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Trends in University Outsourcing

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Professional Paper “Trends in University Outsourcing”
By: Mike Nieto May, 2008

About the author:

Mike Nieto and has spent his entire adult career of nearly 20 years working in B2B outsourcing. During this time, Mike has been involved in many engagements which required analysis, recommendations, implementation including mail, copy and print-shop redesign, build outs, consolidations and metrics tracking of implemented outsourced client operations. In charting our course for the development of our Professional Paper; “Trends in University Outsourcing”, we found the dramatic changes and pressures that exist today in education require significant resources and greater core focus to achieve University overall objectives. The dynamics of the education system have changed significantly and there are far greater challenges that are no longer just national but global in scope. Extrapolated from A Report of the Commission Appointed by Secretary of Education Margaret Spellings, Pre-Publication Copy September 2006, titled; A test of leadership charting the future of US higher education, provided the following insights on some of the challenges which require the consumption of significant resources and consequently a need to focus on your core business: 1) Where once the United States led the world in educational attainment, recent data from the Organization for Economic Cooperation and Development indicate that our nation is now ranked 12th among major industrialized countries in higher education attainment. Another half dozen countries are close on our heels. And these global pressures come at a time when data from the U.S. Department of Labor indicate that postsecondary education will be ever more important for workers hoping to fill the fastest-growing jobs in our new economy.

2) From 1995 to 2005, average tuition and fees at private four-year colleges and universities rose 36 percent after adjusting for inflation. Over the same period, average tuition and fees rose 51 percent at public four-year institutions and 30 percent at community colleges. 3) Our higher education financing system is increasingly dysfunctional. State subsidies are declining; tuition is rising; and cost per student is increasing faster than inflation or family income. Affordability is directly affected by a financing system that provides limited incentives for colleges and universities to take aggressive steps to improve institutional efficiency and productivity. Public concern about rising costs may ultimately contribute to the erosion of public confidence in higher education. 3 4) For the typical household, the Free Application for Federal Student Aid, or FAFSA, is longer and more complicated than the federal tax return. 4 1-4 A test of leadership charting the future of us higher education A Report of the Commission Appointed by Secretary of Education Margaret Spellings, Pre-Publication Copy September 2006 Introduction – (overview of industry) Today the outsourcing industry relative to office services which can include a combination of Mailrooms, Copy Centers, On-Site USPS Offices, Supply Sales, Shipping and Receiving areas at a University need providers who are solely focused in delivering these services. On-site employees, who operate these areas for you through an outsourcing agreement, need to have a tangible career path. The most logical model is one who is employee and client centric vs. the traditional equipment centric model. In other words, those companies who manufacture copiers, faxes and postage meters and or whose revenues exceed 80% or more through equipment placements are not focused on the most critical component and that is on-site personnel. An outsourcing agreement where on-site personnel services are combined with equipment placements typically leads to more equipment placement. This business model is often flawed with high turn-over, disgruntled employees and below expectations customer service levels. All while the copiers and mail machines operate better then those who serve your Faculty, Staff, Students, Alumni, Donors, Parents and key Stakeholders within your Universities, the on-site personnel!! Even the standard consultant models have their issues, as their models require complex RFP’s which do not expose the problems that you’re facing and in many cases leave the respondents guessing. Additionally, in almost all cases, the model ties up significant resources and you end up with the same “traditional equipment centric model” you started with.

Here is a break down the effects of such an engagement: 1) Agreements are nearly impossible and costly to disengage or separate equipment from personnel if you want an out 2) Multiple divisional internal rivalries with financial stakes create a chaotic arena requiring you to seek straight answers 3) Vendors are not willing to share costs and or provide an open or transparent model 4) Annual increase of up 6% per year 5) Fees are not at risk or tied to performance 6) You spin your wheels for the term and make the best of it spending more then the time you thought you would save by outsourcing in the first place. In his book, Strategic Outsourcing, A Structured Approach to Outsourcing Decision and Initiative, (1999) Maurice F. Greaver II states that “outsourcing is the act of transferring some of an organization’s recurring internal activities and decision rights to outside providers as set forth in a contract. Because the activities are recurring and a contract is used, outsourcing goes beyond the use of consultants.”

Industry Statistics – In the graph below, you will note that today 65% of Universities outsource 2-5 areas, 13% outsource greater then 5 key areas, 13% outsource 1 area and only 9% currently do not outsource. 91% of Universities have embraced the outsourcing of non-core areas to experts.

