Noticias

  • ¿Cuál es la importancia de la norma ISO 9001 2015 en el sector de la hostelería?

    ISO 9001 2015

    ISO 9001 2015

    ISO 9001 2015

    La norma ISO 9001 2015 ofrece todos los requisitos necesarios para establecer un Sistema de Gestión de la Calidad. Una vez establecido es necesario pasar la auditoría de certificación para obtener el sello en calidad que puede ser mostrado a todos los clientes o personas interesadas.

    Los sellos de calidad son la formalización de un certificado basado en la norma ISO 9001 2015, es decir, de un documento que garantiza a un cliente o a una organización que trata de establecer que participa de forma activa en los procesos de gestión de calidad, esto puede tener muchas lecturas, pero en general, es un punto muy positivo, especialmente en los sectores que se encuentran relacionados con el turismo y la hostelería.

    Muchas organizaciones invierten su dinero en mejorar los sistemas de producción y lo consiguen gracias al esfuerzo realizado para obtener el sello de calidad, es decir, la etiqueta que garantiza que estamos hablando sobre una empresa con mucha competitividad y los productos que ofrece son de una elevada calidad.

    Además de ser un indicativo de confianza para los usuarios de un servicio, podemos hablar sobre los factores que convierten a los sellos de calidad en algo muy importante para las organizaciones del sector de la hostelería.

    Las dos dimensiones de la calidad

    La falta de sellos de calidad en cualquier organización turística o que se relaciona con la hostelería, puede suponer la pérdida de clientes, además de un incremento de los costes, deterioro del clima laboral por posibles quejas y la oferta de precios menores por los servicios ofrecidos.

    Según las teorías, la calidad se encuentra percibida por los clientes en dos dimensiones: una técnica o resultado, lo que se llama calidad técnica, y otra dimensión funcional o de proceso. Dentro del sector, la calidad funcional es mucho más valiosa que la técnica. Hay que tenerlo en cuenta.

    Los sellos de calidad

    El sello de calidad sirve para modificar la percepción de cliente y controlar que todo lo estamos haciendo bien o mal. En España, se controlan por medio de 3 normas, una española UNE, otra europea EN y la internacional ISO.


    Se tiene que realizar una evaluación de la calidad según la norma #ISO9001 2015
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    La ISO 9001 2015 se basa en la normalización de procedimientos en los servicios, es decir, la manera en la que hacen las cosas. Al implantar la norma ISO 9001 2015 en una organización de hostelería, se obtiene un sello de calidad que abre las puertas del mercado internacional y que asegura a los clientes un elevado nivel de servicio.

    Desde la perspectiva de la oferta, el sello de calidad, sea cual sea, es una herramienta de protección, de diferenciación, de promoción y comercialización. Algunas personas consideran también que los sellos de calidad se engloben dentro de estrategias de segmentación de mercados y distribución que permiten acceder a todos los perfiles diferentes que cuando no se tienen. Para la demanda, es decir, para el consumidor el sello en ISO 9001 2015 es un medio de información. Para entenderlo mucho mejor, el visitante o el huésped, utilizará este sello para identificar el origen del servicio que se encuentra en el momento de comprar y conocer algunas cosas referentes a la calidad y las características del servicio. El sello refuerza asociaciones generalmente positivas ya que se pueden identificar todos los beneficios del servicio, el nivel de conocimiento, la imagen, etc. El sello de calidad ISO 9001 2015 funciona de forma básica como un medio de información que permite un proceso de decisión de compra de una forma mucho más confiada.

    El sello de calidad ISO 9001 2015 presenta una función muy importante y es la de añadir un valor extra al establecimiento, de cara a la competencia. En España, el sector de la hostelería presenta un nivel muy elevado de competencia, además el mercado turístico se encuentra cada vez más segmentado, ante estos dos factores, es necesario encontrar mecanismos para incrementar la competitividad y el rendimiento empresarial. El sello de calidad ayuda mucho en este sentido, no solo de cara al exterior sino también en el interior de la organización porque ayuda a optimizar los procesos consiguiendo una mayor eficiencia. En la misma línea, tener el sello de calidad establece una mayor especialización y la consiguiente diferenciación de los competidores emergentes y habituales.

    Software ISO 9001

    Para controlar este y otros aspectos del Sistema de Gestión de la Calidad ISO 9001 una solución más que apreciable sería la automatización del mismo. Existen herramientas como el Software ISOTools Excellence que realizan este trabajo de automatización, aportando beneficios como resultados excelentes, eficacia y efectividad, máximo retorno de la inversión, impacto positivo en calidad, facilidad en la toma de decisiones, gestión del conocimiento o el ahorro de tiempos y costes.

    La entrada ¿Cuál es la importancia de la norma ISO 9001 2015 en el sector de la hostelería? aparece primero en ISO 9001:2015.

    Thu, 02 Jun 2016 1:30:43
  • ¿Cómo conseguir el éxito sostenido en tu empresa?

    Existe una norma internacional ISO 9004 de Gestión Avanzada, que proporciona orientación a las empresas para  conseguir el éxito sostenido en un entorno complejo, cambiante y exigente como el actual.

    La norma siempre mantiene un enfoque de gestión de calidad, aunque más amplio en ciertos sentidos que la 9001 ya que trata las expectativas y requerimientos de todas las partes de la organización, dando así una orientación de sistema que busca mejorar el desempeño de la organización con un punto de vista global. Esta norma, a diferencia de otras de la misma familia, no necesita la certificación externa. Además, la ISO 9004 se centra en la autoevaluación e implanta como objetivo la excelencia. Ahora bien, ¿qué significa el éxito sostenido y qué implica la norma ISO 9004 para las organizaciones?

    El éxito sostenido

    De acuerdo con la información que aporta ISO, el éxito sostenido de una organización se logra por su capacidad para satisfacer las necesidades y las expectativas de sus clientes y de otras partes interesadasDicho éxito sostenido no tiene una visión de inmediatez, si no todo lo contrario, ya que genera estrategias a largo plazo y favorece el crecimiento equilibrado. El éxito sostenido se puede lograr trabajando sobre varias esferas:

    – La gestión eficaz de la organización.

    – La toma de conciencia del entorno en el que se desenvuelve la organización.

    – El aprendizaje.

    – A través de la aplicación de mejoras e innovaciones.

    La norma suele ser adoptada por empresas u organizaciones que ya cuentan con la certificación ISO 9001 y que desean dar un paso más hacia la gestión de la calidad, de forma sostenida. Dichas normas son complementarias aunque pueden vivir de forma independiente. Aquellas empresas u organizaciones que no cuenten con la certificación ISO 9001,  deben tener implantado un sistema de gestión de la calidad que pueda ser demostrado, como mínimo; es decir, deben contar con al menos, una base.

