Print Shop

It provides homeless and at risk youth the opportunity to learn fundamental work and life skills. The Print Shop is located at Eve's Phoenix- see Exhibit 1 for a description of Eva Smith and her vision. The youth are paid entry-level wages and are accountable for duties and responsibilities that mirror those of most printing operations. Even before the youth are hired, they Job shadow to get an appreciation of working in the graphic communication industry. The Print Shop is based on a blended value proposition which entails social, economic and environmental dimensions.It is dedicated to â€Å"continuing asset building† so that the youth can come self-sufficient in the long term. Success is achieved if both the youth and the Print Shop develop self-sufficiency. Operations The Print Shop specializes in â€Å"trainee- friendly' print work, typically small format Job printing (1 1†³ x 17† and under) in one color and 2-3 spot color reproduction. It can work with most g raphic design software programs. In-house graphic design work is also available. Commercial projects Include business cards, letterhead, business cards, forms and brochures.Finishing services Include trimming, folding, scoring, perforating and shrink- wrapping. The Print Shop occupies 800 square feet In Eve's Phoenix. It has four presses: an A. B. DiCk 360, an A. B. DiCk 9810, a Heidelberg CM. 46 and a Multiple 1 250, all with color heads, and other donated equipment. Michael Ralph joined the Print Shop as its business manager after a long career in advertising. His role is to manage the systems, the people and the business opportunities of the Print Shop. His challenge is â€Å"to make sure that the fine line between training needs and business demands is relatively constant. The Print Shop is supported by an advisory board which includes senior members of the graphic communications industry. The board revised advice on curriculum, employment opportunities and technology. See Exhi bit 2 for the members of the advisory board as well as the Print Shop's organizational context. The Print Shop participates actively In the graphic communications Industry; for example, It has had booths at trade shows. Curriculum training and counseling for three weeks; 2. They get on-the-Job print shop training for 20 weeks; and -2- 3. They make Job connections and career development in the last four weeks.They learn fundamental employability work habits (e. G. , team work, attendance, punctuality and safety) as well as a customer service orientation. Youth learn about the graphic communications industry and go on tours of organizations so that they can see where they might work after graduation. The Print Shop brings in peer mentors to assist both the trainees and the instructors with training and production. The peer mentors are themselves Print Shop graduates. Once the youth graduate, they stay connected to the Print Shop through a two year follow-up program.They receive traini ng in Job planning and organization, prepares using various software programs on both PC and Macintosh platforms, small offset press operation and binding and finishing. The program is delivered by two well experienced faculty, Patrick Fisher and Bill Kid, who work part-time. They have a deep appreciation of the challenges that their students have faced in the past and are patient and flexible in how they deliver the curriculum. Outcomes The Print Shop started production in 2002. It trained ten youth in print shop and small business skills – six graduated and four were employed.In 2003, all 1 1 graduates have gone on to graphic communications programs or to commercial print shops. While four lost their opportunities, two have been re-employed. Graduates eave become press helpers and operators and production assistants, earning between $8. 00 and $14. 00 an hour. Every year, a graduate is awarded the Toronto Club Printing House Craftsman's Student Award. In 2003, the Print Sho p had revenues of $50,000, achieving 30 per cent business cost classificatory. It got 80 per cent of its work from other community organizations and 20 per cent from ‘caring corporations'.