion of this reduction is actually greater than this percentage. Compounding matters more, we are also faced with sharing the cost of health insurance premium increases and funding deficits, trends in the recapture/redistribution element of the WCCC’s funding model that are pulling State funding away from the College, and sustained COVID-19 financial impacts.

In July, you directed me to prepare a series of recommendations for how LCCC will meet these funding reductions to present a balanced budget for FY22, thus necessitating cuts to our operating budget. Through aggressive, but creative approaches, we were able to balance the current fiscal year’s (FY21) budget with the use of one-time funds. This has provided us the precious time to make these recommendations, these cuts, in a strategic fashion.

The goal you set for me at your July meeting was to develop a primary slate of recommendations that would cut $2.8 million from next year’s budget (FY22) and contingency cuts in the amount of $750,000. This equated to a total target of $3.5 million. Unfortunately, over the past few months, we have developed a better understanding of our actual budget impacts, and $3.5 million simply will not cover our anticipated deficits in funding. Table 1 provides an overview of this analysis.

Table 1. Anticipated FY22 Revenue Deficit

Description Amount Cut to the State Aid Block Grant $2,650,934 Cut to State Health Insurance Funding $550,279 Phase 1 of Phase 3 Compensation Plan $656,000 Estimated Tuition Increase from WCCC Action ($360,000) Anticipated Health Insurance Premium Increases (LCCC’s Share) $455,000 Recapture/Redistribution Loss of Revenue to LCCC $150,000 Total Deficit Anticipated $4,102,213

Given the additional budget impacts since July, I am recommending reductions in the amount of $4,083,876. We have conducted comprehensive analyses of the functions, programs, expenditures, etc. to identify a slate of recommendations that will reach this target.

Please note, the analysis of our current funding deficit EXCLUDES any consideration of additional reductions by the Governor/Legislature. The cuts associated with this proposal originated from the Governor’s Step 2 budget reductions. More recently we learned the Governor is considering another five percent cut as part of his Step 3 reductions to be included in his supplemental budget. I must be clear, that while our proposed reductions in this plan have been made with surgical precision to minimize structural impacts to LCCC, further reductions may necessitate far more drastic changes to what we do and provide.

The following principles have guided our exploration, deliberations, and ultimately the recommendations included within this memorandum:

1. Stakeholders First perspective demonstrated through a process centered on preserving the ability to best meet the current and anticipated needs of our students, communities, and state. 2. Disciplined Decision Making that is evidence-based and approached with courage and resolve. 3. Balancing Expediency with Inclusivity striving for transparency, inclusiveness, and the opportunity to be heard while recognizing the limited time available to act. 4. Confidentiality in the process that preserves the dignity and respects individuals who are/may be impacted adversely by the decisions made. 5. Everything is on the Table with regard to the objective, a comprehensive analysis of areas to be considered for potential reductions. 6. Strategic Focus that examines a long-range vision for the College, including future innovations, investments and needs for resource allocation.

I want to draw a specific focus to the last principle. It should be evident that, even given the current fiscal realities of Wyoming, we must still prepare to invest in our future. We know the community, state, and region will need us to provide new programs and services, and our own future will be dependent on our ability to do so. Those investments will most likely have to come through internal reallocation of existing resources and not likely new funding. That means we will still have to stop doing some things we are currently doing, so we can start doing new things.

Over the course of our research, examination, and deliberations, we identified many programs and services at LCCC that are not as relevant to current and future needs, are not performing at the levels necessary to retain them, or do not represent areas where LCCC has a strategic advantage. Although these have not been included in the proposal for budget reductions, I want to be clear that we do anticipate further actions to reduce these programs or services, so we can invest in new ones. In short, just because you do not see something in this proposal, you should not assume that they will continue to be a part of LCCC’s future offerings. We simply had to preserve some capacity, and give us more time to examine and decide what other areas could be reduced, so those resources could be reallocated to areas of strategic importance for the future of College.

Onto the proposed reductions. Using feedback from the campus community, comparative data with peer institutions, our program analysis system, as well as additional supplemental data and evidence, the President’s Cabinet has formulated the following recommendations. A summary of these recommendations, budget savings, and impacts to personnel is included in Table 2 below. More thorough descriptions of each recommendation follow.