Common Ground – Today, 67% of you are outsourcing Food Service, 52% Bookstore, 41% Endowment Fund, yet 17% are outsource your copy centers and only 3% of you are outsourcing your mail departments. We think there is a significant market for an outsourcing model which is 100% Employee and Client Centric to evaluate these operations for you.

S e rvic e s y o u r c u rre n tly o u ts o u rc in g
1 00 % 90 % 80 % 70 % 60 % 52 % 50 % 41 % 40 % 30 % 20 % 10 % 0% 28 % 67 %

25 % 20 % 17 % 17% 16% 1 5% 10 % 9% 9% 8% 4% 4% 4% 4% 3% 2%

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Common Ground – What is more astonishing is that 87% and 76% of you will consider outsourcing your Copy Center and your Mailroom. We believe some of the concerns that make up the difference between those of you who are actually outsourcing Copy Centers (13%) and Mailrooms (3%), and not, is how to go about gaining identifying the option and not alerting staff, a concern of disruption in service levels, human resources, transition, gaining approval and acceptance, the standard equipment centric model fears and simply not having enough time with all else that is on your plates.

S e r v ic e s y o u w o u ld c o n s id e r o r a r e a lr e a d y o u t s o u r c in g
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 94% 92% 89% 89% 88% 87% 87% 87% 85% 84% 84%

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What’s at stake and what can you expect to gain with a qualified outsourcing partner ? 1) Competitive advantage 2) Focus on Education and Stakeholders 3) Reduction in Costs 4) Transparent Cost Model 5) Service Level Agreements measured with Key Performance Indicators 6) Increase in Customer Service Levels 7) Improved Technology 8) Highly Trained Personnel 9) On-going Education 10) Establishment of Profit Center (Revenue Streams) 11) Provide a wide range of contemporary business services to the campus community 12) Become a profit center 13) Become technologically advanced 14) Control spending by exercising control over printing and duplicating functions; and 15) Effectively manage outsourced printing expenses. 16) Reduce Capitol Expenditures 17) 3rd Party Vendor Management 18) Great References 19) Solid Reputation 20) 100% people and client centric

Evaluation of Operations: For a free consultation and or web-ex, please contact Mike Nieto at 386-775-7111.

Professional Paper “Trends in University Outsourcing”
By: Mike Nieto May, 2008

About the author:

Mike Nieto and has spent his entire adult career of nearly 20 years working in B2B outsourcing. During this time, Mike has been involved in many engagements which required analysis, recommendations, implementation including mail, copy and print-shop redesign, build outs, consolidations and metrics tracking of implemented outsourced client operations. In charting our course for the development of our Professional Paper; “Trends in University Outsourcing”, we found the dramatic changes and pressures that exist today in education require significant resources and greater core focus to achieve University overall objectives. The dynamics of the education system have changed significantly and there are far greater challenges that are no longer just national but global in scope. Extrapolated from A Report of the Commission Appointed by Secretary of Education Margaret Spellings, Pre-Publication Copy September 2006, titled; A test of leadership charting the future of US higher education, provided the following insights on some of the challenges which require the consumption of significant resources and consequently a need to focus on your core business: 1) Where once the United States led the world in educational attainment, recent data from the Organization for Economic Cooperation and Development indicate that our nation is now ranked 12th among major industrialized countries in higher education attainment. Another half dozen countries are close on our heels. And these global pressures come at a time when data from the U.S. Department of Labor indicate that postsecondary education will be ever more important for workers hoping to fill the fastest-growing jobs in our new economy.

