How a high volume K-12 in-plant print center is helping their district squeeze the most out of budget dollars, offering services and innovative ways to deliver without adding staff. In an era of mandates and propositions, they have been able to give teachers back planning time and save the district precious resources. Presented by Jason Gillam of Blue Valley Schools at Print 13.

1. Impact of Web to Print @ Blue Valley School District
Budget Buzz: Lessons Learned from K-12 Print Centers
Presented by Blue Valley School District No. 229
Jason Gillam
Assistant Director of Business Operations

2. Agenda
• Blue Valley Schools overview
• Why we implemented web to print- our goals
• Our challenges
• Our new workflow and the results
• Leveraging in-sourcing to grow
• How we stay relevant
• Questions and wrap up

3. Blue Valley Results
• Business Cards - 75% less
• Student Planners - cost, JIT
• Year Books ~$37,000 per year
GROWING
• New curriculum - TBD
• Hours 48,750 annually
• Estimated ~$126,750
Give back planning/classroom hours
• Chargeback savings $100,000 per year
• Licensing $2,500
• Created capacity in budget to manage
growth through consumable savings
• Seasonal labor decreased by 47%
• NO NEW STAFF
Reassigned staff from pre-press, customer
service, and scanning for value add tasks &
services
TEACHER TIME SAVINGS INSOURCING SAVINGS
DOLLAR SAVINGS INTERNAL LABOR

4. Blue Valley Results
• 50% of B&W impressions produced in print center VS 25%
• Customers save 30 minutes a week
• 69% of orders delivered next day
• Lights out production made possible by workflow automation
adds a production multiplier of 20%!
• Other automation and efficiency gains
increase customer and employee
satisfaction.

5. Who is Blue Valley?
• Public K-12 School District in SE Johnson County, Kansas in the
heart of the Kansas City metropolitan area.
• Serving about 40 different buildings across 91 square miles.
• Over 3,250 staff and 22,000 students and growing including
Pre-School.
• High achieving organization with equally high expectations in
all we do – “Education Beyond Expectations.”

6. Specifics about our In-Plant
• Digital copy/print (B/W, Color, Variable Data, etc.)
• Small Format Offset Press
• Digital Press
• Bindery (Coil, Comb, Tape, Stitching, Square back Saddle
stitch, Perfect Binding, Cut, Fold, Score, Perf, Pad, etc.)
• Pre-Sort Mail Metering
• PDF workflow.

7. Specifics about our In-Plant
In-Plant Staffing
• 8 FTE (12 Month Full Time Employees)
• 2 Seasonal Hourly (2 Months/Year)
• 1 Contractor Seasonal Hourly Half Time (about 5
Months/Year)
• Staggered shifts to help maximize production
• Lights-out production.

8. Why Implement Web to Print?
Blue Valley Strategic Goals
Opportunity in Printing Services:
• Teachers/customers spent 30-45 min/week making copies.
• Old system costs growing (more copies), creating need for more MFPs.
• Building budgets tightened.
• Strong existing In-Plant that could do more with the right tools.
• Opportunity existed to strengthen our product offerings to better meet
current and future needs.

9. Workflow Challenges to Address
• At/near capacity of manually entering orders.
• Keeping up with thousands of carbonless order forms.
• Only one staff person handled electronic files.
• Minimum turn around time was 3-4 days.
• Too much time spent in pre-press trouble shooting (usually
font issues).
• Costs of staying current with all desktop software for both PC
& Mac, not to mention application training.
• Imposition was a manual or semi automatic process at best.

10. Workflow Challenges to Address
• Bottleneck in scanning in hard copies.
• Business Cards being sent out for printing.
• Creating proofs took staff time and delayed jobs or was
skipped.
• At/near capacity on offset presses.
• Lack of staff skill redundancy in
a couple of key areas (pre-press).

11. New Workflow Focus
• Allow staff (Administrators, Teachers and Printing Production
Staff) to better focus on what it is that they do best, while
helping control costs.
• Employ a print strategy to reduce costs and provide tools to
end users that would allow them to decide on their own to
use Printing Services more.

