“THE MANY HATS OF A
UNIVERSITY PROPERTY
MANAGER”
PRESENTED BY: Frank Borrelli,
CPPM, Proper ty Ser vices Manager
(Proper ty Control, Shipping &
Receiving, Surplus Proper ty,
Record Retention and
Management, Recycling, Mail
Ser vices, Print Shop)
California State University,
Stanislaus
University Support Services,
One University Circle,
Turlock, CA, 95382
E-MAIL:
FBorrelli@csustan.edu
PHONE: 209-667-3986
SUPPORT SERVICES CONSOLIDATION, COST
SAVING AND REVENUE ENHANCEMENT PLAN
 Timing of staf f retirements
 Months of cross-training of current and new staf f
 Countless communications of goals with Administration,
current staf f, and customers via focus group meetings,
surveys, memos, and training.
 COMMUNICATE WITH ALL PARTIES-NO SUCH THING AS “OVER COMMUNICATING!! Talk, Talk, Talk and Talk!!!
SUPPORT SERVICES CONSOLIDATION, COST
SAVING AND REVENUE ENHANCEMENT PLAN
Cost Savings:
 M a i l d e l i v e r y r o u te c o n s o l i d a t i o n
 Re a s s i g n m e n t o f s t a f f to fi l l u p c o m i n g Re c e i v i n g , P r o p e r t y C o n t r o l r e t i r e m e n t s
 C r e a te A u to m a t e d Re c o r d Re te n t i o n a r c h i v e p r o c e d u r e a n d m a n a g e m e n t o f c e n t r a l i z e d
r e c o r d r e te n t i o n , p u r c h a s e S c a n n i n g S o f t wa r e
 C r e a te S u r p l u s p r o p e r t y we b s i te a n d d a t a b a s e to r e u t i l i z e u n u s e d s u p p l i e s a n d
equipment
 I n te l l i g e n t b a r c o d e p r i n t i n g fo r m a i l c o s t r e d u c t i o n , p r o c e s s a l l N C OA’ s w i t h p u r c h a s e d
a d d r e s s c h e c k i n g s o f t wa r e v s . o u t s i d e v e n d o r
 Re s e a r c h R F I D I nve n to r y o f A s s e t s v s . C u r r e n t B a r C o d e S c a n n e r s
 Fu r t h e r e n h a n c e Re c e i v i n g a n d M a i l P a c ka g e Tr a c k i n g S y s te m s
Revenue Generators:
 Self-support ser vice charges
 P r o v i d i n g a “ P r i n t - to - M a i l ” o n e s to p s h o p
 C e r t i f i e d U S P S Po s t a l S e r v i c e C e n te r, O p e r a te a s a r e t a i l s h i p p i n g a n d m a i l i n g e n t i t y
 E s t a b l i s h a s t a f fe d s a l e s c o u n te r to s e l l s t a m p s , p a c ka g i n g m a te r i a l s , p a c ka g i n g s e r v i c e ,
shipping, and centralized print management
 Centralized print ser vices capturing all campus print jobs through partnering with local
vendors
 C e n t r a l i z e d w h i te p a p e r r e c yc l i n g , C e n t r a l i z e d s h r e d d i n g c o n t r a c t a n d m a n a g e m e n t o f
campus shredding needs
WHO WE ARE: HOW WE ALL DID IT!!
 Property Control,
Shipping & Receiving,
Surplus Property, Record
Retention and
Management, Recycling,
Mail Services, Print Shop
 1 Working Supervisor, 6
Staff, 5 students make
up Support Services
Team.
 CSU Stanislaus: 9,000
FTE on Campus, 250
acres
 Focus more on primary
function of divisions
COST SAVINGS: DELIVERY ROUTE
CONSOLIDATION
 Consolidate mail delivery locations on campus utilizing
existing mail boxes not being utilized and relocating some to
other areas.
 Consolidate 33 delivery locations to 8.
 Focus on delivering mail to “mail box arrays” located in major
buildings on campus vs. individual departments.
 Shipping and Receiving assigned duty of pick -up and delivery of all
Housing mail.
 Staff time out of Mail Room will be minimized and efficiency and
service will be maximized.
 Save on vehicle fuel cost and staff/student work time.
COST SAVINGS: REASSIGNMENT AND
RESTRUCTURING
 Reassignment and Restructure of functions and staff to
fill upcoming Receiving, Property Control retirements
 2 staff retired (Property and Receiving Clerk) one year apart,
others cross trained for over a year for those positions.
Reassignment of staff.
 All Job Descriptions were rewritten.
 Receiving Clerk reassigned to Property Clerk. NPMA
provided some training to the new Property Clerk
 Mail Clerk reassigned to Receiving Clerk. Cross trained with
Buyers, Accounts Payable, Property.
 Mail Clerk reassigned to Stock/Records Clerk. Additional
specifics tasks (Record Retention, Shredding Contract,
Surplus Property) added from other positions assigned.
 Internal Mail Clerk recruitment was hired vs. adding higher
paid positions of Property and Receiving Clerk .
COST SAVINGS:
AUTOMATED RECORDS RETENTION
 Create Automated Record Retention archive procedure and
management of centralized record retention, purchase
Scanning Software
 CSU Office of Chancellor Executive Order 101 requires the
development of a Records/Information Retention Program that
complies with legal and regulatory requirements and implements
operational best practices.
 Worked with Campus Programmer to create a database that will
interpret, update, and maintain record retention and disposition
schedules and legal requirements are met.