Table 2. Budget Reduction Recommendations

Proposed Reduction Net Savings 1. Reduce Operating Budgets $300,000 2. Reduce Expenditures on Athletics $162,500 3. Reduce Adjunct Faculty Budget at the Cheyenne Campus $300,000 4. Reduce Adjunct Faculty Budget at the ACC $30,000 5. Eliminate Short-Term Disability Benefit $80,876 6. Eliminate Long-Term Disability Benefit $302,761 7. Increase Employee Share of Retirement Contribution $248,171 8. Savings from Retirement Incentive Program $119,992 9. Move to 60/40 Split for AVP of Institutional Advancement $28,735 10. Move Technical Skill Training Specialist to Auxiliary Fund $102,067 11. Move Life Enrichment Administrative Assistant to Auxiliary Fund $61,181 12. Move 50% ACC Student Success Coordinator to Grant Funds $41,559 13. Close FE Warren Air Force Base Outreach Site $226,084 14. Close Eastern Laramie County Outreach Site $100,526 15. Eliminate Vacant Institutional Projects Coordinator Position $70,987 16. Reorganize and Reduce 1 FTE in Public Relations $119,612 17. Reduce 1 FTE in Career Services $75,616 18. Merge Admissions and Advising, Reduce 2 FTE $186,703 19. Eliminate Vacant Operations Specialist at the ACC $52,238 20. Move 1 FTE Hub Specialist to Part-Time $34,696 21. Reorganize and Reduce 1 FTE in Accounting Services $62,830 22. Reduce 2 FTE Campus Safety, Move Safety Under Risk Management $176,095 23. Children’s Discovery Center Reconfiguration $213,676 24. Centralize Administrative Support in Administration Building, RIF 1 FTE $114,780 25. Reduce 1 FTE in Institutional Research $85,458 26. Reconfigure Human Resources and RIF 1 FTE $95,036 27. Reduce 2 FTE in Library (1 Technician and 1 Librarian) $154,414 28.a Eliminate 1 FTE Accounting/Business Faculty at ACC $105,084 28.b Convert 1 FTE Vocal Music Faculty to 2 Part-Time $40,349 28.c Reduce 1 FTE Spanish Faculty $102,487 28.d Eliminate the 1 FTE Anthropology Faculty $74,673 28.e Reduce 1 FTE Art Faculty $74,673 28.f Reduce 1 FTE in Mass Media/Multimedia $54,569 28.g Reduce 1 FTE Equine Faculty $85,048 Total $4,083,476

I have organized my recommendations in six broad areas. These include:

1. Permanent Reductions in Operating Expenditures 2. Permanent Reductions in Part-Time Staffing 3. Non-RIF Personnel Actions 4. Shifting Expenditures/Personnel from Current to Other Funds 5. Reducing/Eliminating Non-Academic Functions 6. Reducing/Eliminating Academic Programs and/or Disciplines

These recommendations, should they be accepted, impact not only LCCC’s services, programs, and functions, but also some exceptional individuals. Although we focused on evidence, using objectivity to arrive at these recommendations, we cannot ignore the fact that they will have impacts on people who have given much to LCCC, have been exceptional colleagues, and in many cases, our friends. I know you are committed to your role as a governing board and therefore focused on the former items, but I also know you and many across the campus community want to know how these recommendations impact our employees. Table 3. provides this analysis.

Table 3. Reductions in Force by Classification

All Positions Occupied Classification Total Positions % Reduction % Reduction RIF’d Positions RIF’d Administrator 20 0 0.0% 0 0.0% Managerial 51 5 9.8% 2 3.9% Professional 76 12 15.8% 6 7.9% Faculty 132 8 6.1% 5 3.8% Classified 104 8 7.7% 4 3.8% Totals 383 33 8.6% 17 4.4%

To address the reductions in positions, and where necessary, employees, LCCC will be using Board Policy 6.9 Reduction in Force Policy and Administrative Procedure 6.9P Reduction in Force Procedure. Per those documents, a Reduction-in-Force (RIF) is the elimination of existing employment positions due to the lack of, or limited need for, a curriculum, program and/or service; the reallocation of funds by the Board of Trustees; or the Board of Trustees declaring a financial emergency caused by the withdrawal of current funding by the State Legislature, the Governor, or the Community College Commission.

