UNIVERSITY PRESS OF FLORIDA
15 NW 15th Street Gainesville, FL 32611-2079
voice (352) 392-1351 fax (352) 392-7302
An Equal Opportunity Institution
Florida A& M University
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University of West Florida
To: Janie Fouke, Provost
From: Meredith Morris-Babb, Director
Date: February 28,2007
Re: UPF budget requests, FY 07-08
1. Mission and Purpose
Established in 1945, the University Press of Florida ranks within the top third
of publishing houses in the Association of American University Presses
(AAUP) and is the second largest university press in the Southeast in new
titles published. The Press has been an important element in enhancing the
scholarly reputation and worldwide visibility of the State University System
(SUS). The press is a member of the AAUP, the Association of American
Publishers, and the Society for Scholarly Publishing.
The press participates in the mission of the State University System through a
publishing program that seeks to maintain the professional excellence of
America university presses in general and to present the finest national and
international scholarship in those academic areas in which we publish. As a
nonprofit publishing house, the Press operates as both a Type 1 Research
Center in the SUS and as a publishing business. In its latter role, the Press
recognizes the need to operate the business and financial dimensions of its
publishing activities in a responsible manner so it may continue to generate
increased revenues that help sustain our program and support its growth and
development. To this end, we define our programs to include vigorous and
imaginative promotion, sales, and distribution, both domestically and
internationally, in order to achieve maximum dissemination of our books.
2. Goals and Expected Outcomes
In our three-year strategic plan of 2006-2008,
UPF outlined the following
a. Sales. Sales revenues are budgeted to increase from $2,919,921 to
$3,273,665, an increase of 12.1%.
b. Title Contracted. Acquisitions will sign 130 new contracts.
c. Titles Published. The press will publish a minimum of 90 new titles.
d. New Technology. The EDP (Editorial, Design, and Production) department
will continue to upgrade with technological advances in typesetting and design
software used. The migration from OS 9.2 and Pagemaker 10 to OS 10.4 and
InDesign 2.1 was completed this year. Editorial will adjust their type coding
system to accommodate the needs of InDesign. All files will be saved in PDF
format and archived as such for future use in other media delivery systems.
Continued improvements in e-Commerce include a complete update and
redesign of the website, continued development of automated updates of web
content, inclusion of promotion and publicity information, such as author
appearance schedules and exhibit schedules, adding titles of related interest
to book pages, multimedia presentations, and listing publication dates of
The press-wide database is outgrowing its application capabilities. The move
to an SGL web-based database began this year, with the transition coming in
the next fiscal year with the purchase of an additional server. The retired
server will be used to advance email capabilities, by adding remote-access
e. Additional Revenue Streams. The scanning of 425 of our titles into the
Google Print@ program for full-text search will be completed this year. The
Press now has 842 titles with NetLibrary@, and over 130 titles available
through Print-on-Demand technology. We plan to add 20-25 titles to Google
Book, Net Library and Ebooks each year, and convert at least 25 titles to POD
(Purchase on Demand). The subsidiary rights revenues are budgeted for
$55,000 this year and reflect the addition of our newest management member,
the Director of Development. Fundraising drives will include initial exploration
of the on-line Florida encyclopedia, new series development in Middle East
and Natural History, and specific title subsidy in architecture and art history.
3. UPF and the UF Strategic Plan
As an SUS Type 1 Center hosted by UF, we are cognizant of the need to stay
true to our core mission of scholarly publishing while addressing the strategic
needs of our host institution and the other SUS member universities. To that
end, our strategic goals reflect the desire to reach top-level academic
publishing, enhancing the international presence of the SUS universities and
contributing to scholarship in an evolving manner of delivery.
Our overall objective is to continue to be ranked in the top one-third of
university presses in the nation, as measured by new titles published and
sales volume. This will be accomplished through:
1. Winning major awards for scholarly excellence.
2. Increasing visibility through favorable book reviews, on-line
access to the scholarship, and publicity for the press and its
3. Advertising and exhibiting to the national and international
4. Receiving grants to fund important projects.
5. Continued exposure of our regional titles through newspaper,
magazine, and on-line reviews.
1. Maintain new title output at a minimum of 90 new titles each year.
2. Maintain the number of titles edited online at 100% of the list.
3. Maintain in-house typesetting capabilities, using desktop
publishing equipment to typeset, design, produce, submit to printers,
and archive 100% of the list.