2) From 1995 to 2005, average tuition and fees at private four-year colleges and universities rose 36 percent after adjusting for inflation. Over the same period, average tuition and fees rose 51 percent at public four-year institutions and 30 percent at community colleges. 3) Our higher education financing system is increasingly dysfunctional. State subsidies are declining; tuition is rising; and cost per student is increasing faster than inflation or family income. Affordability is directly affected by a financing system that provides limited incentives for colleges and universities to take aggressive steps to improve institutional efficiency and productivity. Public concern about rising costs may ultimately contribute to the erosion of public confidence in higher education. 3 4) For the typical household, the Free Application for Federal Student Aid, or FAFSA, is longer and more complicated than the federal tax return. 4 1-4 A test of leadership charting the future of us higher education A Report of the Commission Appointed by Secretary of Education Margaret Spellings, Pre-Publication Copy September 2006 Introduction – (overview of industry) Today the outsourcing industry relative to office services which can include a combination of Mailrooms, Copy Centers, On-Site USPS Offices, Supply Sales, Shipping and Receiving areas at a University need providers who are solely focused in delivering these services. On-site employees, who operate these areas for you through an outsourcing agreement, need to have a tangible career path. The most logical model is one who is employee and client centric vs. the traditional equipment centric model. In other words, those companies who manufacture copiers, faxes and postage meters and or whose revenues exceed 80% or more through equipment placements are not focused on the most critical component and that is on-site personnel. An outsourcing agreement where on-site personnel services are combined with equipment placements typically leads to more equipment placement. This business model is often flawed with high turn-over, disgruntled employees and below expectations customer service levels. All while the copiers and mail machines operate better then those who serve your Faculty, Staff, Students, Alumni, Donors, Parents and key Stakeholders within your Universities, the on-site personnel!! Even the standard consultant models have their issues, as their models require complex RFP’s which do not expose the problems that you’re facing and in many cases leave the respondents guessing. Additionally, in almost all cases, the model ties up significant resources and you end up with the same “traditional equipment centric model” you started with.

Here is a break down the effects of such an engagement: 1) Agreements are nearly impossible and costly to disengage or separate equipment from personnel if you want an out 2) Multiple divisional internal rivalries with financial stakes create a chaotic arena requiring you to seek straight answers 3) Vendors are not willing to share costs and or provide an open or transparent model 4) Annual increase of up 6% per year 5) Fees are not at risk or tied to performance 6) You spin your wheels for the term and make the best of it spending more then the time you thought you would save by outsourcing in the first place. In his book, Strategic Outsourcing, A Structured Approach to Outsourcing Decision and Initiative, (1999) Maurice F. Greaver II states that “outsourcing is the act of transferring some of an organization’s recurring internal activities and decision rights to outside providers as set forth in a contract. Because the activities are recurring and a contract is used, outsourcing goes beyond the use of consultants.”

Industry Statistics – In the graph below, you will note that today 65% of Universities outsource 2-5 areas, 13% outsource greater then 5 key areas, 13% outsource 1 area and only 9% currently do not outsource. 91% of Universities have embraced the outsourcing of non-core areas to experts.

Common Ground – Today, 67% of you are outsourcing Food Service, 52% Bookstore, 41% Endowment Fund, yet 17% are outsource your copy centers and only 3% of you are outsourcing your mail departments. We think there is a significant market for an outsourcing model which is 100% Employee and Client Centric to evaluate these operations for you.

S e rvic e s y o u r c u rre n tly o u ts o u rc in g
1 00 % 90 % 80 % 70 % 60 % 52 % 50 % 41 % 40 % 30 % 20 % 10 % 0% 28 % 67 %

25 % 20 % 17 % 17% 16% 1 5% 10 % 9% 9% 8% 4% 4% 4% 4% 3% 2%

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Common Ground – What is more astonishing is that 87% and 76% of you will consider outsourcing your Copy Center and your Mailroom. We believe some of the concerns that make up the difference between those of you who are actually outsourcing Copy Centers (13%) and Mailrooms (3%), and not, is how to go about gaining identifying the option and not alerting staff, a concern of disruption in service levels, human resources, transition, gaining approval and acceptance, the standard equipment centric model fears and simply not having enough time with all else that is on your plates.

S e r v ic e s y o u w o u ld c o n s id e r o r a r e a lr e a d y o u t s o u r c in g
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 94% 92% 89% 89% 88% 87% 87% 87% 85% 84% 84%

82%

79%

79%

79%

78%

76% 72%

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What’s at stake and what can you expect to gain with a qualified outsourcing partner ? 1) Competitive advantage 2) Focus on Education and Stakeholders 3) Reduction in Costs 4) Transparent Cost Model 5) Service Level Agreements measured with Key Performance Indicators 6) Increase in Customer Service Levels 7) Improved Technology 8) Highly Trained Personnel 9) On-going Education 10) Establishment of Profit Center (Revenue Streams) 11) Provide a wide range of contemporary business services to the campus community 12) Become a profit center 13) Become technologically advanced 14) Control spending by exercising control over printing and duplicating functions; and 15) Effectively manage outsourced printing expenses. 16) Reduce Capitol Expenditures 17) 3rd Party Vendor Management 18) Great References 19) Solid Reputation 20) 100% people and client centric

Evaluation of Operations: For a free consultation and or web-ex, please contact Mike Nieto at 386-775-7111.

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