Throughout this process LCCC has carefully reviewed the positions impacted by these decisions and have also worked to provide support for the employees currently serving in these positions. We have identified three categories of positions that will be impacted by the recommended RIFs:

1. Vacant: Positions that are currently vacant and will be eliminated immediately. 2. Vacant after Retirement: Positions that will be vacated as a result of LCCC employees’ retirement in this fiscal year. These positions may have variable end dates to correspond with the retirement actions of the employee. 3. Occupied: Positions currently occupied that have been identified for elimination and will result in an involuntary separation of an employee. In most cases, these positions will have an end date of December 31, 2020, although some later dates may be required by the College.

We have strategically chosen the end dates for those positions that are occupied and will result in an involuntary separation from LCCC (category #3 above). Most of these will conclude on December 31, 2020. Because these positions are budgeted through the end of the fiscal year, we are able to utilize that budget to provide financial assistance in the form of four-month’s equivalent of the employee’s salary as part of a separation package. This allows for financial stability while the impacted employees prepare and search for their next career move.

In a few cases, the College will require some impacted employees to work beyond December 31, 2020, because of institutional needs/obligations. While these positions are afforded employment for a longer duration in this fiscal year, we feel it is important to provide them some financial assistance as well when they separate from the College. They will be provided two-month’s equivalent of their salary as part of their separation package.

Finally, also for clarification, the savings identified for each of the recommended reductions below are approximate, although we have done our best to accurately capture the exact reduction. They may include a broad mixture of budgeted salaries, expenditures associated with their operations, health insurance premium costs borne by the College, and other benefits.

Permanent Reductions in Operating Expenditures

1. Reduce All Operating Budgets, Excluding Athletics - $300,000 We have been substantially reducing our operating budgets for the past few years. This has me worried about going much further. However, our analysis of historical spending suggests we have some capacity to reduce our operating budgets a bit more, especially if we manage our significant travel budgets going into the future. This item does not include Athletics (see below).

2. Reduce Athletics Operations and Scholarships - $162,500 Athletics has been directed to take a direct, substantial reduction in their operating expenditures. This item includes a $100,000 reduction in athletic scholarships with the remainder reduction in athletic operations. This reduction will have a significant impact on our ability to recruit student athletes into the future.

Permanent Reductions in Part-Time Staffing

3. Reduce Adjunct Faculty Budget (Cheyenne) - $300,000 Three primary expenditures fall into our budget for adjunct faculty. These include the actual hiring of part-time faculty (adjunct), overload payments paid to full-time faculty who teach additional credits above their load, and release time credits that would push a full-time faculty into an overload situation by adding other, non-instructional duties. This line has been historically over-budgeted and under spent (in fact, we were able to capture an unused $250,000 last spring from this line to help us with the impacts of COVID-19). We believe these expenditures can be reduced to align with actual needs followed by a more purposeful and judicious review of assigned overload and release time credits, both of which will help us hit this mark.

4. Reduce Adjunct Faculty Budget (ACC) - $30,000 Similar to the item above, we believe there is capacity at the ACC to reduce the adjunct faculty expenditure line, although the capacity there may be more a reflection of enrollment declines and greater load assignments going to full-time faculty.

Non-Reduction in Force (RIF) Personnel Actions

5. Eliminate the College-Funded, Short-Term Disability Insurance - $80,876 LCCC added a short-term disability benefit for all employees in 2015. At that time, our sick leave bank program had numerous challenges, and we felt this benefit was a better way to address coverage for those short durations. Since then, we have implemented a much-improved sick leave donation program. As a result, this short-term disability benefit has not been used except in a few rare occasions. LCCC employees are also still able to select short-term disability coverage through the State.