1. Maintain a positive differential between increases in income and
2. Achieve an annual average sales increase of 4.6% during the
3. Develop and maintain a viable development office for additional
1. Increase operating efficiency and cost-effectiveness by keeping
abreast of industry trends and incorporating technological
advancements in electronic publishing, information management,
and manufacturing methods.
2. Continue staff development programs to further enhance
knowledge and productivity in order to support enhanced technology
and operational systems.
4. Core Achievements
a. Successful reorganization of the Sales and marketing Departments into
a combined department with a new manager for Marketing and a new
manager for Development
b. We are on track to meet a very aggressive sale goal of 3.2 million in
sales revenue by June 30, 2007
c. We have already won sixteen major awards including awards for Choice
and the American historical Association.
d. We have recruited 3 Core committee members to build our
Development Advisory Board. By June 30, our board should have 12
active, fundraising members.
e. To date, we have signed 72 full projects and 27 provisional projects to
contract, propelling us beyond the 120 projected by June 30.
5. Challenges to success
These remain the same as last year money and space.
a. Our number one impediment to success remains the inadequate space
for all personnel under a single roof. Five press members work in Yon
hall, and all meetings with two or more departments must use
classrooms in the CBD building. New regulations for secure credit
card/fax facilities are taxing our circa 1940s buildings to the maximum.
The loss of our parking area has created enormous stress for the entire
b. Inadequate server space and filing capacity for our databases and files
also remains an impediment. With 2400 books in various forms of
publication, we have enormous paper and electronic storage needs.
c. Lack of capital funds to secure high-profile projects. With our
decreasing cash reserves, we are no longer able to offer competitive
advances against future royalties. Without high-profile authors and
books, we will remain a second-tier press.
6. Improvement strategies
a. Contribution to Scholarship.
Every university press must be judged by its regular publication of works
that advance scholarship. Appraisals of the significance of contributions
made by its publications should take account of breadth and depth of
impact. While tracing the direct or indirect effect of publication is not easy,
in gauging depth one can look for evidence in the reviews, awards and
citations, debates, discussions, and other scholarly response. The best
measure of breadth is sales figures.
b. Contributions to the region in both scholarly works and books for general
As a Type 1 Center in a publicly supported university system, the press
has an obligation to publish titles of state and regional interest. While
publishing regional studies for the general reader has not counted as
heavily within university press community as the acknowledged service to
the academy, the ability to enlighten generalists, perform public outreach,
and encourage new readers has an honorable place and long history
among university presses. Regional reviews and sales can best gauge
success in this area.
c. Quality of the list.
Scholarly books published by the Pres should maintain a level of
excellence as measured by the importance of the research and the
effectiveness of the presentation. Academic awards, design awards, and
especially reviews in professional and academic journals are important
indicators of the quality of our list.
d. Enhancement of the State University System.
Publications of the press reflect many of the academic strengths of the
SUS's faculty, and the press continues to develop new connections with
various centers and departments. Indicators of success are reviews in
foreign and domestic media, distribution of press books through national
and international outlets, the creation of publication series, distribution
services for books not published by the press, alliances with other state
and regional agencies, and the press' s presence at academic and
e. Financial effectiveness.
Financial effectiveness involves the measurement of cost against benefits
and the daily generating, monitoring, and distribution of financial resources.
Along with day-to-day concerns, the press must manage its financial
resources so it may achieve its long-term publishing goals.
Measures of success include the level of predictability provided by our
long-range three-year plans, comparison of actual with projected income
and costs presented in our yearly budget, positive variances in monthly
cash flow statements, and the accuracy of projected costs and income in
our individual title budget projections.
f. Operational performance.
How effective is the press in performing the traditional publishing activities
found in acquisitions, copyediting, design, production, marketing, order
fulfillment, and daily financial operations? Success in these areas is
monitored by individual department schedules and budgets.
g. Coherence of the Publishing Program.
The Press concentrates its publishing efforts in defined areas. A focused
list plays an important part in achieving quality by attracting authors known
for their work in these areas and by encouraging editorial expertise and
h. Achieving and maintaining optimal size.