    Beneficios de la gestión del éxito sostenido

    La implantación de la norma ISO 9004 tiene muchos beneficios, no solo para la organización si no también para el mercado y los clientes de la empresa. A continuación, analizaremos brevemente cuáles son estos beneficios.
    En cuanto a los resultados de las operaciones, se ha comprobado que se registra una mejora notable ya que la norma permite a las empresas obtener respuestas más flexibles y rápidas y a su vez, les da capacidad de adaptación a las nuevas necesidades del mercado y a las posibles oportunidades que van apareciendo. Todo esto se traduce en un incremento en los beneficios y una mayor confianza en la empresa de cara al exterior, lo que permite también establecer mejores alianzas con proveedores que quizás antes no habrían podido realizarse.

    Internamente, la empresa obtiene mucha estabilidad, la eficiencia aumenta porque las personas se sienten más comprometidos y las condiciones de trabajo mejoran. La satisfacción laboral promueve la motivación de la fuerza de trabajo y además, reduce la rotación y los despidos. Con todo ello, el crecimiento va llegando poco a poco y por sí solo, de manera sostenida.

    Desde la parte de los clientes, los beneficios también se hacen notar rápidamente: vemos que, por ejemplo, la empresa tiene más poder de comunicación externa. Se establecen nuevos canales de comunicación con los clientes y también con los proveedores. Se suele registrar una reducción del impacto medioambiental, lo que también ayuda a reforzar la imagen de la empresa que cumple eficazmente con la legislación y se ve comprometida con la sociedad. La fidelización de los clientes crece ya que los productos y servicios recibidos tienen más calidad y nuevamente, los beneficios de las ventas aumentan de forma equilibrada. Finalmente, la notoriedad de la organización crecer y en contraposición con las demás empresas del mercado y sector, se gana en competitividad e imagen al aspirar a la excelencia empresarial. 

    La gestión centrada en el éxito sostenido propone a las empresas evolucionar de manera escalonada, pasar de un sistema válido y pertinente como el que propone la ISO 9001 de gestión tradicional, hacia uno más sofisticado todavía, el de la ISO 9004, que propone un modelo de excelencia para las organizaciones.

    La norma tiene vocación universal, es decir, puede ser aplicada a organizaciones de cualquier sector.

    La entrada ¿Cómo conseguir el éxito sostenido en tu empresa? aparece primero en Blog Calidad ISO.

    Tue, 17 May 2016 3:00:50
  • Importancia de los sellos de calidad en la hostelería

    Los sellos de calidad son la formalización de un certificado, es decir, de un documento que garantiza a un cliente o a una empresa que se trata de un establecimiento que participa activamente en procesos de gestión de calidad, esto puede tener muchas lecturas, pero en general, es un punto muy positivo, especialmente en algunos sectores como el turismo y la hostelería.

    Miles de empresas invierten en mejorar sus sistemas de producción y consiguen gracias a su esfuerzo, el “sello” de calidad, la etiqueta que garantiza, entre otras cosas, que se trata de una empresa con alta competitividad y cuyos productos son de alta calidad.

    Además de ser un identificativo de confianza para los usuarios de un servicio, podemos hablar de otros factores que convierten a los sellos de calidad en algo muy importante para las empresas de hostelería.

    Las dos dimensiones de la calidad

    La falta de sellos de calidad en cualquier empresa turística o relacionada con la hostelería, puede suponer la pérdida de clientes, además de un aumento de los costes, deterioro del clima laboral por posibles quejas (especialmente en temporada alta) y la oferta de precios menores por los servicios ofrecidos.
    En hostelería, como todos sabemos, los encuentros con el servicio son absolutamente decisivos para poder realizar una evaluación de la calidad.

    Según los teóricos, esta es percibida por los clientes en dos claras dimensiones: una técnica o de resultado (es decir, qué reciben), lo que llamamos calidad técnica, y una dimensión funcional o de proceso (es decir, la forma cómo lo reciben). En este sector, la calidad funcional es mucho más valiosa que la técnica. Hay que tenerlo en cuenta.

    Los sellos de calidad

    El sello de calidad sirve para modificar la percepción del cliente y para controlar qué estamos haciendo bien o mal. Estos se controlan por medio de 3 normas, una española U.N.E, otra europea EN y la ISO que es internacional.

    Esta última, la ISO 9001 norma de calidad, se basa en la normalización de procedimientos en los servicios, es decir, la manera en la que se hacen las cosas (calidad funcional). Al implantar la norma ISO 9001 en una empresa de hostelería, se obtiene un sello de calidad que abre las puertas al mercado internacional y que asegura a los clientes un alto nivel de servicio.

    Desde la perspectiva de la oferta, el sello de calidad, sea cual sea, funciona como un instrumento de protección, de diferenciación, de promoción y de comercialización (Valdés Peláez, 2005).
    Algunos teóricos consideran también que los sellos de calidad se engloban dentro de estrategias de segmentación de mercados y distribución ya que permiten acceder a perfiles diferentes que cuando no se tienen. Para la demanda, es decir, el consumidor, el sello de calidad es un medio de información y significado. Para entenderlo mejor, el turista, el visitante o el huésped, usará este sello para identificar el origen del servicio que está por comprar y conocer algunas cosas referentes a la calidad y las características del servicio. Como fuente de significado, el sello refuerza asociaciones generalmente positivas ya que se pueden identificar los beneficios del servicio, el nivel de conocimiento del mismo, la imagen, etc. El sello de calidad, por tanto, funciona básicamente como un medio de información que permite un proceso de decisión de compra más confiado.

    Ahora bien, los sellos de calidad tienen otra función importantísima y es la de añadir un valor extra al establecimiento, de cara a la competencia. En España, el sector de la hostelería tiene un grado de rivalidad muy elevado; además, el mercado turístico está cada vez más segmentado, ante estos dos factores, es necesario encontrar mecanismos para aumentar la competitividad y el rendimiento empresarial. El sello de calidad ayuda mucho en este sentido, no solo de cara al exterior si no también al interno de la organización porque ayuda a optimizar los procesos logrando una mayor eficiencia. En la misma línea, tener el sello de calidad quiere decir mayor especialización y la consiguiente diferenciación de los competidores emergentes y habituales.

    Te invitamos a conocer nuestra oferta formativa en gestión de la calidad, un sector en constante crecimiento.

    La entrada Importancia de los sellos de calidad en la hostelería aparece primero en Blog Calidad ISO.

    Sat, 21 May 2016 3:00:41
  • Seminario: La Escuela “Austriaca” de Economía

    Andes Libres realiza la formación de profesionales en Economía a través del Seminario de la Escuela “Austriaca” de Economía donde se austrian_peopleaborda en enfoque pocas veces enseñado en las aulas universitarias y que ha cobrado un renovado vigor en el análisis económico de los últimos acontecimientos en el mundo colocándose en la vanguardia de la investigación económica.