6. Eliminate the College-Funded, Long-Term Disability Insurance - $302,761 The State provides a long-term disability option through The Standard that employees can, and some do, currently elect. LCCC provides another long-term disability insurance option through the exact same company. This is a duplicate benefit offering. However, the option provided by the College requires the employees to pay far less than if they elect the coverage with the State. More than half of our employee base actually elects this benefit through LCCC. The ability to elect coverage from the same company through the State, plus its moderate utilization by employees, make the cost of this benefit far too great to continue and carry on the Current Fund.

7. Increase the Employee’s Share of Retirement Contribution - $248,171 In Wyoming we are blessed with generous retirement options. This includes both employer contributions to our retirement, as well as employee contributions. Currently, per State statute, the employer is required to contribute 9.12% of an employee’s salary towards their retirement. Employees are required to contribute 9%. LCCC has historically covered a significant share of the employee’s contribution as well. In comparison to the other community colleges, LCCC’s current employee contribution percent is below the average.

Given the current financial environment, increasing the proportion of the employee share is a way to provide substantial relief to the Current Fund. This proposal moves the employee share from 2.55% to 3.75%, still well below the statutory amount of 9%. Please note, this increase will reduce the amount of “take home” pay in an employee’s paycheck; however that reduction is going directly into their retirement savings.

8. Savings from the Retirement Incentive Offering - $119,992 Through the offering of unique retirement incentive programs to eligible employees at LCCC, we have had numerous retirements announced and accepted. Some of these will result in vacant positions we will eliminate. Others are positions we must refill; however refilling them and hiring the new employees at the 25th percentile of their salary range will provide a substantial savings to the College.

Shifting Expenditures/Personnel from Current to Other Funds

9. Increase the Cost Share of the AVP of Institutional Advancement with the LCCC Foundation - $28,735 The position of Associate Vice President of Institutional Advancement is a shared one between LCCC and the LCCC Foundation. This is spelled out in the operating agreement between the College and the Foundation. The current agreement splits the cost of that position 80% paid by the College and 20% paid by the Foundation. This does not necessarily reflect the actual distribution of the time for the position. This proposal moves the cost sharing from 80/20 to 60/40, thus reducing the amount LCCC pays for the position by 20%.

10. Move Specialist, Technical Skill Training to Auxiliary Fund(s) - $102,067 This position in Outreach and Workforce Development is primarily utilized to deliver courses associated with customized trainings for businesses, non-credit technical skills courses for the community, and other non-credit offerings. These offerings generate revenue to the Auxiliary Fund(s). Similar to other auxiliary areas, it is common practice in higher education for these positions to be funded by a cost recovery model, where the revenue generated from their offerings should be sufficient to cover all the costs of providing those offerings, including the salaries and benefits of the positions that are directly providing them. The College’s ability to carry this and other auxiliary expenditures on the Current Fund has been fortunate. Unfortunately, with the current fiscal environment, we have to move to more common practices for how these areas are funded.

11. Move 1 FTE Administrative Assistant to Auxiliary Fund in Outreach & Workforce Development - $61,181 Similar to recommendation #10 above, this recommendation is to move the administrative assistant position in Life Enrichment, another auxiliary area, off of the current fund and to be funded by revenues that area generates through its non-credit offerings. However, there are other administrative support positions within Outreach and Workforce Development currently. An in-depth analysis of programming in Outreach may reveal opportunities to mitigate this recommendation through a consolidation effort to share admin support. We recommend that the Dean collaborate with the VPAA to identify all options in this regard.

12. Move the Coordinator of Student Success at the ACC to 50% Grant Funds - $41,559 LCCC’s adult basic education and related programs/services are funded in large part by federal grant funds that flow through the WCCC. We have historically funded a large portion of these offerings through current funds, typically in amounts that far exceed the matching requirements for the grants. As a means of reducing the Current Fund, this recommendation would place a larger share of this position’s salary and benefits onto the grant funds. Note, to remain in compliance with the grant, this move may necessitate changes in the duties of this position, from an administrative role to one that would provide more direct services.

