Tuesday, February 22, 2011

Why Are My Arms Hot And Red When Its Cold?

baby carrier straps and safety belt wearing

Bring the kids in band or in the mei tai is a healthy way , economic especially safe to move and live with their children, especially toddlers.

We have already addressed this issue in the infant carrier security in another post dedicated to particular media used in the U.S. ( babywearing safety: the infant carrier "bag slings" ), the which have caused several deaths of young children, these "baby carrier bags" (or "basket-baby", borrowing the term coined by Barbara dear blog Barbaidee ! ), for the record, would be finally withdrawn from market, after a comprehensible hornet's nest of controversy about babywearing in general.

But take their children, practice-philosophy as old as mankind, is absolutely safe when used in a sufficient dose of common sense! We want to reiterate the following recommendations / advice on babywearing a 100% safe!

1) MAKE SURE THAT YOUR CHILD CAN BREATHE! This means a) so be careful of the tiny little face is not covered , even partially, from the tissue of the infant carrier ;
b) if you place the bebè in posizione culla , evitate che la testolina si appoggi con tutto il suo peso sullo sterno del cucciolo (chin-to-chest) : ciò potrebbe causare l'autosoffocamento del bimbo!!


2)NON UTILIZZARE I PORTA BEBE' IN ATTIVITA' FISICAMENTE PERICOLOSE PER IL PICCOLO!! Anche se vi sentite sicure di voi e particolarmente "lanciate" nel babywearing, evitate di saltare , arrampicarvi su sedie, scale etc., evitate anche di usare fasce e similari davanti ai fornelli o comunque in prossimità di fonti di calore


3) NON UTILIZZARE I PORTA BEBE' IN AUTO, IN SOSTITUZIONE DEGLI APPOSITI SEGGIOLINI!!


4) CONTROLLARE ATTENTAMENTE LE CONDIZIONI DEL VOSTRO PORTA BEBE', PRIMA DI OGNI UTILIZZO!! (col tempo l'usura può renderlo meno sicuro)




Si tratta di raccomandazioni valide sempre , a prescindere dall'età del vostro bimbo, nel caso dei piccolissimi, poi, vanno seguite con la massima scrupolosità. 


often thought that infants, with an innate instinct for self-preservation likewise puppies to other species, possess the appropriate skills to express states of distress / physical stress to the mother or other adult their attending care.
If a baby short, is "uncomfortable" in a band or in a baby carrier mei tai , if he feels too forced, even if he has difficulty breathing, will be able to communicate well Who is in charge , crying, complaining or otherwise.
But are we really sure? How put it in the case of children born prematurely, or delays in mental and physical development? Also able to "protest" if positioned incorrectly in the baby carrier?


Around the web I found a very interesting document ( how to position the baby-the babywearer , if you have trouble with a PDF here's another link, the same authors of the article: babywearing safe for newborns ) talks about their safety in carrying infants in band / mei tai. Public An excerpt:


"Regardless of the choice of baby carrier if you use the cradle position, so that special attention will chin the baby pressing on the sternum (this can obstruct the airway): that there is at least an inch of space under baby's chin!
Try to orient the face of the small upward when she is not stern, but keep the nose free when breastfed.


TURN THE BABY 'IN THE BAND / MEI TAI HE OBVIOUS SIGN OF ANY DIFFICULTIES' A BREATH! (eg, rapid breathing and panting , grunts, sighs and / or restlessness )




POUCH FOR THE BANDS:

should change in relation to the size / weight of the baby , usually once reached 3.5 kg is not necessary to make adjustments. The change is recommended in ' add a thickness within the range , behind baby's back ( not behind the head) to hold the highest and avoid sinking into the bag: You can use special bearings, or even of common folded towels.



PER LE FASCE AD ANELLI:

Per posizionare correttamente il bebè "a culla", conviene partire dalla posizione "pancia a pancia" , per poi spostarlo lateralmente ; il bambino dovrebbe rimanere nella fascia leggermente in diagonale rispetto ai margini del tessuto , e non parallelamente ad essi : la testolina sarà più vicina al bordo esterno (superiore) della fascia, mentre le gambette a quello interno (inferiore). Ciò consentirà al bebè di stare più comodo, impedendo che il lembo superiore ricada sulla testa del small, and will also make it easier to adjust the tail of the band.