    Dirigido a todos aquellos estudiantes, profesionales, ejecutivos y empresarios, que desempeñen o se encuentren próximos a ocupar cargos en el área de gobierno, empresa y negocios.

    PLANA DOCENTE:

    Carlos Dávila: Director Asociado de Andes Libres. Economista de la Universidad Nacional de San Antonio Abad de Cusco. Egresado de la Maestría en Economía mención en Gestión Pública y Desarrollo Regional de la UNSAAC, Alumni de la Universidad de Verano del Centro de Estudios Libertad y Desarrollo (Santiago de Chile). Docente de laUniversidad Alas Peruanas.

    Fabrizzio Garmendia: Administrador de empresas de la Universidad Católica de Santa María de Arequipa y Master en Business Administration del INCAE Business School de Costa Rica. Es docente universitario de la Universidad Andina, Universidad Alas Peruanas, San Ignacio de Loyola. Con experiencia en el sector Turismo, Construcción y Consultoría Empresarial en Cusco. Expositor y conferencista en temas empresariales, economía, instituciones, y emprendimiento.

    INVERSION: S/. 20 soles

    LUGAR: Oficinas ANDES LIBRES, Av. Micaela Bastidas 609, Of. 401 (Frente a Emergencia del Seguro)

    FECHA: 10 y 11 de Diciembre de 2015

    HORARIO: Jueves 10 y Viernes 11 de Diciembre 2015 de 6:00pm – 8:00pm

    CONDICIONES DE FINANCIAMIENTO:  El pago se puede hacer en nuestras oficinas hasta el mismo día del Seminario (poco antes del inicio) o con depósito en la Cuenta de Ahorros del InterBank: 427-307657212-9 y mandarnos el voucher por e-mail.

    CERTIFICACIÓN: Los participantes del Seminario en Escuela “Austriaca” de Economía, recibirán un Certificado de Participación al concluir el programa, otorgado por ANDES LIBRES avalada por la red de organizaciones asociadas y contrapartes como Atlas Network, Hispanic American Center for Economic Research – HACER, Center for International Private Property – CIPE,  y  The Heritage Foundation, y CATO Institute.

    REGÍSTRESE: Para formalizar su inscripción y reservar su cupo complete el siguiente formulario:

    FORMULARIO DE REGISTRO

    [contact-form-7]

     

    Thu, 26 Nov 2015 16:41:53
  • Vacancy Announcement for the Position of a Programme Manager - APSP

    The Africa Platform for Social Protection (APSP) is seeking to recruit a Programme Manager for a fixed term of six months starting from June 2016

     

    Job Title:                                Programme Manager

    Department:                           Programmes

    Location:                               Nairobi

    Responsible to:                     Executive Director

     

    Overall Purpose

    To be the focal point in the development of an Africa-wide network of civil society organisations (CSOs) working to promote effective social protection policies in African countries. Working closely with the Executive Director, the PM will engage with CSOs, NGO’s, the UN, regional and international bodies actively working on the design and delivery, monitoring of and advocacy on social protection programmes. The PM will play a key role in supporting the activities of Platform members at country level, strengthening their capacity and equipping them with skills to lobby and advocate on SP. The PM will be a member of the Management Team, managing a team of development officers, leading on the development of programmes and taking parting developing plans and strategies of the APSP as well as deputising for the ED.

    Duties and Responsibilities

    1.    Programme Development 

    • Work with the ED to develop strategies and plans for the delivery of the APSP agenda
    • Monitor new developments in social protection and develop programmes to respond to them
    • Research new funding opportunities and working with the Programme team, develop, write, edit and submit high quality proposals as required
    • Prepare and monitor budgets, ensuring that all programme work is implemented within agreed budget limits
    • Ensure that narrative and financial reports to donors are provided as required.

    2.    Support and coordinate the Platform activities at national and regional level: 

    • Provide organisational development support to Platform members and partners to improve governance, advocacy, and programme implementation, monitoring and evaluation
    • Support Platform members to develop and implement national action plans in their countries
    • Provide general liaison and coordination with Platform members and ensure that a regular news update is circulated to all the Platform members
    • Ensure the development of linkages between Platform members across the continent for purposes of networking and sharing of information and learning

    3.    Lead, coordinate and implement the Platform’s communications and external relations strategy 

    • Represent the APSP and the work of Platform members and partners at meetings with donors, governments and other external bodies.
    • Work with the ED to develop a communications, media and external relations strategy and to manage its implementation.
    • Establish and build working relations with research and training institutions and other relevant stakeholders such as UN agencies with a view to developing partnerships.
    • Establish and build working relations, and develop advocacy channels with appropriate sections of the AU.
    • Advise on, and where appropriate, coordinate lobbying on social protection issues with the AU, the RECS and other international bodies.

    4. Budgeting, Monitoring and Reporting 

    • Work with the ED to prepare the annual budget and provide regular reports as required.
    • Work with the ED to review, on a monthly basis, the APSP expenditures and ensure that they are in line with budgets
    • Working with the ED, develop a process for assessing, selecting and reporting projects implemented by Platform members with APSP support.
    • Prepare programme budgets as necessary during proposal development and development of organisational plans

    5.    Management and Administration 

    • Support the ED in developing and overseeing financial policies, systems and  procedures
    • Contribute to the development of APSP policies
    • Be responsible for managing programme as well as other staff as appropriate
    • Ensure all programme outputs and deliverables are achieved and are of high quality
    • Support the preparation for meetings of the Board by contributing to agendas, briefings, updates on progress at regional and national level etc.
    • Be a member of the APSP Management Team (MT) that meets monthly to discuss and take strategic decisions for the organisation
    • Deputise for the ED 

    PERSON SPECIFICATIONS

    Essential

    • At least 5 years experience in advocacy
    • Experience in communications
    • Successful record of working as a project manager/coordinator  
    • Strong experience working with African community based organisations
    • Excellent communication skills both verbal & written
    • Excellent networking skills and ability to build strong working relationships and foster open communications.
    • Strong project planning skills with proven ability to organise and prioritise tasks and manage own time efficiently;
    • Ability to understand and manage project finances;
    • Proven ability to motivate and inspire others with ideas;
    • Computer literate (Word, Excel, Internet, Outlook, PowerPoint).
    • Willing to travel to countries involved in the project.
    • Fluent in French 

    Desirable

    • Knowledge and understanding of social protection policies and programmes

    The deadline for applications is 24th May, 2016. Send your CV and application letter addressed to the Executive Director, info@africapsp.org

    Mon, 16 May 2016 1:19:24
  • Ganyani Khosa commented on AfCoP Secretariat's blog post Zimbabwe reviews progress in managing for development results

    "We are looking forward to a successful meeting and to further strengthening Results-Based Management (RBM) as the country's results-oriented management framework. We are particularly excited by the commitment by Government to enhance M&E particular…"
    Thu, 16 Jul 2015 11:12:16
  • Ganyani Khosa posted a blog post