Reducing/Eliminating Non-Academic Functions

13. Close F.E. Warren Air Force Base Outreach Site - $226,084 As you know, this decision has already been made and acted upon. This action resulted in the elimination of two FTE, including one administrative assistant and the outreach site manager. The closure of the site at FE WAFB is difficult because of its history. However, the low utilization, and the increasing ability/desire for that population to access programs, courses, and services on the main Cheyenne campus make it difficult to justify keeping it open.

14. Close the Eastern Laramie County (ELC) Outreach Center - $100,526 Similar to recommendation #13 above, the low utilization and activity at our outreach center in Pine Bluffs makes it difficult to justify keeping it open. Although there is still great opportunity and need to serve the eastern part of our county, most of that resides within the programs and services offered to the high-school populations. We are able to sustain that through existing personnel and services offered from the Cheyenne campus. In addition, we are still able to provide non-credit activities to the community, but again, coordinated by existing personnel on the Cheyenne campus.

Because we have historically carried the expense of the ELC outreach site on the One Mill Fund, this action does not directly provide the ability to reduce the Current Fund. To get this reduction, we will move the Risk Management function from the Current Fund and place those expenditures on the One Mill Fund.

15. Eliminate the Vacant Institutional Projects Coordinator - $70,987 The use of project managers/coordinators was essential to our success in our Guided Pathways work. This position served as one of our three project coordinators for our Must Have teams associated with Guided Pathways. It is vacant now, and because of some reconfiguration and the establishment of a Project Management Office, we believe it can be eliminated. This moves us away from an investment we made in continuous quality improvement and will require us to try and build project management expertise across existing positions.

16. Reorganize and Reduce 1 FTE in Public Relations/Marketing - $119,612 This recommendation, as with a few others in this plan, start with the belief that we can more effectively and efficiently function in a departmental area by accessing capacity, removing duplicate effort, shifting functional responsibilities, and refocusing on areas of strategic importance for LCCC. The goal in this case, and in other recommendations in this plan, is to reduce the number of employee FTEs, while positioning the unit to still function with efficacy and focusing on areas of greatest need. Our peer analysis suggests we have capacity to do this in PR/Marketing, as LCCC has substantially more FTE in the area of PR/Marketing than other colleges (i.e., we have 8 FTE as compared to a peer average of 4 FTE).

In this case, the goal is to reduce 1 FTE in the functional area by taking three positions and reconfiguring them into two. More specifically, this would combine design and visual media work, remove duplicate effort by assigning institutional PR responsibilities (e.g., serving as the Public Information Officer) to the AVP of Institutional Advancement, and placing a focus specifically on aspects of marketing where we need to prioritize (e.g., market research, pairing product to consumer bases, developing comprehensive marketing plans for LCCC, etc.).

17. Eliminate Employer Relations Position in Career Services - $75,616 Career exploration and connections with area businesses/employers is an important principle in the Guided Pathways model. Much of this work has been embedded into our new admissions and advising processes, our Strategies 1000 course, and in the work of the seven Pathway Coordinator faculty. Again, I worry this may be a shift away from investments we have made towards a strategic end. However, our peer comparator data would suggest we have capacity to reduce some here, especially with the other positions supporting the employer/business connections.

18. Merge Admissions and Advising and Reduce 2 FTE in Advising - $186,703 Similar to recommendation #16 above, the goal here is to reduce employee FTEs through reconfiguration and eliminating what may be excess capacity. In this instance, our comparison data strongly suggests we have more staff per students in advising than any of our peer institutions (using National Community College Benchmark Project, IPEDS, and Wyoming comparative data). Our advisor caseloads have capacity to increase. Finally, we recognize the opportunity to provide a more seamless experience for our students from the entry to advising processes. This recommendation would merge the Admissions and Advising (including Career Services) departments under one director position, while reducing one advisor position after minor reconfiguration.

19. Eliminate the Operation Specialists Position at the Albany County Campus - $52,238 One of our challenges with the ACC is reconciling the opportunity for reductions based on current needs/utilization, while also preserving some capacity for reallocation/reorganization as we shape the future direction of the campus. This generalist operations position, currently vacant, allows us to reduce 1 FTE by shifting some of its responsibilities to other positions without structurally impacting the ability for the ACC to operate and also position for the future.