FOR MEI TAI:


Pull the straps of the mei tai, or the baby could slide down inside the backrest; tie them behind their backs for greater support of small .








BANDS FOR LONG:


L ' most common mistake is to enough not to stretch the fabric band : thus not ensure proper support for the back of the small , try this test: if pressing a hand against the back of the baby, they will move forward toward your stomach, the band is not tied properly.




Whether you choose a long strip, ring, pouch, or mei tai, these tips are worth ... But most of all: use so, but common sense much, and you'll be sure to bring properly, without danger for your pet!


Happy babywearing to you all ... Safely, of course!

Wednesday, February 16, 2011

Wording Origami Lili Instructions

Deadline replacement panic

On February 16, 2011 the deadline arrives for the replacement of panic
With DM 3 November 2004: "Requirements for installation and maintenance of the devices for opening doors installed along the escape routes, in relation to security in of fire ", was enshrined in the need for panic bars installed in activities subject to review by the Fire Department (obtaining ICC) were in compliance with UNI EN 179 or EN 1125 depending on the destination and the conditions under which premises.

In fact, all previously installed panic, had to be replaced with similar CE marking occasions di rotture, cambio delle porte o comunque entro 6 anni dalla data di emanazione del decreto, ovvero, essendo entrato in vigore il 16 febbraio 2005, la scadenza è per il 16 febbraio 2011.

Citazione
http://www.lisaservizi.it/notizie/archivio/scadenza-sostituzione-maniglioni-antipanico

Friday, February 11, 2011

A Flat Bimetallic Strip Consists Of Aluminum

babies and baby carrier mei tai: how to choose? (Part II)

Ale (10 months) and mother in band ring
Want to get closer to the world of babywearing , but do not know well where to look? Would you like a band baby carrier, but you're afraid Purchase a mistake?
In this post we will try to give some advice of lived experience of telling our mom and dad on the kangaroo.
The last time we addressed this issue long range baby carrier ( and mei tai baby carrier band: how to choose? (Part I) ): elastic or rigid?, This time we will talk about mei tai and band ring or ring sling, whatever you want!

start with the mei tai : first, what is it? (See also che cos'è un mei tai?? ) In sostanza di una specie di marsupio , realizzato solitamente in stoffa come cotone e canapa (ma anche lino o seta nelle varianti più chic!), che può essere adoperato dalla nascita fino agli indicativi 15 kg... Anche se il vero limite è la capacità fisica di chi porta!! 

Una sorta di marsupio, quindi, ma in realtà molto diverso da quest ultimo, e non solo per la capacità di carico (che è per lo più di 9 kg): la principale differenza risiede nella postura che il bambino mantiene all'interno del mei tai, ABSOLUTELY PHYSIOLOGICAL than that imposed by the carrier classically understood. Your little star in the carrier great hanging, standing, with the weight of her body that downloads entirely on the genitals ... Almost like those who use harnesses in some rides that simulate the bungee-jumping, you know?

Obviously, a posture like that, absolutely not natural (think only this: when you bring your child in his arms, so you keep it? Or rather, not supporting him with his arms and hands, containing all the kindness that you are capable? Wrap baby carrier mei tai and are not altro che ri-produrre l'azione delle vostre braccia , semplicemente!) è oltremodo dannosa... 
Senza parlare poi dei danni alla salute di chi un marsupio lo indossa: personalmente non siamo riusciti a resistere più di mezz'ora, causa dolori al collo e alla schiena ! Tutt'altro comfort, invece, portando con il mei tai, grazie alla larghezza delle bretelle/spalline (di larghezza non inferiore ai 15 cm) e al fatto che il peso del bimbo riesce a scaricarsi sull'intero tronco e sulle gambe del genitore, cosa che non si verifica con il marsupio.

Per As regards the mei tai on the market, there are different types: with backrest and padded shoulder straps, no padding , with the head plate (an additional panel of fabric which, by means of cords / straps and attached through the loops / eyelets on straps can support the baby's head when he falls asleep - see also mei tai: with or without head plate? ) , structured (type baby carrier backpacks , with laces and belts, the Ergo Baby ) , or less ... There's something for every taste and every budget!

