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Published byIlene Garrison Modified over 9 years ago
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Operational Justification The Administrative Version of Chutes & Ladders
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In the beginning...
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The 1990s The University’s focus shifts to operating like a corporation. Printing has to redirect its focus and reduce its deficit.
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A New Administrative Assignment The Urbana campus forms Facilities & Services, combining Operations & Maintenance Planning Construction Safety Service Units: Parking, Carpool, Stores, Mailing and Printing
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Mid-2000s: Ups and Downs Joining Facilities & Services has benefits and costs +Part of the largest department on campus +Shared administrative services -Assigned a director who had no printing or business experience -Extensive overhead charges
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Key Performance Indicators 22 metrics to track volumes and revenues
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2005 - 2009 Reorganizing and redefining Printing Eliminated non-self-supporting or technologically obsolete services Incorporated mailing preparation Updated digital, wide format and prepress equipment Had positive net results for 3 of 5 years
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Net Results, 2005 - 2009
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The Beginning of the End State political and financial woes University admissions scandal Campus cost-cutting efforts
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Bad News Abounds
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Printing on the hot seat $1M deficit ARR emphasizes combining service units and eliminating non-core services. Stewarding Excellent requires a deficit explanation and three-year business plan.
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Figures for the Administrative Review
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The Ax falls. In March 2010, the Executive Director announces that the Printing Department will cease all operations by June 2012.
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State struggles continue. In June 2010, the Illinois passes California to become the state with the largest deficit. The state higher education budget is flat. The University implements mandatory furlough days and voluntary separation programs.
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Additional review and reductions In February 2011, the F&S administration reviews the financials for the first half of FY11. Offset is scrutinized for continuing to fail to recover its costs.
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Closing Offset Operations In March, F&S decides to close all Offset-related operations. In June, 10 positions are eliminated: 5 Printing Production Coordinators 2 Press Techs 1 Bindery Worker 2 Clerks
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Condensing and Consolidating Almost all operations are moved to the first floor. State auctions large press and bindery equipment. Surplussing and scrapping activities increase. Remaining staff take on more duties while preparing to find new jobs.
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A new player joins the game. The Illini Union, the auxiliary that provides student services, expresses an interest in Printing. At multiple meetings, Printing outlines its operations and presents its financial figures.
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Information for Illini Union Staff costs and payouts Equipment maintenance and needs Revenue breakdowns by production unit All of these were then incorporated into the Union’s Business Service Center plan.
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The Turnaround In July 2011, the Illini Union sends a proposal to the Executive Director of F&S to assume responsibility for Printing’s Personnel Equipment and facilities Deficit ($850K)
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The Moment of Truth The Executive Director reexamines Printing’s financial status and determines that The Illini Union may not take the unit. Printing will continue to operating in its new, condensed form. Printing will become Document Services.
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Introducing Document Services Document Services Provides digital, stationery and wide format printing and mailing preparation Has 20 full-time and ten extra-help employees Nets an average of $30K per month Will retire 1/3 of its debt in June 2012
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The First Six Months FY12 Projections May 2011 FY12 Actual Results July – December 2011
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Document Services is open for business.
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