    The Government of Zimbabwe Launches the National Monitoring and Evaluation Policy on 15 October 2015. Organised by the Office of the President and Cabinet (OPC), the event was held at Pandhari Resorts and was attended by more than 150 participants.…
    Mon, 19 Oct 2015 0:53:07
  • Becas para estudios de postgrado en Gestión Pública en Corea

    Se extiende fecha para presentar candidatos al Programa de Becas para estudios de postgrado en Gestión Pública en Corea...
    Fri, 27 May 2016 8:27:26
  • BID

    Comunidad de profesionales en Latinoamérica y el Caribe en gestión para resultados en el desarrollo

    La Comunidad de Profesionales y Expertos en Latinoamérica y el Caribe en Gestión para Resultados en el Desarrollo (CoPLAC-GpRD) inicia sus labores a mediados del 2005 como un componente clave en el proceso de aumento de capacidad sostenible a nivel nacional. CoPLAC-GpRD es una red integrada por grupos de actores en nueve núcleos:
    1. Red de Presupuesto por Resultados, integrada por los Directores de presupuesto o autoridad responsable del diseño y la ejecución del presupuesto nacional;
    2. Red de Monitoreo y Evaluación, una iniciativa conjunta con el Banco Mundial;
    3. Foro Parlamentario en GpRD, integrado por miembros del Congreso que trabajan en las Comisiones de Presupuesto del Parlamento;
    4. Red de Ejecutores del PRODEV, integrada por los coordinadores de los programas de cooperación técnica PRODEV (CTP) en los países;
    5. Red de Sociedad Civil, convoca a todos los miembros de la sociedad civil: ONGs, líderes de opinión, medios de comunicación, académicos, universidades, think-tanks, etc. involucrados en la responsabilidad social de sus gobiernos;
    6. Red de Gobiernos Subnacionales, integrada por las autoridades responsables del diseño y ejecución del presupuesto y planificación a nivel municipal o estadual;
    7. Red de Planificación, integrada por los Ministros, Viceministros, Secretarios y Directores de Planificación en los países de Latinoamérica y el Caribe;
    8. Red de GpRD y el Sector Privado, integrada por ejecutivos de empresas privadas multinacionales de Latinoamérica o multilatinas, multinacionales con operaciones en Latinoamérica y el Caribe; pequeñas y medianas empresas y think-tanks, la comunidad de conocimiento del sector privado y asociaciones privadas; y
    9. Red de Sistemas nacionales de inversión pública, integrada por los responsables de los sistemas nacionales de inversión pública. Es unainiciativaconjunta con CEPAL.
    El PRODEV cree firmemente que a través de CoPLAC-GpRD es posible desarrollar y mantener mejores prácticas en la gestión del sector público. Hemos identificado diferentes grupos de actores principales que participan en el proceso de GpRD, comenzando gradualmente con distintas clases de eventos, tales como talleres, seminarios, conferencias y cursos.
    En cada núcleo de expertos los temas de discusión se tornan cada vez más selectivos y los grupos adquieren su propia identidad conceptual y procedimientos. Esto permite el rápido consenso y progreso, dado que estamos trabajando con grupo relativamente pequeño. Una vez definidos el marco conceptual general, los procedimientos y las regulaciones para reuniones y la dinámica de trabajo, el grupo comienza a crecer, se amplían los temas de discusión y la integración con otros actores aumenta.
    Primera Reunión Regional de la CoPLAC-GpRD. Realizada en Medellín, Colombia en noviembre del 2009, la Primera Reunión de la Comunidad de Profesionales congregó a más de 100 personas de Latinoamérica y el Caribe, África, Asia y Europa. Entre los participantes se encontraban: miembros del Comité Directivo de CoPLAC-GpRD, integrado por los altos mandos de cada uno de los 6 núcleos de CoPLAC-GpRD; otros miembros de los núcleos de CoPLAC-GpRD, representantes de la Región del sector Privado, Academia, Funcionarios del Gobierno Colombiano y entrepreneurs; así como funcionarios de organizaciones internacionales tales como la OECD y el Banco Mundial.
    El Premio de Gestión para Resultados en el Desarrollo fue entregado a funcionarios de alto nivel de diferentes partes del mundo dada su labor en sus países en temas de Gestión para Resultados en el Desarrollo. Estos funcionarios también han sido seleccionados en la Tercera Edición del Libro de Consulta sobre Buenas Prácticas Emergentes de Gestión para Resultados en el Desarrollo. Entre los líderes mundiales en GpRD seleccionados para recibir este premio están:
    • El Presidente de Colombia, Álvaro Uribe, por su rol en la transformación de la gestión pública;
    • Mario Marcel, Gerente del Sector de Capacidad Institucional y Finanzas en el Banco Interamericano de Desarrollo, y Ex Director de la oficina de Presupuesto en Chile, por su compromiso con el presupuesto por resultados.
    • H.E. Ministro Mohammad Ehsan Zia en reconocimiento a su liderazgo en el Programa Nacional de Solidaridad.
    • Sylvester Obongo por su compromiso con los resultados para los habitantes de Kenia.
    • Mamadou Abdou Gaoh Sani por el Desarrollo de una Cadena Nacional de resultados para la Estrategia de Reducción de la Pobreza en Níger.
    Sat, 14 Sep 2013 10:41:00
  • Concurso “Gobernarte: El Arte del Buen Gobierno”

    Estimad@s miembros de REDLACME: 

    Nos complace compartir con ustedes el lanzamiento del Concurso “Gobernarte: El Arte del Buen Gobierno” del Banco Interamericano de Desarrollo, el cual tiene como objetivo identificar,  premiar, documentar y diseminar las mejores innovaciones en gestión desarrolladas en el 2do nivel de gobierno, es decir aquellas implementadas por los estados, provincias, departamentos, regiones u otras denominaciones (es decir, excluye al nivel municipal o local).

    En esta primera edición, se premiarán tres iniciativas en cada una de estas dos categorías:

    Las innovaciones ganadoras, seleccionadas por un panel de expertos de reconocido nivel internacional,  serán documentadas través de estudios de caso y material multimedia, y serán diseminadas entre los gobiernos subnacionales de la región, con la finalidad de promover la cooperación entre éstos en materia de mejora de la gestión gubernamental.  Además, recibirán un premio del Presidente Moreno en una ceremonia que se llevará a cabo en Washington DC el 15 de enero de 2014, y un sello electrónico que acredite la obtención del premio Gobernarte del BID.

    Los Gobiernos tendrán hasta el 15 de septiembre para presentar sus propuestas en el sitio web de Gobernarte. Cada gobierno provincial podrá presentar UNA propuesta por categoría (es decir, un máximo de dos por gobierno subnacional).

