Managed Print Services

10 considerations when evaluating or implementing a Managed Print Services program
1 -- Does your MPS program put the emphasis on “management” or on “print”?
A successful MPS program requires people, process, and technology (hardware and software). If the program’s focus is on the equipment to deploy, including a break-fix contract price, terms and supplies, but leaves out the organizational structure and process performance, then you do not have a true, comprehensive MPS program in place. A more effective MPS program will focus on who will be accountable for results, how to manage the process that will deliver the results, and what equipment to use for print/copy/fax/scan processes.
2 -- Is all the equipment managed equally?
If your MPS program does not manage all the equipment in your environment equally, no matter who owns the equipment or what OEM provides the maintenance, then you have a fragmented print service operation that is subject to a lowest “cost-per-copy” contract and you are probably unaware of many higher, hidden costs.
3 -- Is there one point of accountability and one invoice to pay?
One defining characteristic of a well-rounded MPS program is a single point of accountability for the entire office print/copy/fax/scan service. By centralizing the responsibilities for managing all of the equipment, people and processes, you can leverage procurement scale, standardization, budget consolidation, and have one consolidated invoice to pay.
4 -- Are the MPS tools installed and used?
One building block of an MPS program is the ability to monitor fleet activity (i.e. collecting output, service and cost data) as well as automate processes (proactive machine faults/alerts, meter collection and reporting overall performance.) Technology tools are necessary in order to meet these goals. These tools include, at the very least, an electronic monitoring system, an MPS call center application and a reporting system. Assessment, user behavior modification and MFP workflow solutions tools also can help.
5 -- Does the MPS program provide an initial in-depth assessment?
An in-depth assessment is recommended before starting an MPS program to establish a baseline of your fleet’s current state. The assessment should provide a roadmap for moving from the fleet’s current state to its future state. A list of the existing equipment to be kept, re-deployed, and retired should be one output. A map of current equipment, utilization and device-to-user ratios is another output. You can also create several future-state recommendations based on desired outcomes (such as total costs) along with best-of-breed equipment specifications.
6 -- Will the MPS program re-balance and optimize the fleet continuously?
Maintaining an excessive amount of equipment is expensive. Determining precisely how much equipment is needed, including the requirements of each location, involves delicate measurements and frequent reviews. Idle or overused equipment can be expensive in terms of dollars or user satisfaction. An MPS program should include periodic reviews (quarterly or annual at the minimum) by experts who can recommend optimization changes as necessary.
7 -- Will the MPS program relieve the IT help-desk from print-related issues?
According to IT help-desk studies, a significant number of calls to the IT help-desk (approximately 20%) involve relatively basic issues related to toner, machine service, etc. An MPS program should relieve the IT help-desk from these calls by providing an 800 number to the MPS call center, ideally backed by on-site and remote call center support, for resolving these issues.
8 -- What are the whole life costs?
Capital cost, running cost and disposal needs to be evaluated and budgeted for.
9 -- How sustainable is the product and service?
Device, and service carbon footprint needs to be evaluated. WEEE considerations, standby power consumption and ability to use recycled substrates and parts are some areas to consider.
10 -- Does the MPS program provide staff and subject matter experts to manage the MPS process?
Buyers often forget there is a lot of behind-the-scenes work that must be done to manage office print/copy/fax/scan processes. Here is a partial list of MPS responsibilities that do not come with basic equipment maintenance:
· ordering supplies and re-stocking consumables on a daily basis
· providing preventive maintenance and first-level response
· managing multiple OEM service providers
· managing procurement, which includes consolidating and standardizing contracts and rates as they expire
· overseeing the budget
· verifying invoices and resolving bill disputes
· coordinating equipment moves/changes
· responding to user needs and conducting user satisfaction surveys
· coordinating with IT
· reporting performance and financials
· planning ahead for effective program management
· reviewing device utilization and overall performance
· making optimization decisions
· managing assets (maintaining equipment lists and data, planning and coordinating moves, adds, changes and disposals)
Customers are getting smarter about the total cost of ownership when they buy or replace office print equipment. But these companies don’t always recognize how important a comprehensive managed print services program is to realizing the full benefits of the newest technology. These 8 Things provide a checklist for making sure people, process, and technology are all considered when implementing an MPS program.

Best Shared Services Award

The London Metropolitan Network (LMN), a high-capacity broadband infrastructure has won the “Best Shared Services Award” from e-government development agency, London Connects.
Relevant Publications http://www.london.ja.net/index.php?id=16
ModernGov March 2010
ModernGov May 2009
ModernGov May 2008
ModernGov Nov 2007
Press Release 2007
eGovernment Sept 2006
Public Service Director Jul 2006

The Finance Hub VAT Briefing

VAT Briefing: VAT made simple when working in partnership

Abstract
There is a common misconception that charities and other third sector organisations are exempt from VAT because they do not have to pay corporation tax on profits from their charitable activities.
If commercial businesses work together to deliver a contract for a third party,they are obliged to charge each other VAT on the services and goods they provide and sell to each other. Third sector organisations that are not registered charities must pay tax as commercial businesses do.
Although charities enjoy some specific exemptions from charging and paying
VAT, in general they must charge and pay VAT just like commercial businesses. So if two charities work together they too are caught by the same VAT rules as businesses.
This briefing explains the most important rules governing VAT on partnerships. It then explains how to make sure that your partnership operates within those rules.

Full paper http://www.financehub.org.uk/uploads/documents/VAT_Briefing_138.pdf

The London School of Hygiene & Tropical Medicine

Outsource Prospectuses to http://www.futureproof.co.uk/

Steria UK - Education

Maximising student learning time: with over 35 years’ experience in the design, delivery and management of complex ICT infrastructures we’ll ensure you maintain connectivity even when an entire class of students is logging on.
Remote access: we provide the remote access that is now a vital part of modern education, whether it’s for teachers needing to view lesson plans while working from home, or to give students access to lectures they’ve missed.
Ensuring governance and managing risk: our network solutions are both robust and inherently secure, enabling you to comply with regulations for safeguarding sensitive student data and to prevent malicious attacks on your network.
Optimising back office processes: whether through a shared services model or a standalone business process outsourcing (BPO) service, we cut the cost and increase the efficiencies of processes, such as finance & accounting and HR.

Steria UK - Education

Read: between the lines

Are the Operational Efficiency Programme's 20% savings on government ICT possible? http://www.kable.co.uk/comment-operational-efficiency-programme-06may09

Basware article: The future of shared services

The future of shared services - sharedserviceslink.com

The Future of Shared Services in Higher Education

The Future of Shared Services in Higher Education (16 Nov 2010) was held in central London. This conference explored the opportunities for the strategic development of new models provision and how to capitalise on movements in the sector for greater integration and streamlining of administrative services. http://beta.policyreview.tv/conference/476.html for documents, podcasts and videos

Welcome

Welcome to the HE/FE Shared Services on JISC Blog. Members of Higher and Further Education can follow and contribute to the JISCmail forum by joining SHARED-SERVICES@JISCMAIL.AC.UK

Shared services are the convergence and streamlining of the sectors or parts of the sector's functions to ensure that they deliver quality services as effectively and efficiently as possible, with potential for economies of scale and synergies through multi function working. (such as the linking of human resources (HR) and Finance functions). Such services can be delivered wholly within an organisation or can be delivered by another organisation or through joint working. http://www.jisc.ac.uk/whatwedo/programmes/programme_jos/ssprev.aspx