Auxiliary Services

Snail Mail 2.0

Campus Enterprises

The remodel of a dining hall at The University of North Carolina at Greensboro was going to displace more than 5,000 student mailboxes. While thousands of those mailboxes were used infrequently—having been abandoned in the age of email and social media—they couldn’t be discarded entirely because there were still care packages from mom and dad and the occasional Amazon order to deliver.

Fiscal Management to the Rescue

Drexel Business Services OneCenter

No one disputes that the management of the seven units housed under the Drexel Business Services (DBS) department worked hard. The units generate $68 million in revenue, $38 million in expenses and $5 million in expense recovery annually for the Philadelphia-based institutions. The units’ respective managers were responsible for their own budgets, purchasing, accounts payable, reconciliation, cash handling, forecasting, HR and quarterly reporting.

Campus Store at University of Southern Indiana

Simplifying Book Purchases

Just as sales in the publishing industry have been declining, the University of Southern Indiana (USI) Campus Store, in Evansville, has seen sales fall an average of 10 percent per year the last few years.

With new and used book sales accounting for 60 percent of revenue in the store, Steve Bridges, assistant vice president for finance and administration, and his team knew something had to be done.

Environmental Health and Safety at Texas A&M Health Science Center

Mobile Emergency Preparedness

Texas A&M Health Science Center is responsible for ensuring the safety and security of its faculty, staff, and students on eight campuses. Educating and informing the community regarding how to best respond to emergency situations—such as chemical spills, man-made emergencies, or natural disasters—was historically done through printed materials and the center’s website.

Publications and Printing Department at University of West Georgia

Consolidated Output

UWG's pub and print department was mandated to become self-funded by 2013. The department searched and found equipment that could meet its needs affordably in other departments and shifted them to pub and print. Worker responsibilities were realigned and some student work was offloaded to the students themselves. The efforts generated both productivity improvements and financial savings.