Growth is sought principally for the increase of influence and visibility that
an optimal size provides. Questions of size are usually determined by the
growth in number of publication, but this growth must be accompanied by
concomitant increases in sales volume. In other words, we continue to
grow through our success.
Introducing innovative systems and procedures at the press- involving
types of publications and formats, production technology, design,
marketing, and business systems- is vital. Such innovation includes the
increased use of computer technology, the creation of cooperative
procedures that pool resources, partnerships with outside entities to
increase the presses exposure and the development of financial statistics.
The best way to measure successful innovation is comparison with other
In order for its program to make a full contribution, a press should be active
internationally. The University Press of Florida has established itself
regionally and nationally and is expanding its global presence. Indicators
of success are export sales, reviews in foreign journals, co-publication
agreements with foreign publishers, and the ability to attract distinguished
7. Unit culture
For this, I include our newly revised mission statement:
Who We Are
As the official publisher for the State University System, the University
Press of Florida (UPF) has been engaging educators, students, and
discerning readers since 1945. UPF has published over 2,500 volumes
since its inception and currently releases nearly 100 new titles each year.
We serve as active members of the American Association of University
Presses, the Association of American Publishers, the American
Booksellers Association, the Southern Independent Booksellers Alliance,
and many diverse scholarly organizations. Located in a state built from
exploration and enterprise, we approach our mission with that same spirit
What We Do
We are a vital link between knowledge and its many applications. By
facilitating the creative exploration, exchange, and evaluation of ideas we
provide a forum to better understand and experience the world around us.
We are part of a collaborative network of authors, manufacturers,
distribution channels, libraries, bookstores, and consumers that serves to
ensure the chain of knowledge remains viable, transformative, and
beneficial. We operate within a framework that values innovation,
resourcefulness, sound management, and fiscal responsibility in order to
generate revenues that sustain our program and support its development.
We endeavor to produce works of global significance, regional importance,
and lasting value.
Why We Matter
Our commitment to public service through high quality, relevant, and
dynamic publications makes us a reliable source in this busy digital age.
Upholding the values of our affiliate institutions of higher learning, we
encourage the pursuit of truth, meaning, and self-determination while
promoting interaction and a sense of community. From sowing the newest
seeds of scholarship to preserving important voices from the past, the
University Press of Florida is poised to embrace the opportunities of the
We invite you to Discover the World with Florida Books.
8. Budget Requests
I repeat our requests of last year, as they remain vital links to our future
success. The two non-recurring expenses will allow us to maintain a
responsive and accurate flow of information to our primary customers and
hence, increase our efficiency. Moving to an SQL web based database is
essential to our need for flexible, responsive growth of our products. This will
help us with the "re-purposing" of our information in varied formats and
media to meet the challenges of our multi-media world. We have already
hired an OPS programmer to begin work on the system, but we need help
purchasing the software and server capacity to house these systems. The
EDI module for our inventory program allows streamlined flow of information
between UPF and our major distributors and booksellers. This will keep the
number of personnel needed in order entry and accounts receivable at their
The recurring costs reflect our present level of subsidy along with projected
funds needed to house the entire staff under one roof. This one item, more
than anything, is preventing the press from developing the seamless, efficient
culture I know we can achieve.
2007-08 Program Review
College/Unit: Univerity Press of Florida, FY 08
Justification Description of Project Amount Space
(Page location Availability
of narrative) (yes/no)
Page 1 Edi implementation 16,200 yes
Page 1 SQL database upgrade 24,328 yes
Funding Area Salary Plan Months Salary Resources Office/Lab
Justification (If interdisplinary, (Faculty,TEAMS,G Title Appointed FTE (Includes (office/lab Space
(Page location note RAOPS) (9,12) fringe renovation and/or Availability
of narrative) College/Department benefits) equipment) (yes/no)
2007-08 Program Review
College/Unit: Univerity Press of Florida, FY 08
Justification Description of Request Amount
Page 1 Annual operating Subsidy 642,901
Page 1 Annual proposed rent on office space 200,000
Funding Area Salary Plan Months Salary Resources Support Office/Lab
Justification (If interdisciplinary, (Faculty,TEAMS,G Title Appointed FTE (Includes (office/lab (office Space
(Page location note RAOPS) (9,12) fringe renovation and/or support, Availability
of narrative) College/Department benefits) equipment) travel) (yes/no)