    Les adjuntamos un video promocional del concurso por parte del Presidente del BID, Luis Alberto Moreno. Las bases del concurso están en el sitio web www.iadb.org/gobernarte, y pueden realizar consultas al correo electrónico gobernarte@iadb.org o al equipo, liderado por Mariano Lafuente (mlafuente@iadb.org) o a María Inés Vásquez (mvasquez@iadb.org).

    Esperamos contar con la participación de los gobiernos participantes en la red con competencias en materia de seguridad y de gestión de trámites para ciudadanos y empresas, y estamos seguros que el concurso Gobernarte se verá enriquecido con su experiencia.

    Wed, 31 Jul 2013 16:00:00
  • McClellan named Vice Chancellor for Finance and Administration

    UALR fills key leadership position

    The University of Arkansas at Little Rock turned to a familiar leader to become its new vice chancellor for finance and administration.

    UALR Chancellor Joel E. Anderson announced today that Steven J. McClellan accepted an offer and will start in the key leadership position March 1.

    Read more …

    The post McClellan named Vice Chancellor for Finance and Administration appeared first on Vice Chancellor for Finance and Administration.

    Wed, 13 Jan 2016 12:44:07
  • Procurement Services limited staff

    Procurement Services will be attending training offsite on March 7, 8, and 9. On Mon., March 7 and Wed., March 9, there will be a limited number of procurement staff in the office. On Tues., March 8, the office will be open and able to receive documents, however, procurement staff will not be on site. We apologize for any inconvenience and ask that you plan accordingly for your travel and purchasing requirements.

    The post Procurement Services limited staff appeared first on Vice Chancellor for Finance and Administration.

    Mon, 29 Feb 2016 14:48:58
  • TimeClock Plus website now available

    On March 11, 2016, Steve McClellan, vice chancellor for finance and administration, announced that UALR would be moving to a new time and attendance system on July 1. The change is the result of a recommendation from Internal Audit and to better comply with the Fair Labor Standards Act.

    A comprehensive implementation plan is currently being developed. The first step in implementation was the launch of a website dedicated to TimeClock Plus to provide a one-stop location for all information related to the implementation process. The website can be easily accessed from http://ualr.edu/financialservices/financial-services/payroll/timeclock-plus/, in addition to Financial Services’ and Payroll’s home pages.

    Located on the website are Frequently Asked Questions, as well as a link to submit your questions or comments. The website will be updated with the most current information as we progress through implementation. Informational sessions will also be announced soon, as well as training dates with Payroll staff and TimeClock Plus personnel.

    Again, thank you for your support and patience during the transition to TimeClock Plus.

    The post TimeClock Plus website now available appeared first on Vice Chancellor for Finance and Administration.

    Mon, 21 Mar 2016 12:59:08
  • UALR welcomes new vice chancellor for finance and administration

    Steve McClellan, Vice Chancellor for Finance and AdministrationUALR Now – A familiar face has returned to the University of Arkansas at Little Rock to become the new vice chancellor for finance and administration.

    Steve McClellan, who served as the associate vice chancellfor for finance at UALR from 2007 to 2013, started his new role on March 1. He replaced Charles Cansler III, who left UALR to accept a position in industry.

    As a self-described “man who likes challenges,” McClellan is ready to take any and all responsibilities at UALR. Continue reading …

    The post UALR welcomes new vice chancellor for finance and administration appeared first on Vice Chancellor for Finance and Administration.

    Thu, 31 Mar 2016 14:01:54
  • University Signs Real Food Campus Commitment

    For years, sustainability has played a leading role at the University of North Carolina at Chapel Hill.

    Whether it’s been teaching the next generation of environmental scientists or implementing new initiatives, sustainability has been weaved into Carolina’s fabric.

    “Sustainability is a huge part of who we are,” said Brad Ives, associate vice chancellor for campus enterprises and chief sustainability officer. “We’ve been long recognized as an environmental leader in education and in action.”

    On April 26, Carolina showcased two of its most recent sustainability efforts with a visit to the Battle Grove Restoration Project and the signing of the Real Food Campus Commitment — which will bring more local, organic and fair food to campus dining halls.

    The two projects serve as highlights of the many efforts campus is undertaking toward the University’s new Three Zeros Initiative, which will officially launch in the fall. The initiative aims to accomplish carbon neutrality by 2050, send zero waste to landfills and achieve net zero water use.

    “We’ve seen so many advances just in the last couple of years,” said Chancellor Carol L. Folt. ”It’s really important because they not only suit our desire to make things better for the planet, they’re economically better for us, they create better habitats, and the students are involved with faculty and staff.”

    Among those advances is the Real Food Campus Commitment that Folt and Ives officially signed during a short ceremony in the Top of Lenoir Dining Hall. Already the leading large university campus nationwide in the amount of Real Food served, the pledge will take Carolina one step further.

    “It’s quite an honor and privilege to be able to do this on behalf of the University,” Folt said. “We’re pledging to serve 20 percent fair, local or organic food in ‘all-you-care-to-eat cafeterias.’ And that doesn’t mean we’ll stop there, but it’s a really great pledge to get it going.”

    The pledge is part of a national movement led by students and universities to create a healthy, fair and green food system.

    “Rather than just calling it ‘local’ or ‘sustainable,’ it’s really a more holistic approach to reconfiguring and reforming our food system,” said Carolina senior Claire Hannapel, a member of the Real Food Challenge steering committee. “It encompasses local and community-based food, food that is humanely raised, ecologically sound, and it’s fair. It’s encompassing our whole food supply chain from animals on the farms to the people in our dining halls.”

    The commitment, Ives said, will also provide economic benefits for the University.

    “We’ve worked with the students on campus and with the farm community here in North Carolina to make sure that we have local agricultural products that over time are even saving us money,” he said. “We’re not having to pay to transport them from California or Florida to put fresh fruits, vegetables and meats on the table here to feed our students.”

    After signing the pledge, Folt toured one of the University’s other sustainability projects at the Battle Grove Restoration Project, which turned a frequently flooded field near McIver Residence Hall into a small aboveground stream.

    “What’s wonderful about this project is that it has allowed us to build a beautiful riparian landscape around a meandering historic stream in a gorgeous place on campus and service our water,” Folt said. “It just brings together our science, our technology, our energy services, our facilities management and open space in a really exciting way.”

    Before the project was completed, water from the creek was contained by an underground pipe and concrete ditch. But the field now consists of a stream with a filtration process that will naturally filter pollutants and contaminants out of runoff water.

    “With the wetlands restoration project at Battle Grove, we’re making a commitment to water quality throughout North Carolina,” Ives said. “The rain that falls here on campus, that’s the start of a stream. That stream is going to course all the way through into our rivers and ultimately into the sounds of North Carolina where a lot of our seafood comes from. If we can do something here to lower the nutrient load and get sediment out of the water, by doing that we’re improving water quality from here all the way down to Morehead City and Nags Heads.”