20. Convert 1 FTE Hub Specialist to Part-Time - $34,696 The Hub in the Pathfinder Building serves as a one-stop, first-stop for our stakeholders, primarily students. Now that we have a few years of its operations for analysis, in combination with new technologies we have implemented, we better understand the substantial variation in the work demands for this area and the HUB specialists needed to staff it. This proposal would convert a vacated full-time Hub Specialist to a non-benefitted, part-time position that would be utilized at various levels depending on the demands on the Hub at any given time.

21. Reorganize and Reduce 1 FTE in Accounting Services - $62,830 This is another area where we are taking a similar strategy to recommendation #16 and #18 described above. This recommendation is to take three similar, but slightly different positions, and reconfigure them into two new positions, thereby allowing for the reduction of 1 FTE. Two of these three positions will be vacated by retirements, as a result of the Retirement Incentive Offering. This recommendation will also require some changes in the College’s processes for accounts payable, as well as relying on new technologies. Peer analysis of our Accounting Services area also supports the capacity to reduce 1 FTE in this area.

22. Reduce 2 FTE in Campus Safety and Move Under Risk Management - $176,095 Many elements within this plan have been strategically chosen to reduce the amount of mid- level management and professional staffing at LCCC. This strategy, however, necessitates the shift of these responsibilities and functions under other managerial or administrative positions. This recommendation is a clear example of this.

This recommendation would functionally shift the Campus Safety Department under the Director of Risk Management. Both the Director of Campus Safety, as well as the Assistant Director position, will become vacant this fiscal year, as a result of the Retirement Incentive Offering. Through the reassignment, and some minor reorganization in Campus Safety, this would allow for a reduction of 2 employee FTE’s.

23. Reconfigure and Alter Programming in the Children’s Discover Center (CDC) - $213,676 The CDC has been part of the LCCC campus community for decades. It has, and continues to fill a role for the provision of early childhood education in Laramie County. It has had the bragging rights of being the only National Association for the Education of Young Children (NAEYC) accredited facility in Laramie County. It has provided practical learning environments for LCCC programs and students and has also been preparing students for Kindergarten, arguably better than any other preschool setting in the region.

Unfortunately, the increasing costs to maintain the CDC, its accreditation, and its comprehensive programming for all ages, have placed a growing burden on the College’s General Fund. Even with the existing subsidy by LCCC, the current environment is pushing for drastic increases to its tuition rates for families. This proposal will reconfigure the offerings of the CDC with a focus on expanding pre-K programming for children ages 2.5-5 years, while eliminating classrooms and educational programming for infants and toddlers. This change would begin June 1, 2021.

We believe this move will help expand much-needed capacity for true pre-school, early childhood education in Laramie County. Those classrooms also have a more favorable ratio of students to teachers, thus making them more economically viable as an auxiliary service where revenues can cover the CDC’s expenditures. This would allow us to remove all Current Fund subsidy, but does come with substantial changes to the personnel and configuration of the CDC. It also places an even bigger gap in the community for adequate and ample opportunities for childcare and early childhood education for infants and toddlers.

24. Centralize Administrative Support and Reduce 1 FTE in the Administration Building - $114,780 One of our guiding principles is that all things must be on the table when considering budget reductions. This means examining all areas, including the President’s Office. With opportunities presented by announced retirements, we believe that the President’s Office and other administrative areas in the Administration Building can move to a centralized model for the provision of administrative support, and reduce at least 1 FTE in the executive/administrative assistants. This move may also require the use of additional part-time personnel, and so we will preserve some room in the budgets for this should it be needed.

25. Reduce 1 FTE in Institutional Research - $85,458 We have made a purposeful investment to expand our institutional research capacity, and to better inform continuous improvement towards improved services and student outcomes. Thus, this reduction, while likely necessary and opportune because of an existing vacancy in the IR department, is one that will move LCCC away from strengthening our ability to further develop a culture of evidence and support the growing demands for research-backed decision making. I would look for this to be one of the areas in which we will reinvest when/if our financial picture improves.

