COSUMNES RIVER COLLEGE
Program/Service Review Report
Program (or Service) Overview and Forecast (PrOF)
Instructional Support/Administrative Services Programs
PROGRAM/SERVICE: Printing/Mail/Switchboard Services
PROGRAM/SERVICE REVIEW LEAD (Dept. Chair, Lead Faculty, Mgr/Supv, etc):
Cory Wathen
Name/Signature
10/14/08
Date
List of Participants/Contributors:
Cory Wathen
Julie Elliott
Craig Seavers
Grace Corpuz
Brenda Buckner
PROGRAM/SERVICE IDENTIFICATION (Roles and Functions):
Provide printing, mail and switchboard services to meet the needs of the campus instructional,
student and administrative programs and services.
Roles & Functions:
Printing Services – Produce print/copy documents in black & white or color on a variety of paper
to meet the college needs. Provide specialized post-production work such as cutting, folding,
binding, drilling, etc. Outsource specialized printing requests as needed.
Mail Services – Coordinate inter-campus and USPS mail services for the campus, including
pickup & delivery to the campus depts.
Switchboard Services – Answer & transfer phone calls on the general campus phone line.
The above are grouped together because they have the same personnel, facility and SAOs.
Key accomplishments, program/service changes (7/1/04-6/30/08):
Key accomplishments:
 Addition of Maintenance Operations Clerk position to provide backup coverage for
Printing & Mail Services and assist with peakload demands.
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Changes in personnel and equipment have increased productivity and service hours and
decreased the time from job submission to completion.
New permanent facility in OPS building, which combined Facilities & Operations office
staff and Printing/Mailroom staff from various locations on campus into one building,
improving communication and teamwork within the dept. The new facility also provides
room for growth & climate-controlled storage of paper products and enabled the
consolidation of the Printing & Mail functions into one work area to improve oversight,
productivity and cross-training of staff as they can function as a team to provide
consistent coverage in the three service areas.
Replaced old equipment with 3 new quieter and more efficient digital copiers, a folder, 3hole drill, cutter and postage machine to improve efficiency, copy quality and capacity.
New electronic job submission & workflow process with pre-set standard options to
streamline completion of the form by customers, encourage most efficient and ‘green’
print options (duplex on white recycled paper) and increase productivity of staff. In
addition to these benefits, electronic job submission also increases the print quality and
decreases the physical strain on employees by allowing them to run jobs from their
desktop rather than standing for long periods at a machine.
Contracted services with large mail sorting company to reduce postage costs by
qualifying for a presort rate, which also provided a late pickup time for campus mail.
PROGRAM/SERVICE REVIEW
I.
ACCESS AND GROWTH
A. Strengths
With the addition of new digital copiers, an electronic job submission process and changes in
workflow in the last two years, the department has become more efficient and increased
quality and capacity and is well positioned to meet the growing needs of the campus for the
next several years. Currently, under normal conditions, every request for basic printing
services is completed within 1 business day and most often within an hour or two of
submission. Except during periods of peak demand or when machines are out of service,
requests can be filled over the counter if the customer wants to wait for their job to be
completed. Large or complex requests can most often be completed within 2 business days
depending on the availability of equipment, the size of the job and amount of post-production
(e.g., folding, cutting, binding) work required.
Over the long-term, the department can continue to keep pace with the growth of the college
in its current facility by using higher capacity machines. In addition, as the number of
faculty and staff using the efficient electronic job submission process with standard printing
options increases – as opposed to the manual walk-in service with customized paper color
and other labor intensive or less efficient print options – the productivity and capacity will
continue to grow with the college. Furthermore, the campus’s emphasis on sustainability
should slow the growth of printing needs as alternatives are used to reduce paper such as
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scanning and posting documents on the college website or electronic bulletin boards that are
accessible to students rather than printing and distributing as class handouts.
Mail services and switchboard services are similarly well positioned to meet continuing
growth of the campus. With staff from all three areas working as a team in the same work
area, it is easier to cover all of the functions in an efficient and productive manner with a
switchboard operator able to assist with mail or printing functions when the phones are not
busy.
B. Weaknesses
A high percentage of faculty and staff continue to submit their requests using paper copies
rather than using the more efficient electronic submission process with an electronic file of
their document, which produces a higher quality document and is less physically demanding
on employees. In addition, many faculty and staff still request ‘custom options’ such as
single-sided copies – which consume more physical (and financial) resources – and colored
paper – which is less environmentally friendly (no recycled content) and reduces productivity
(because machines have to be stopped to change paper and colored paper has a higher rate of
jamming machines). Many faculty also use over-the-counter service, which is the least
efficient process as it interrupts the normal workflow of the department.