    Not only will the Real Food Campus Commitment and Battle Grove Restoration Project help Carolina achieve its sustainability goals set forth in the Three Zeros Initiative, Ives hopes that they can serve as another form of education for students.

    “We start with the stomachs of our students, and hopefully here we will effect their minds and give them a chance to increase their learning and see sustainability in action,” he said. “Something that will leave the page of their textbook and come alive.”

    Story by Brandon Bieltz, photos by Jon Gardiner and video by Rob Holliday, Office of Communications and Public Affairs.

     

    The post University Signs Real Food Campus Commitment appeared first on Finance and Administration.

    Tue, 26 Apr 2016 6:57:44
  • Working the Landscape to Enhance Sustainability

    The gentle stream that flows beside McIver Residence Hall from Raleigh Street to Country Club Road hasn’t always been part of the campus landscape. It just looks as though it has.

    A pipe beneath the street and the natural path of water, both rainwater and the springs that originate above Coker Arboretum and make their way to the far side of Forest Theatre, presented an opportunity for staff in Finance and Administration to collaborate on a unique solution for the perpetually wet field near McIver.

    Battle Grove Restoration Project has been planned as an on-campus storm water restoration project since the early 2000’s. The bowl-like field adjacent to McIver Residence Hall was a stream prior to campus development in the area and frequently flooded during periods of prolonged or heavy rain.

    Battle Grove Restoration Project has been planned as an on-campus storm water restoration project since the early 2000’s. The bowl-like field adjacent to McIver Residence Hall was a stream prior to campus development in the area and frequently flooded during periods of prolonged or heavy rain.
    Chapel Hill, NC. April 26, 2016.
    (Jon Gardiner/UNC-Chapel Hill)

    Instead of simply repairing and reburying the entire pipe, Sally Hoyt, stormwater engineer in Energy Services, and Jill Coleman, landscape architect in Facilities, worked with a team of consultants and University staff to create a lovely aboveground stream with a filtration process that will naturally filter pollutants and contaminants out of runoff water. The new stream benefits the quality of the water downstream as well as in the immediate area.

    The University has been working to improve stormwater runoff and overall water quality since work on the campus development plan began in 1998 and a master plan was developed a few years later, Coleman said. The Battle Grove Restoration Project is part of that ongoing effort and one aspect of the new Three Zeros Initiative that aims to accomplish carbon neutrality by 2050, send zero waste to landfills and achieve net zero water use. That campus-wide initiative will officially launch in the fall.

    “We’ve studied multiple restoration sites,” Hoyt said, “and the field by McIver is the only place on campus we could daylight water – that is, take it out of the pipe and turn it into a stream.”

    The concept is a working landscape, one that achieves a specific utilitarian purpose in addition to being attractive.

    Jill Coleman (landscape architect) and Sally Hoyt (storm water systems engineer) designed a plan to “daylight” the Battle Branch tributary that flowed through a pipe and stone channel.

    Jill Coleman (landscape architect) and Sally Hoyt (storm water systems engineer) designed a plan to “daylight” the Battle Branch tributary that flowed through a pipe and stone channel.
    Chapel Hill, NC. April 26, 2016.
    (Jon Gardiner/UNC-Chapel Hill)

    “The Grounds Department staff told us they had difficulty mowing grass on that site because it stays so wet,” Hoyt said, “so that gave us the idea to create a more sustainable way for the water to flow. What we devised is really a hybrid between a natural stream and a wetland area.”

    How the water flows is key, Coleman explained. Heavy rains can cause erosion and sedimentation, so slowing the movement of the water across rocks and through sand and wetland plants acts as a filter to clean the water, she said. Ultimately, that has a positive effect far downstream as the water continues to flow to the state’s rivers and eventually to the seafood-producing sounds.

    “What’s wonderful about this project is that it has allowed us to build a beautiful riparian landscape around a meandering historic stream in a gorgeous place on campus and service our water,” Chancellor Carol L. Folt said when she toured the Battle Grove Restoration Project on April 27. “It just brings together our science, our technology, our energy services, our facilities management and open space in a really exciting way.” (See more about Folt’s tour at http://fa.unc.edu/news/university-signs-real-food-campus-commitment/.)

    The project is a work in progress. As the Grounds Department adds plants that thrive in that microclimate, Hoyt’s group will continue to assess the water flow, so together, they can fine-tune the look and function of the stream.

    Anticipating potential issues is part of that process. For example, the natural habitat Hoyt and Coleman are creating is designed to attract insects, both beautiful and bothersome. In the long run, natural predators will control the bothersome ones like mosquitoes, and in the short term, the area will be monitored to ensure that it doesn’t become a mosquito breeding ground.

    “This project really changes the character of the place and attracts people to it,” Coleman said. “We will continue to watch and adapt, and a year from now it’s possible that the area will look different than it does today.”

    To fund the $362,439 project, Hoyt leveraged a grant she secured from the N.C. Division of Environmental Quality with campus stormwater utility fees. “We hope to be doing more projects like this in the future,” she said.

    Across campus, another innovative stormwater project was completed in 2012 when the area surrounding the Bell Tower was transformed from a parking lot into a small amphitheater. There, University staff worked with consultants to develop an integrated, non-potable water system based on a comprehensive water management strategy.

    Rainwater that falls on the roof of the nearby Genome Sciences Building drains into a lined, stone-filled cistern beneath the Bell Tower Amphitheater. Following UV treatment and chlorination, water in the cistern, which can hold up to 350,000 gallons, is used to flush 1,000 toilets in the Genome Sciences Building and to irrigate the landscaping around the building as well as the field in Kenan Stadium. If there is not sufficient rainwater to do this, reclaimed water provided by Orange Water and Sewer Authority in an adjacent system is available as a backup water source.

    In addition, concrete vaults store ground-level stormwater on a short-term basis, reducing downstream erosion, flooding and pollutant levels.

    The Bell Tower Amphitheater project is the University’s largest stormwater project to date in terms of the volume of water handled, Coleman said, but it isn’t the only project designed to collect and channel water. For example, rainwater collected in renovated underground cisterns at Hooker Field is used to irrigate Fetzer Field and the football practice field.

    Assessment is key. Hoyt and her colleagues in Energy Services work hand in hand with the Sustainability Office; Environment, Health and Safety; and the Grounds Department to assess the effectiveness of the various water management projects. Staff members examine key areas, comparing current results against the baseline assessment conducted in 2001-02, to see how campus development is affecting water quality and stormwater runoff, Hoyt said.

    “We project the benefits to a certain area based on models,” she said, “and we revisit those areas to make sure what we have designed works as it was intended.”

    The post Working the Landscape to Enhance Sustainability appeared first on Finance and Administration.

    Fri, 06 May 2016 10:43:56
  • Working to Accommodate All: Gender-Neutral Restroom Availability Across Campus

    Carolina is committed to providing gender-neutral, single-occupancy restrooms across campus.