26. Reconfigure Human Resources and RIF 1 FTE - $95,036 Similar to other recommendations, this one would reconfigure Human Resources to allow for the reduction of 1 FTE in an HR Specialist, while also creating the capacity for an HR Generalist position to meet the diverse, and varying needs of the campus. Our peer analysis suggests we have just slightly more employee FTE’s than our comparison institutions, and therefore there is perhaps room to reduce staffing levels. However, like other areas in this document, we have made a purposeful investment in HR to build a strong culture and a world-class workforce at LCCC. This will likely take us a step backward, although the current fiscal situation requires it.

Reducing/Eliminating Academic Programs and/or Disciplines

27. Reduce 2 FTE in the Ludden Library - $154,414 LCCC has been blessed to have substantial library resources, as well as an exceptional library facility. This has allowed us to function with higher levels of exceptional staffing and resources. However, our peer analysis data suggests that LCCC has more Librarian and Library Technician employee FTEs than other colleges. This proposal would reduce one Librarian position and one Library Technician position on the Cheyenne campus and necessitate some realignment or reassignment of duties across other positions. It may also require the use of additional part- time staff (as a result, we are not recommending reductions in part-time and student staffing budgets in this area). A Librarian and Library Technician position will become vacant before the end of the fiscal year as a result of the Retirement Incentive Offering, and these two positions will be eliminated at that time.

28. Reductions to Faculty Positions This recommendation includes the reduction of various faculty positions. The majority of these pertain to areas where there are historical challenges with having enough courses with enough enrollments in the position’s subject/discipline area to meet the teaching load requirements. In addition, with many of these, there are low numbers of majors in a chosen program that the position supports and challenges with other programmatic outcomes. In short, we believe these positions can be reduced with limited impact to current students, with limited disruption to the College’s academic structure and programmatic offerings, and will resolve some historical challenges with workload assignments.

Please note, within this document we are not recommending the closure of any program. However, as noted earlier in this memorandum, given the current fiscal environment, for LCCC to be able to invest in future programmatic areas (something we know we must do), further reductions in our current academic offerings must be made and those resources reallocated to new areas.

a. Eliminate the Accounting Faculty Position at the ACC - $105,084 This position has had historical challenges making load for direct courses offered at the ACC. We do not operate an Accounting program exclusively from the ACC and do not have enrollments that warrant a faculty dedicated to this discipline on that campus. We believe there will remain adequate Accounting faculty available to cover courses that this position has historically taught.

b. Eliminate Vocal Music Instructor Position - $40,349 This position was vacated this past summer. We have been able to utilize the assignment of two part-time faculty to pick up the instructional load. This approach, and these faculty, have brought some unique strengths to our academic offerings in this area. While the budget reductions may not be as substantial had we eliminated the position entirely, we are still able to offer excellent vocal music instruction, while also realizing some substantial relief to the General Fund.

c. Reduce 1 FTE in Spanish Faculty - $102,487 This area also has historical challenges with meeting instructional load requirements for two full-time faculty members. Even with the approval of the new Spanish in the Workplace certificate program, this will likely solidify enough course sections and enrollments to support one full-time faculty FTE in this area.

d. Eliminate the Anthropology Faculty Position - $74,673 The Anthropology Program was placed on Hiatus status in the 2018-2019 academic year because of low demand from students, low graduation numbers, and low transfer rates. We have met our teach-out commitment to all students enrolled in the program. Currently, no programs at LCCC require Anthropology courses, and the only Anthropology course currently offered is an introductory-level course that serves as a general education option. However, it is one of 13 other options to satisfy the Human Cultures General Education requirement. Thus, the elimination of a faculty position dedicated to teaching this single course will not impact the attainability of any academic program in our current catalog, and is an unfortunate, but likely necessary decision.

e. Reduce 1 FTE in Art Faculty - $74,673 LCCC has three full-time faculty lines in the Art Program area. Its enrollments, majors, and other program metrics do not support the continued support of three instructional lines. It

is a program that has potential, but will have to make some strategic changes even beyond this reduction to ensure its long-term viability. Given the current fiscal environment and the student demand and outcomes for this program, it is an area that we believe can be reduced by one position.