Mom and Ale (9 months) in mei tai

Personally we have found ourselves very well from the start with the mei tai " classic , that is, without padding of any sort, just good cotton ... A little 'because sudavamo at the thought of bringing Ale with an extra layer of foam / wool etc., A little more' because over time we have seen that the padding not make a difference in terms of comfort , especially for brace (comfort is given instead width of the same!).

With our first daughter we started using the mei tai relatively late, around 5-6 months, because it simply did not know him! I had heard about the group-forum-band bring children infant carrier on Facebook, but at the time I was engrossed by the experiment with different ties with the band long, so do not pay attention ... To have been more careful! In fact, we have found a mei tai more convenient and practical long range, though less versatile in terms of position it takes!

And instead we the infant carrier that we found (and loved!) finally, the band ring! First, what are we talking about?

Band Ring is a remnant of fabric (often cotton , silk, satin ) length is approximately 2 meters wide and 60 to 70 cm (measurements, however, can vary quite a bit, the length is often referred to the height of those who wear the band, while the width is narrower bands ranging from 40 cm-also-a-wider areas up to 70 - ), which has one end sewn up a pair of rings specially designed for this purpose.


L ' use this baby carrier is pretty intuitive , not surprisingly is one of the bands that are purchased most often by those who approach for the first time to the practice of wearing! Just slip the end of the band (called "tail") in both rings, then move on to the fabric on the other side as you would with an ordinary belt, and you're done!


To be sincere one that just does not inspire us towards the top end of the ring was the resilience of the baby: but is not that what it takes then "slides" through gli anelli, facendo cadere il pargoletto?? Riescono gli anelli a mantenere il peso del bebè?? E se la fascia si apre??


In realtà le risposte a questi dubbi le abbiamo trovate quando abbiamo iniziato a realizzare le prime fasce autoprodotte;

1) la fascia porta bebè ad anelli NON POTRA' MAI SLEGARSI DA SOLA , per quanto il tessuto che la compone possa essere scivoloso non potrà mai sfilarsi dagli anelli, così, come per magia! Gli anelli sono fatti apposta per mantenere ferma la stoffa della fascia, potete stare tranquille! ;)
2) è comunque vero che una buona tenuta della fascia ad anelli dipende dalla qualità del tessuto scelto : meglio non usare stoffe troppo "scivolanti" come certi rasi e sete (anche se, lo ripetiamo, la fascia non si aprirà!), piuttosto preferite un cotone, magari un piquet morbido e leggero al tempo stesso;
3) anche gli anelli possono fare la differenza ; sceglieteli innanzitutto resistenti, capaci di sopportare le trazioni più forti : che siano in acciaio o alluminio (esisitono anche in nylon), preferibilmente senza nickel e anallergici (i bambini possono provare a metterseli in bocca, meglio andare sul sicuro per quanto possibile).
Mom and Ale (10 months) in band ring

The band ring, if used correctly, ensures the child to be able to assume a posture physiological , and can carry up to 15 kg, if not more! (We repeat: the real limit is your stamina!)


It 's a baby carrier really little cumbersome, the stock market takes up very little space, and is the' ideal when your children will want to start to walk, and to continually up and down from your arms ... Niente di meglio di una fascia ad anelli da tenere in stand-by a tracolla e da utilizzare al momento opportuno, senza dover fare e disfare legature (a differenza di fascia lunga e mei tai)


In commercio esistono molti modelli di fascia ad anelli, ci sono quelle imbottite (sia la parte che appoggia sulla spalla del genitore, sia la sacca dove alloggia il bebè), quelle a coda aperta , chiusa (è solo una questione estetica, la funzionalità è praticamente la stessa), con anelli grandi e medi (solitamente gli anelli grandi si impiegano per stoffe più pesanti e "doppie", i medi per tessuti più leggeri come some silk and cotton) ... Here too there is something for every budget!


The advice you give is this: as a first purchase, do not choose a band ring as a mei tai too "structured" There are models on the market with different options, which are not always useful, and anyway they charge ... Start with the most basic versions of your baby carrier (pads, straps, strings ...), you see as you are, sperimentatevi with your puppy at home and outdoors in various positions: if you find that the babywearing ago for you, then you can also choose to regalarvi un mei tai o una fascia ad anelli extra lusso , nella peggiore delle ipotesi avrete invece risparmiato qualche euro, cosa che in tempi di austerity non nuoce!!