There are occasions when we have printing requests for saddle-stitched booklets that need to
be trimmed and the Xerox copier does not trim documents. As a result, large saddle-stitched
documents need to be sent to a printer for a professional looking finish. It would also be
helpful to have an offline finisher so printing from either copy machine could be finished
independently, allowing for a more balanced utilization between the copy machines.
C. Planning ideas
1. Continue to promote increased use of electronic submission process with standard
options to maximize quality, efficiency/productivity & sustainability.
2. Emphasize sustainable options to printing services (e.g., posting materials on website and
electronic bulletin boards, or using e-mail) to reduce the use of natural and financial
resources without increasing costs for new equipment, staff positions and operational
expenses.
3. Purchase ASF machine with trimmer for offline finishing.
4. Add copy machines with higher capacity (faster, greater duty cycle) as needed.
5. Add staff (regular or temp/student), increase supplies & maintenance budget as needed to
keep up with growth.
D. Alternative data sources: Employee & campus input, data from Duplicating request
forms (e.g., response time).
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II.
STUDENT SUCCESS and TEACHING AND LEARNING EFFECTIVENESS
A. Strengths
The Printing Services department is equipped to meet virtually all of the basic Printing
needs of the campus. Very few service requests cannot be completed internally.
B. Weaknesses
Occasionally, there are requests for specialized services that the department cannot
produce with its limited staff and equipment. It’s possible that in the future additional
equipment could be added to expand services and meet some of the specialized needs of
the campus. In particular, one request is to purchase equipment to produce foam core
poster boards for advertising campus events or mounting pictures for the photography or
other campus depts.
C. Planning ideas
1. Evaluate requests for services not currently provided, identify the cost of equipment,
staff & supplies required and determine if there is a significant cost-benefit to the
college to perform the services on campus versus contracting with an outside vendor.
D. Alternate data sources: Employee & campus input.
E. Service Area Outcomes (SAO)
Program SAOs
P-SAO 1: Services are completed timely (i.e., Printing: within 1 business day for
basic jobs & 3 business days for large or complex jobs; Mail: within 1 hr of
scheduled pickup/delivery time).
P-SAO 2: Services are accurate and of acceptable quality.
P-SAO 3: Range of services meets the campus needs.
P-SAO 4: Staff are professional and responsive.
P-SAO 5: Procedures are efficient and easy to follow.
P-SAO 6: Services are consistent with college sustainability goals.
____ No changes were made this review cycle to the program/service outcomes
F. Program SAO Alignment matrix
Non-Course Activities
P-SAO 1:
P-SAO 2:
Printing services
Mail services
Switchboard operations
X
X
X
X
X
P-SAO 3:
X
X
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P-SAO 4:
P-SAO 5:
P-SAO 6:
X
X
X
X
X
X
____ No changes were made this review cycle to the program/service SLO/SAO matrix
G. Outcomes Assessment Plan
1.
Briefly summarize the program assessments conducted over the past review cycle and
what was learned or changed as a result of these assessments?
No external assessments have been performed; however, the department does
internally evaluate timeliness and quality on a regular basis and pay attention to
informal feedback from customers as indicated below.
SAO 1: Generally, requests are completed within 4 hours, except during peak
periods. Requests are completed within 1 business day, except on one occasion when
both copiers were down for service for an extended period of time (2 days).
SAO 2: A quality control review is performed on every job to ensure that it is
completed as requested before giving it to the customer. However, records have not
been maintained to determine how many jobs are re-run to correct mistakes.
Occasionally complaints are received that jobs are not performed up to the standards
acceptable to the customer. In some cases, the problems are equipment related and in
others, employees have not followed the department’s quality control standards.
SAO 5: Employee and customer input have resulted in multiple changes in the
Printing Services procedures to improve efficiency and effectiveness. Since
implementing the latest change to a web-based form, there have been no complaints
from customers.
SAO 6: The number of copies and percentage of duplex copies are tracked annually.
The implementation of standard options has anecdotally increased the use of white
paper with recycled content as opposed to non-recycled colored paper and
definitively increased the number of duplex copies. However, the number of copies
has continued to rise. To improve sustainability goals further, we need to increase the
distribution of information using electronic media (bulletin boards, e-mail, etc.) rather
than paper copies.
2.
What program/service outcomes have NOT been assessed over the last review cycle?