 Purchase Knowledge Lake Software to merge scanning of records
into current Campus Record Management program.
COST SAVINGS: SURPLUS PROPERT Y
WEBSITE & DATABASE
 Create Surplus property web site and database to reutilize
unused supplies and equipment.
 Developed web based system (Craig’s List) to allow for the display of
pictures of available surplus supplies and property and an automated
request form.
 Will eliminate the need for staff to field phone requests or taking
tours of surplus property storage.
COST SAVINGS: INTELLIGENT BARCODING
& NCOA
 Intelligent bar code printing for mail cost reduction, process
all NCOA’s with purchased address checking software vs.
outside vendor.
 Implement printing of intelligent bar codes on printed
material and envelopes allows Mail Room a reduced rate on
postage.
 Cost savings by purchasing NCOA (National Change of
Address) software to process mail internally vs. outside
vendor performing this service.
COST SAVINGS: RFID INVENTORY
 Research RFID Inventor y of
Assets vs. Current Bar Code
Scanner s.
 Researching RFID Technology vs.
Bar Code Scanner s for Asset
Inventor y and how that will work
with the CSU PeopleSof t Asset
Management Module and the
Proper ty Inventor y Legacy System
currently in place.
 Contacted several vendor s
waiting for demonstrations and
webinar s.
 Joined NPMA Forum List ser ve to
see what other s are doing.
 Look at raising tagging limit
established by State.
 Look at other ways of doing
inventor y: random sampling, spot
checks, etc .
COST SAVINGS: PACKAGE TRACKING
SYSTEMS
 Further enhance Receiving and Mail Package Tracking
Systems
 Install new version of campus developed Receiving/Mail
Package Tracking System.
 Modify database to be web based so departments can look up
status of their delivery once it arrives on campus. This will
reduce phone calls and time.
 Af fix bar codes on packages to be able to scan data during
delivery.
 ANY QUESTIONS ON COST SAVINGS?
REVENUE GENERATORS: SERVICE CHARGES
 Self-support service charges
 Additional Revenue from Self-Support Enterprise
Reimbursements
 Inclusion in Business Services Cost Allocation charged to nine
self-support enterprises
 Costs in addition to charging the entities include actual
postage costs, Mail Services, Receiving Delivery charges,
overhead based on volume of services provided.
REVENUE GENERATORS: ONE STOP SHOP
 Providing a “Print-to-Mail” one stop shop
 Respond to Industry Changes in Printing and Mailing Business
 Streamline and apply Lean Management principals to several
processes to create Design, Print, Mail “one stop shop”
 Of fer services to campus community
REVENUE GENERATORS: USPS POSTAL
SERVICES
 Certified USPS Postal Service Center, Operate as a retail
shipping and mailing entity
 Raise more revenue on process of more bulk mailings, more
counter service.
 Established “Approved Shipper” status with United States Post
Office (USPS) which allowed us to operate as a retail shipping
and mailing service.
 Status lowers the rates we pay for sending priority mail and
other types of services.
 Provides customers choices and price options for shipping needs.
 Service available for campus needs and is offered as a retail
service to the campus community.
 Campus has entered into an agreement with UPS for same
services
 Marketing has been done in form of creation of brochures,
posters, attending new student orientations
REVENUE GENERATORS: SALES COUNTER
 Establish a staffed sales counter to sell stamps, packaging
materials, packaging service, shipping, and centralized print
management.
 Sales of services have increased for both Print Shop and Mail
significantly in 2011 -2012 due to emphasis on customer service.
 Amount of revenue generated requires that area be established
as a satellite cashier station.
 Full time temporary position was hired with intent to establish a
permanent position if the net revenue generated exceeds the
cost.
 Retail operation includes sale of stamps, envelopes, packaging
materials, packaging services, and printing services.
 Items will continue to be marketed to campus student clubs,
departments and individuals and eventually a website for on -line
ordering will be available.
REVENUE GENERATORS:
PRINT SERVICES
 Centralized print services capturing all campus print jobs
through partnering with local vendors
 All campus printing requests to be submitted to the Print Shop in
2011-2012.
 If job cannot be completed in -house, the job will be sent by the
Print Shop to an outside printer that has contracted with the
Print Shop.
 Print jobs in-house will match or be lower than quotes provided
directly from departments through independent printers.
 The service provided to campus departments has been cost
effective and timely.
 Print Shop contracted with off -site printer to offer “unique” items
that cannot be printed in -house (printed magnets, calendars,
notepads, etc.)
 Items will be marketed to campus student clubs, departments
and individuals and eventually a web –site for on-line ordering
will be available.
REVENUE GENERATORS:
RECYCLING & SHREDDING
 Centralized white paper recycling, Centralized shredding contract and
management of campus shredding needs
 Recycling of paper on campus has been done by Facilities Ser vices
 All types of paper have been mixed, if white is separated out, recycler will
pay the campus higher prices for recycling.
 Print Shop purchases paper and sells to campus depar tments. They will
receive a credit on price it pays for paper and be able to pass savings
along to campus depar tments.
 Centralized Shredding will now be managed by Records Management.
 Records Management obtained one contract with an of f -site shredding
ser vice and will coordinate the use of the ser vice by campus depar tments.
 This will eliminate the need for depar tments to submit purchase order s for
their individual needs, saving time, coordinati on, and cost being one
company will be doing this ser vice vs. five in the past.
 Record Management will bill the depar tment through the recharge process.
 ANY QUESTIONS ON REVENUE GENERATORS?