    Facilities Services is working hard to meet this goal. An inventory list and map of the 158 gender-neutral, single-occupancy restrooms currently available on campus is now posted online. Where needed, Facilities Services is adding signage to identify these facilities as gender-neutral. Over the summer staff will be continuing the signage upgrades, plus converting approximately 100 single-occupancy, gender-based restrooms to be gender-neutral. The facilities team is developing a plan and a timeline to renovate all buildings that do not currently have single occupancy restrooms.

    See the following for the list of gender-neutral facilities and for more information on Carolina’s support of the LGBTQ community:

    Contact Michael Pierce in the Facilities Services Division at if you have questions about this initiative.

    Gender-neutral restrooms will eventually be in every building.

    gender-neutral-signage

    The post Working to Accommodate All: Gender-Neutral Restroom Availability Across Campus appeared first on Finance and Administration.

    Mon, 09 May 2016 7:58:39
  • Creating PATHSS to success

    On June 1, the first two graduates of the innovative PATHSS program were recognized on the Carolina campus. In a unique partnership between UNC-Chapel Hill and the Chapel Hill-Carrboro City Schools, PATHSS is designed to help high school students with intellectual and developmental disabilities prepare for life after high school.

    An unwavering commitment
    ×

    An unwavering commitment

    PATHSS is the product of connections and commitment. The innovative program came to fruition because of the steadfast support of many people, including those from the University, the Chapel Hill-Carrboro school system and advocates throughout the local community.

    Meredith Weiss, senior associate vice chancellor for Finance and Administration at Carolina, and Susan Lombardo, transition facilitator with Chapel Hill-Carrboro City Schools, knew Dana Hanson-Baldauf, who has a background in special education and whose doctoral research focused on meeting the everyday needs of young adults with intellectual or developmental disabilities.

    Weiss and Hanson-Baldauf were in the same doctoral program and had examined employers’ perspectives in hiring people with intellectual and developmental disabilities. In addition, Hanson-Baldauf has a sister with special needs, so her knowledge bridges both practical and professional perspectives.

    As she and Lombardo discussed how to shape a program like PATHSS, Weiss put them in touch with people on the University side to explore potential resources. A missing piece of the puzzle, however, was how a new program would be funded. That’s where parent advocate Adela VanName became indispensable.

    As the parent of a special needs student, VanName well understood the importance of preparing these students for independent living beyond high school. She was the founding chair of the school system’s collaborative Special Needs Advisory Council and later co-chaired an exceptional children’s high school vocational education working group with Lombardo, who later brought in Hanson-Baldauf.

    VanName cultivated both broad parent interest and school system support, and she approached the Oak Foundation to fund the pilot program.

    She credits much of the success in launching PATHSS to widespread support from the school system, including that of Superintendent Tom Forcella and staff in the Exceptional Children program, particularly Senior Executive Director Sherron Leplin and Assistant Director Spencer Register, who was the lead administrator for PATHSS. “We wouldn’t even have a conversation about a program like this without their support,” VanName said.

    The program took shape with guidance from Lombardo, who helped provide content expertise; Weiss, who along with Noreen Montgomery from the Office of Human Resources, helped establish the UNC connection; and Hanson-Baldauf, who developed the various University components and orchestrated the program’s activities.

    “The immediate collaboration between the school district and UNC to say, ‘hey, this is a great idea that will address a critical need,’ has been amazing,” VanName said.

    Now, with a combination of school district funding and continued support from the Oak Foundation, PATHSS is ready to move beyond the pilot phase and help the next class of students prepare for the future.

    Weekday mornings, the students head to a small meeting room in Manning Hall where they meet with the program facilitator before checking their email and mapping out the day’s activities. Their days begin with a familiar routine.

    Brian O’Donnell methodically graphs the weather forecast on the board and Hannah Barlow adds any updated or missed information for the week. Jake Gerber completes his bank deposit form and selects the afternoon’s bus schedule, while Brittany Newby gets down to business scheduling EZ Rider for her after-school events or Special Olympics practices.

    Shortly after 9 a.m., the students and their job coaches head to their campus job sites for their morning externships. They take on a variety of tasks, from sorting books by call number to be re-shelved in Davis Library, to setting up for seminars and sorting and delivering mail in Geological Sciences, to clearing tables and stocking condiments in one of the Carolina Dining Services facilities. At noon, they regroup for lunch and a little down time.

    Both Hannah and Brittany have been a great addition to our team this semester. They are hard workers and were able to take additional responsibilities as the semester progressed. Not only did the management team enjoy having them with us, but the employees did as well. We look forward to having Hannah back in the fall and wish Brittany a happy graduation and best of luck.

    –Megan Phelps, Aramark

    Afternoons focus on hands-on learning, either in a classroom or a community setting that’s affiliated with a UNC program or department. Throughout their busy days, the students are learning both practical job skills and life lessons, all the while connecting what they learn with what is meaningful to them and will help them become independent.

    While these four students spend much of their weekdays on campus, they aren’t Carolina students. They are high school students from Chapel Hill-Carrboro City Schools who are part of a groundbreaking program called PATHSS – Project Achieve for Transitioning High School Students. PATHSS is a program designed for high school students, ages 18 to 22, with intellectual and developmental disabilities who are in their final two years of high school and are about to make the transition from student life to adulthood.

    These students are absolutely amazing, and working with them has been such a rewarding experience!

    –Dana Hanson-Baldauf, PATHSS

    “The program is a transition immersion for students with disabilities, a classroom within the community,” said Susan Lombardo, transition facilitator with the school system. PATHSS evolved from the recognition that these students weren’t adequately prepared for life after high school, she said, so parents, school administrators and community members came together to create a workable solution in the face of shrinking resources.

    Under federal law, students with certain disabilities are allowed to remain in high school until age 22, but too often they leave high school without the life skills they need to function in the broader community. Post-secondary programs for students with disabilities exist in some community colleges and universities, but these programs are not geared for high school students. After exploring other transition programs, PATHSS was developed to go beyond the typical classroom experience to help the students develop skills for independent living.

    With an emphasis on marketable job skills, PATHSS blends rigorous vocational training with classroom and community-based instruction. “We know that individuals with disabilities who are self-determined are more likely to achieve successful adult outcomes,” Lombardo explained. “Through PATHSS, our externs develop behaviors that are goal-directed and self-regulated. They make things happen in their lives.”

    New experiences and skills

    PATHSS, which is completing its pilot phase, relies on a unique partnership between the local school system and the University.

    Jake and Brian have been diligent, hard workers here at Davis. Their duties have been daily clearing, sorting and scanning of books. This type of task is a constant need in the library, and we are lucky to have their assistance. Over the past few years, Davis has lost several staff positions due to budget issues and retirement. Having reliable workers like Jake and Brian has enabled the remaining staff and students to focus more on other aspects of their jobs.

