5 ways that managed print services helps the environment

by Bob Jones, GoArticles.com

1. Reduced levels of paper and ink resources

2. Lower toner usage

3. Less help desk support and call outs

4. Printer power consumption is monitored

5. Better fleet optimisation

http://yourmpsa.org/index.php?option=com_content&view=article&id=2213:5-ways-that-managed-print-services-helps-the-environment-&catid=37:mps-industry-news&Itemid=37

Shared-service savings could mitigate £2.9bn funding cut

Joining forces to finance services could yield total near to budget reduction. Simon Baker writes

Senior university managers' "lack of enthusiasm" is conspiring to block the path to shared services among institutions that could yield as much as £2.7 billion in savings for the higher education sector each year, according to a new report.

The study from Policy Exchange, a right-leaning think tank, suggests that as much as 30 per cent could be shaved off UK universities' annual £9 billion bill for goods and services via joint partnerships.

But cost savings of that magnitude - almost as great as the government's £2.9 billion cut to the higher education budget - could be achieved only if universities were able to find a way around the requirement to pay VAT on shared or outsourced operations.

The report, Higher Education in the Age of Austerity: Shared Services, Outsourcing and Entrepreneurship, says the VAT issue is still a key obstacle to the wider use of shared services in the higher education sector.

It contends that the government should either adopt measures used in the NHS to exempt contracted-out services from VAT, or implement a European Union directive that would allow universities to set up partnerships without facing extra tax bills.

Alternatively, it could be possible to avoid the need for legislative change by moving in-house functions such as finance, human resources and student records into separate companies run by the private sector, but still majority owned by the university.

This joint venture model, which has been advocated by private firms such as University Partnerships Programme, the campus infrastructure specialists, would allow a new company to be registered in the same VAT group as its parent university.

However, for outsourcing and shared services schemes to work, institutions must overcome suspicions about the private sector and a cultural aversion to institutions working together, Policy Exchange argues.

"The VAT issue aside, the chief obstacle to usage of shared services within UK higher education is a lack of enthusiasm among senior managers," the report says.

"British universities are among the most autonomous in the world and are rightly protective of their independence, but this can lead to reluctance among managers to establish major partnerships with other institutions which may entail the loss of a degree of control over services."

The study highlights a number of "successful and productive" shared arrangements, including The Bloomsbury Colleges consortium, a voluntary collaboration between specialist colleges at the University of London, but it adds that there is scope for much more.

It also identifies substantial potential savings for the sector in the way it uses IT, citing the £250,000-a-year clawback achieved by University College London by using Microsoft's free email service.

Universities are also advised to build on their successes in creating spin-off companies and offering successful in-house operations to outside customers.

The report cites the example of a bus service owned by the University of Hertfordshire that evolved from a student-only carrier to an established local company serving the wider community.

Alex Massey, the report's author, said: "With students facing higher levels of debt, it really is time for universities to start taking efficiency and value for money seriously.

"There is no reason why activities such as accommodation, IT systems, catering, administration and other non-core services should always be provided in-house, and far too many institutions replicate functions that could be carried out on a shared basis."

From THES 23 December - 5th January 2011 by simon.baker@tsleducation.com.

Happy New Year!

2011 is undoubtedly going to be a challenging year for many institutions. We hope that JISC Legal will help us make informed decisions on the legal issues which might otherwise hamper the effective use of appropriate technologies in teaching, learning, research and administration. JISC, we’ll be keeping a close eye on sector needs, and they are already preparing guidance in relation to legal aspects of cloud computing, and those in relation to outsourcing and mergers. However, if you feel there’s a need not being covered, please let them know – details at http://www.jisclegal.ac.uk/ContactUs/FeedbackForm.aspx.

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/