Except as noted previously, there is no formal, unbiased, external assessment for
SAO 2-5 but the absence of complaints provides some evidence of customer
satisfaction in most areas.
3.
Briefly discuss your assessment plan for the next four years (what you will assess,
when you will assess the outcomes, and how you might assess the outcomes).
All outcomes will be assessed annually or bi-annually using a combination of
customer surveys and internal tracking of data. Below is an example of a customer
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survey to assess SAOs. Note: surveys should include the following instructions: In
order to improve campus facilities, please explain any ‘Disagree’ or 'Strongly
Disagree’ responses.
1.
2.
3.
4.
5.
Jobs are completed by the due date (at least one business day for basic requests).
Services are accurate and of acceptable quality.
The range of services meets my needs.
Staff are professional and responsive.
Procedures are efficient and easy to follow.
H. Course Review – N/A
III.
PROGRAM/SERVICE ORGANIZATIONAL EFFECTIVENESS
A. Strengths
The department currently operates all printing, mail and switchboard operations with
two full-time regular classified staff and approximately 1.5 FTE of classified
temp/student help and two mid-range production copiers. One regular position is
unfilled so the operations are fairly streamlined with a focus on conserving resources
for other campus priorities. With the implementation of an electronic job submission
process, digital networked copiers, and an emphasis on standardizing the basic printing
significant improvements have been made in the overall efficiency of the department.
In addition, new contracts were negotiated with vendors to decrease the operating costs.
B. Weaknesses
Many faculty and staff still utilize archaic processes, hand carrying printing requests
with paper copies rather than using the electronic submission process to print
documents from digital files. Not only does this result in more time and effort to
reproduce copies, it also results in a lower quality document. There are also many that
request documents to be printed one-sided or on color paper, which is less efficient,
increases the cost of paper and is not consistent with the college’s value on
sustainability (e.g., colored paper does not come in an inexpensive product with
recycled content and jams the machines with a much greater frequency and has to be
manually loaded for each request).
C. Planning Ideas
1. Continue to promote increased use of electronic submission process with standard
options to maximize quality, efficiency/productivity & sustainability.
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D. Alternative data sources: Employee and customer input.
IV.
COMMUNITY, ECONOMIC, and WORKFORCE DEVELOPMENT
A. Strengths
N/A
B. Weaknesses
N/A
C. Planning ideas
N/A
D. Alternative data sources: N/A
PROGRAM/SERVICE FORECAST
I.
Local, short-term program planning: Identify the planning ideas from the previous
sections that you plan to implement in the next four years:
Planning Agenda Item 1: Continue to promote increased use of electronic submission
process with standard options to maximize quality, efficiency/productivity &
sustainability.
Planning Agenda Item 2: Emphasize sustainable options to printing services (e.g.,
posting materials on website and electronic bulletin boards, or using e-mail) to reduce the
use of natural and financial resources without increasing costs for new equipment, staff
positions and operational expenses.
Planning Agenda Item 3: Purchase ASF machine with trimmer for offline finishing.
Planning Agenda Item 4: Add high capacity copy machines as needed.
Planning Agenda Item 5: Add staff (regular or temp/student), increase supplies &
maintenance budget as needed to keep up with growth.
II.
Long Term or Broader planning agendas: Identify any long term planning agenda
items for your program or identify any unit/college-wide planning agenda items based on
your PrOF.
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College-wide: utilize technological resources for posting classroom materials
electronically & institutionalize this as best practice vs paper copies.
III.
Resource Requirements:
A. Curriculum Requirements: N/A
B. Resource Requirements (supplies, software, computer eqpt, other equipment,
regular faculty, regular classified, temp classified/student help, facilities, other)
1. Planning Agenda Item 1: None, e-mail communication
2. Planning Agenda Item 2: None, resources exist currently through DEMS
3. Planning Agenda Item 3:
Type (e.g., supplies)
Equipment
Est’d Cost
Description
ASF machine
15,000
Priority (A-urgent, B, C)
B
4. Planning Agenda Item 4
Type (e.g., supplies)
Equipment
Est’d Cost
Description
110+ppm copier, 1,000,000+ duty
cycle (prints/month)
40,000-60,000
Priority (A-urgent, B, C)
B
5. Planning Agenda Item 5
Type (e.g., supplies)
Supplies
Maintenance
Temp classified/student
Est’d Cost
Description
Paper, staples, misc
Copiers, misc eqpt
.5 fte temp staff for peak loads
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5%+ per year
5% per year
5% per year
Priority (A-urgent, B, C)
A
B
B