12. Workflow Solution
Job AutoFlows
to Printer
Job is Delivered
to User
SurePDF Driver
Streamlines Ordering
WebCRD Web to
Print Job Submission
QDirect Rules-Based
Processing & Output
Management
QDirect.SCAN Hard
Copy Job Submission

13. Types of WebCRD Workflows
• Types of ordering- ad hoc, catalog, templates/variable
• Inventory management with triggers for re-order points
of forms

14. Results: Summary
• The shift in orders has helped increase the b/w letter impression balance between our office fleet and
production equipment from 25% to just over 50%.
• Customers are saving on average 30 minutes or more per week fulfilling their printing needs (now 10
minutes placing orders and 5-10 minutes making copies.).
• Next day delivery on at least 69% of orders received has been key for customers to naturally feel
comfortable in changing their print habits.
12,491 29,023 51,191 81,759 92,148 104,651
07-08 08-09 09-10 10-11 11-12 12-13
Total Orders Produced
(2007-2012)

15. Results: Production Efficiency
What is our one day number of orders received record? 1,055 on 8/12/2013
197
314
354
429
Orders per Workday
09-10
10-11
11-12
12-13
42%
61%
68% 69%
AutoFlow % of Total Orders
Year

16. Stackers and Two-Up
Stackers for lights-out printing extends
production approximately 20% per day.
Approximately 40% of all BW printing
and 90% of all Full-Color print 2-
UP, saving the district thousands
annually.
Automated workflow enables productivity and savings

17. Labor Impacts
• About 30 minutes saved per week x 9 months = 19.5 hours of gained
productivity per employee x 2,500 regular customers = 48,750 est. hours
returned to achieving our District mission, vision and goals.
• Reorganized Printing Services Staff – specifically prepress, customer
service and scanning positions.
• AutoFlow™ rules and lights-out-printing helped reduce Contractor
Seasonal Hourly help by 47% which gives us room for growth.

18. Direct Cost Benefits
• Print shop budget reduced ~$2,500 for native software licenses and
training annually.
• Increased volume has allowed us to experience some bulk supply
purchase savings for coil 25% saved and specialty paper 23% saved.
• Producing business cards in-house instead of outsourcing reduced our
costs by over 75%.
• Multi-up printing decreased our b/w annual click volume by just over 10
million clicks a year.
• Revenue from 2008-09 to 2012-13 increased 38% due to extra capacity
and new programs despite reduced costs.

19. New Programs / Projects
• More time to focus on higher end projects requiring specialty
finishing and variable data.
• School planners are printed internally instead of being
outsourced.
• 12 of our 20 Elementary Schools will print their 2013
yearbooks at our In-Plant and we continue to grow this
program. (Each saving about $8-$10/book)
• Major emphasis on how we partner to
deliver curriculum.

20. It’s All About the Students
• We wanted to do more to support personal learning and
stretch resources!
– In 2012, the district, and every school, made Adequate Yearly Progress (AYP). We are the only district
in the nation of our size to make AYP at each one of our schools for 10 consecutive years!
• In partnering with our Education Services Department we
changed how select curriculum is purchased.
• New Book Assembly module for WebCRD.
• Goal is to give our teachers
the tools to only print the
pages they need.

21. In-sourcing to Maximize Value
• Faster turnaround allowed us to take on mid-range jobs that
would have been produced on MFPs.
• Working smarter expanded the capacity of our staff to
produce more orders.
• Efficiencies and Lights-out production allow us to keep more
complex or longer production jobs in-house.
• Easier to say “Yes” and feel comfortable.
• Staff feel a greater sense of job satisfaction.

22. How Our In-Plant Stays Relevant
• Adding capabilities and services is vital.
• Be perceptive about how we make our customers successful.
• Seek opportunities. Make sample or demonstrate capabilities.
• Pitch new ideas and capabilities to balance District changes.
• Educate customers about costs and options.
• Leverage the workflow and AutoFlow™ every chance we get!

23. Questions?

24. Contact Info and more information
http://bit.ly/BVCasehttp://bit.ly/BVIPG
jgillam@bluevalleyk12.org
(913) 239-4042
• www.rocsoft.com for info, case
studies and product demos and
videos
• RSAinfo@rocsoft.com
Blue Valley Article Blue Valley Case Study
Contact Me- Jason Gillam Contact RSA