f. Reduce 1 FTE in Mass Media/Multimedia and Wingspan Faculty - $54,569 The Mass Media/Multimedia program, which supports the Wingspan student newspaper, has two full-time faculty associated with it. Both of these are vacant and currently held by interim/temporary assignments. Although the Wingspan has considerable past history with the College, and is likely to have considerable future, the Mass Media/Multimedia program itself is one that may or may not continue. This recommendation preserves one FTE while eliminating one.

g. Reduce 1 FTE Equine Faculty - $85,048 Equine Science and Training programs have substantial history with the College. Many of our recent efforts and conversations have centered potential growth and expansion in these areas. In the past two years, we have even added a certificate program with the understanding that a short-term program would result in greater success and student outcomes for students who are pursuing a career as a horse trainer.

Unfortunately, we have not seen the results we had hoped/anticipated. Within the Equine training program, we have struggled to provide enough course assignments and student enrollment to meet faculty instructional load requirements. The Equine Training program is also one where we have not seen adequate numbers of majors, where we have limited data and understanding about current and future job prospects, and where students have struggled to complete and successfully transition to the next stage of career outcomes. This recommendation would reduce one of the two faculty FTE and examine the long-term viability of the equine training programs in their current, and/or alternative configurations.

I will conclude this memorandum, and these recommendations, with the following thoughts. First, this is LCCC. We are a close-knit group of professionals, who find connections to each other through the meaning of the work we do in serving our students and communities. As a result, we develop close-knit relationships and a deep appreciation for the people who make up our employee base. It is impossible to make the types of decisions in this document without feeling the pain of how they will impact not only our students and communities but also our colleagues and friends.

Our focus as a President’s Cabinet has been to set aside our personal thoughts and feelings about those relationships, and instead focus on what is of most importance to the current and future health of LCCC, and most importantly what we can do to preserve the ability to meet our mission and serve our primary focus–our students. I have shared that this work has required we navigate the conflict between our hearts and our heads. Our decisions have emerged from our heads, using objectivity, evidence, and a commitment to the organization. Once these decisions are formalized through your action on November 18, we will let our hearts guide us to make sure we do all we can to ease the difficult transition and the significant impacts to the people impacted by these decisions. It is the least we can do for the individuals who have given to LCCC and our purpose as part of their vocation. That’s my promise to you and to our campus community, and I believe we have mechanisms, and resources, in place to deliver on this promise.

Thank you for your leadership and staunch support during these most challenging times at LCCC.

October 29, 2020

To: Dr. Sandy Caldwell

From: Terry Dugas

Re: Summary of Budget Reductions for WyomingPBS

Dr. Caldwell,

Based on the budget figures from the spreadsheet “10 and 20% - ASC V2,” the WPBS appropriation was $3,514,513. The Stage Two 10% reduction to WyomingPBS’s budget was $351,451.

To meet the State Two reduction, WyomingPBS took the following steps: 1) Reduction in Force of 2.3 FTE. Savings = $252,210 2) Shifting of various operational expenses from State Aid to non-State Aid. Savings = $100,000

To balance the shift in funds, the following reductions were made in non-State Aid expenses, totaling $100,000. 1) Elimination of Contract staff for Web and Graphics assistance. Savings = $85,600 2) Reduction in expenses for Program licensing. Savings = $14,400

The Stage Three reduction of an additional 5% equals $176,086.

To meet the State Three reduction, WyomingPBS will take the following steps. 1) Shifting Utilities expense from State Aid to non-State Aid. Savings = $176,000

To balance the shift in funds, the following reductions will be made in non-State Aid expenses, totaling $176,000. 1) Elimination of Membership in National Organizations. Savings = $52,000 2) Elimination of non-benefited, part time Production Positions. Savings = $47,000 3) Reduction in expenses for Engineering equipment replacement. Savings = $32,000 2) Cancelation of “Farm to Fork Wyoming” television series. Savings = $30,000 3) Redesign and simplification of WyomingPBS Program Guide. Savings = $15,000

Thanks,

Terry

2660 Peck Ave., Riverton, Wy 82501 877-263-0702 www.wyomingpbs.org