    –Ed Larson, Davis Library

    The students have rotated their work experiences across the University in areas including the Department of Athletics, Davis Library, Geological Sciences, Student Stores Warehouse, Facilities Services Human Resources, Carolina Dining Services, the Department of Undergraduate Education and the Penny Lane Farm.

    This semester, O’Donnell and Gerber spent the mornings pushing their carts through each floor of the Davis Library stacks to collect discarded books before they scanned them into the computer system for re-shelving. Newby and Barlow headed to Lenoir Dining Hall, where they cleared tables and generally tidied up as necessary.

    Two afternoons a week, they switched gears for different experiences.

    O’Donnell headed off campus to care for the puppies at the Penny Lane Puppy Development Center, part of UNC’s Center for Excellence in Community Mental Health. He cleaned delicate puppy ears, pitched in doing laundry and accompanied the puppies outside the farm as they learned to socialize as part of their service training.

    Gerber went to the Loudermilk Center for Excellence, where he helped set up for various athletic events and break things down afterward. He was there to lend a hand for whatever was needed, from taking inventory of supplies to preparing a list of things to be ordered for his supervisor.

    I got to know the students by having lunch with them, and I knew I had to get involved with them. I am Brittany’s mentor, but I really think of her as part of my family.

    –Trevaughn Eubanks, Finance and Administration

    Newby, who has an affinity for office work, helped with filing and other clerical tasks for Facilities Services Human Resources. Her mentor, Trevaughn Eubanks, said Newby’s confidence in her work has grown tremendously through her experience. “I don’t want anyone to take that away from her – ever,” said Eubanks, executive assistant to the vice chancellor for Finance and Administration.

    Barlow used her afternoons to tackle improving her reading and writing skills with the University’s Center for Literacy and Disabilities Studies. The plan for next year is to expand her workday so she can build on all that she has learned this year.

    Whether they are at work or in class, the students are constantly honing daily life skills: using public transportation, banking, writing letters, doing laundry and learning about personal safety among other activities. Each week involves something different.

    The UNC community also lends a hand.

    Students in the Best Buddies program have joined the high school students for lunchtime camaraderie and other activities, and several students from the Division of Occupational Studies completed their field experiences by working with the PATHSS students to identify specific needs and develop action plans. Students in the School of Information and Library Science and the Gillings School of Global Public Health also have undertaken projects related to some of these needs.

    One of the best aspects of PATHSS is the way it builds opportunities for all disabled people in the community.

    –Spencer Register, Chapel Hill-Carrboro City Schools

    Every month, the Department of Public Safety sends Sgt. James David to talk about safety and first aid issues, and Project STIR (Steps Toward Independence and Responsibility) trainers have focused on self-advocacy skills. UNC Visitors’ Center staff members have taught the students about campus landmarks and history.

    “Early on, we knew we needed an entity like the University because of its employment opportunities and resources, and that support has been vital to the program’s success,” Lombardo said.

    The success is really a two-way street because the University community learns firsthand about people with different needs, and the high school students gain important training to prepare them for the workforce, said Meredith Weiss, senior associate vice chancellor for finance and administration.

    “Having the PATHSS students on our campus enriches our community overall,” she said. “Whenever we have an opportunity to become more diverse and more inclusive, everyone benefits.”

    Research shows that employees with intellectual or developmental disabilities bring strengths to the workplace, including a positive attitude and strong work ethic, attributes that benefit the entire work climate.

    “What it boils down to, really, is that the more we learn to respect people from all backgrounds, understand our differences and appreciate our unique contributions, the better we become,” Weiss said.

    Opportunity and connection

    Dana Hanson-Baldauf said PATHSS is really about opening doors.

    “The students’ sense of self-empowerment and self-determination is evident,” she said. “They are learning practical skills and no longer feel disconnected from the rest of the population. They really like to work and they work hard. It is so gratifying to see the students wow their supervisors, all of whom have welcomed us back because they see firsthand the contributions our students make.”

    We had so much filing piled up that there was some question as to whether the students would finish the project before the end of their externship. Not only did they finish well ahead of schedule, they were eager for more work to do to help out. The students quickly became valued members of our team, not just professionally but personally as well. I’m very thankful for the lasting relationships that formed between the HR staff and the PATHSS students.

    –Tracy Agnew, Facilities Services Human Resources

    A key part of that response is because of job coaches Brooks Covington and Tabitha McKean and their commitment to the students and the goals of the program, said Hanson-Baldauf, who orchestrates the students’ many activities. The two coaches are on site with the students throughout their externships.

    “Everyone on campus has been so welcoming and supportive, and has really gotten what we’re trying to do,” she said. “I don’t think I’ve ever been told no by anyone here.”

    That includes the School of Information and Library Science. “Dean Marchionini has welcomed our program and given us a home base to work from, and the school has supported us in so many ways” Hanson-Baldauf said.

    Gerber and Barlow will return to PATHSS next year, joined by three new students. O’Donnell and Newby graduated on June 1 and now have a chance to put all that they’ve learned into practice.

    O’Donnell already has a job lined up at Walgreens on East Franklin Street, and he’ll continue to work at Davis Library through the summer and volunteer at Penny Lane. Several times a week, he’ll also head to OE Enterprises in Hillsborough to work on site there.

    Newby is deciding between two programs: one through the Career College at Alamance Community College that focuses on health care or another through Work Source East in Goldsboro that provides training in retail or food services.

    Whatever the future holds, the skills and self-awareness these students have gained through PATHSS will help them succeed.

    PATHSS

    The post Creating PATHSS to success appeared first on Finance and Administration.

    Thu, 02 Jun 2016 6:00:44
  • Sesiona la Subcomisión Especial para la Enajenación de Bienes Improductivos

    • Se enajenarán vehículos automotores, muebles y equipos de cómputo; la convocatoria para adquirirlos será abierta a la población.

     

    Morelia, Michoacán, a 11 de mayo de 2016.- Con la realización de la primera sesión ordinaria de la Subcomisión Especial para la Enajenación de Bienes Improductivos, el Gobierno del Estado, a través de la Secretaría de Finanzas y Administración, buscará enajenar bienes muebles que hayan dejado de ser útiles derivado de la condición que presentan y que impide su reutilización.

     

    Estas acciones tienen por objetivo evitar la acumulación de chatarra en bodegas y corralones estatales, y generar así un espacio útil para el resguardo de bienes en buenas condiciones.

     

    Entre los bienes a enajenar destacan vehículos automotores, muebles y equipos de cómputo.

     

    La convocatoria para la adquisición de estos bienes improductivos se realizará de manera abierta a la población, es decir, cualquier persona interesada en concursar podrá hacerlo; sin embargo, se deberá esperar la publicación de la misma, la cual será difundida en medios de comunicación en fechas próximas.

     

    Thu, 12 May 2016 9:03:31
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