Allora non vi resta che scegliere: mei tai o fascia ad anelli?? A voi la parola!! 
Buon babywearing a tutti!!

Wednesday, February 9, 2011

Heineken Distributors

LOOK AT LOCAL PUBLIC SERVICES PUBLIC UTILITIES

SERVIZI PUBBLICI LOCALI: LE SCADENZE
Giova ricordare, innanzi¬tutto, che ai sensi dell’arti¬colo 23-bis, comma 8, let¬tera e) of Law 133/2008, 31 December 2010, arrived at Capoli ¬ w and the irregular management of services, namely credit lines that are not provided occurred in previous letters ¬ teeth of said paragraph 8 above, which regulates the ¬ national governing the transitional arrangements, until the reform of services brought about by Article 23-bis ¬ come into full swing in the area. It is worth noting in this re ¬ look, and among the inter ¬ winds of change that the legislature approved last hour, with the launch of the DL 225/2010 (Order one thousand extensions), the predetermined deadline of 31 December to ¬ ¬ October 2010 has been the subject of a limited extension to March 31, 2011, with exclusive reference to simple management irregular institution in the field of local public transport, so that all awards of ser ¬ vices that set non-related sector and within the com ¬ ¬ but 8 e), are in fact expired with the end of last year. Is it necessary that the Government loca ¬ ¬ keep them in mind that at the expiration of 31 December 2010 ¬ to the illegal operations have ceased operation of law, that is - as has the standard - "without need of special deliberazio ¬ ¬ TY managers of the entrusting ', with the result that the contract for their servants ¬ uncle signed between the institution and the person giving affi ¬ operator for the regulation of ports between the parties rap ¬ ¬ de is dropped. The result is, quite simply, that a de ¬ run from 1 January 2011 the contract is not configured as a more appropriate legal basis to justify the provision of benefits ¬ care provided there. But what, in this case, if the local authority was not urge you to bring the public tender to select ¬ lect the new operator of the service on or after 1 January 2011? Action discrete co ¬ ¬ tional Ente public will be, as always, balance and weighed ¬ ciat according to the principles of good administration, fi ¬ no to find the right point of balance between conflicting interests. Divestiture is certainly true that for non-compliance with the terms in question ¬ it has provided the law 244/2007 ¬ impose specific penalties that, while the same Court of Auditors (the first section with ¬ trol of Lombardy, by resolution and then 48/2008/PAR If ¬ ¬ tion control for Pu glia by resolution 100/2009 / PAR) has ¬ notes that the term in question to be considered as ordi ¬ donors and not mandatory. It is true also that the move of ¬ Article 3, paragraph 29, was correctly interpreted ¬ ment as a source of a requirement that the local authority, to begin the process of divestment of holdings ¬ nity members be forbidden, which is not really a fur ¬ later than the statutory period within which the transfer to third deb ba ¬ end. The
lack of a more stringent for disim ¬ pledge of obligations imposed by the legislation under review must not lead Ro pe ¬ local authorities is wrong to underestimate the scope or defer the implementation lightly. The absence of words in defense of the pe ¬ rentori pro ¬ cess of disposal is made solely due mainly ¬ ¬ t need to avoid slashing or opportunities for speculation by private entities, aiming to force a fall in the price of purchasing shares, this thing that could happen if the local body had been found Nante Alie ¬ ¬ in the critical condition of do ¬ ver close the sale within tight deadlines forced, with anguish to avoid delays harbingers of possible liability of directors and / or officials.
For help and advice or information, call: autonomielocali srl tel. 051334146, do info@autonomielocali.eu email or fax the coupon attached to the No 051334146

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Office Tel Fax E-mail
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srl 40123 Bologna-Via Cesare Battisti, 33
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Tuesday, February 8, 2011

How Do U Break A Subwoofer In

DEADLINES: INSTRUCTIONS

PUBLIC UTILITIES: INSTRUCTIONS


The redefinition of the governance system of the participation of municipalities is essentially due to two reasons:

1) The management of social impact, or economic, is likely to occupy an increasingly important role in local government because of known changes that society is experiencing as a whole.
This factor, combined with the contemporary awareness of citizens in transforming its role to "users" (ie taxpayers) to customers (ie subject to influence and guide the choices of service provider), means that local premises are exposed to a real cross-fire arising, for example. by the simultaneous presence of the following factors:
- an increase of customers:
- the higher expectations that customers express in terms of quality of service,
- the need to develop services in a manner consistent with the expectations of quality and cost,
- the ability to ensure the conditions (equipment, personnel. resources in the broad sense) to monitor the application;
- the narrowness of the funds available globally and for individual service to those ideals to create and maintain these assumptions,
- the distance (cultural attitude, professionalism, standards) between the management of local authority and the services that help prevent, manage services as they should manage the local authority and vice versa,
- the increasing devolution of functions from the Central Government to Local Authorities, which pushes them to focus still on institutional activities;
2) The copious production of new legislation is difficult to interpret and correlation

rules affecting companies in which ¬ local authorities are multiple and complicated, but with ¬ linked by a common thread, which can only lead to reflections on the future thimbles society. Article. 13, No DL 223/2006, converted into Law 248/2006 (so-called "Bersani Decree"), requires that companies to which all or ¬ I am, wholly or partly owned by government and regional authorities for the production of be ¬ tions equipment and services must work with local constituents or participating or contracting, and can not participate in other companies or institutions located in Italy, having to sell or spin off assets that are not allowed.
Article. 3, c. 27 et seq. of the budget for the year 2008 no 244 / 2 provides that local authorities are not pos ¬ up companies involving activities of production of goods and services that are not strictly necessary for the pursuit of its institutional and directly recruit or maintain equity, including minority, in such companies. The recent art. 23 bis of Law 133/2008, as amended by art. 15, No DL 135/2009, converted to in-Law 166/2009, and its regulation on economic importance of local public services, approved by Presidential Decree 7 settembre2010 No 168, provided generally relies ¬ ment of the local public services by means of competitive proce ¬ re at a public or society to know ¬ public and private joint venture, provided that the partner selection takes place by means competitive procedures to me ¬ public evidence. During the transitional period, are given different deadlines for the termination of credit facilities do not comply with: the management at the date on Aug 22, 2008 ¬ I ¬ in-house no longer be possible until the mind and without any special resolution December 31, 2011 or the deadline specified in the contract of employment provided that by 31 December 2011, the administration of ¬ yield at least 40 per cent of the com ¬ petitive procedures through a public, which have as their object at the same time, the quality of social friction ¬ bution of specific operational tasks related to the management of the service, the service management of economic assigned directly to companies to cease participation in a combination of public and private, and without exception, without any ap ¬ posita decision December 31, 2011 if the race per la selezione del socio non ha avuto ad oggetto, al tempo stesso, la qualità di socio e l’attribuzione di compiti operativi connessi alla gestione del ser¬vizio, ovvero alla scadenza prevista nel contratto di servizio qualora la gara per la selezione del socio abbia avuto ad oggetto, al tempo stesso, la qualità del socio e l’attribuzione di compiti operativi connessi alla gestione del servizio.
Gli affidamenti diretti assentiti alla data del 1º ottobre 2003 a società a partecipazione pubblica già quotate in Borsa a tale data e a quelle controllate ai sensi dell’art. 2359 del Cod. civ., cessano alla scadenza prevista nel contratto di servizio a condizione che la partecipazione pubblica si riduca anche progressivamente, through public procedures or forms of private placement with qualified investors and operators in ¬ dustrial at a height not exceeding 40 percent by June 30, 2013 and not more than 30 per cent by December 31, 2015, without exception, and without otherwise cease need of special resolution, the date on Jun 30, 2013 ¬ GNO or December 31, 2015. The other partici ¬ pation cease not later than the date of 31 December 2010 ¬.
Finally, the law July 30, 2010, No 122 conversion ¬ tion, with amendments, the DL May 31, 2010, No 78, with particular reference to Article. C. 14 32 that prohibits new companies to the municipalities with population of less a 30.000 abitanti e l’obbligo di messa in liquidazione o di cessione delle partecipazioni già in essere entro il 31 dicem¬bre 2011, ad eccezione delle società con partecipa¬zione paritaria ovvero proporzionale al numero di abitanti costituite da più comuni con popolazione complessiva superiore a 30.000 abitanti. I comuni con popolazione compresa tra 30.000 e 50.000 abi¬tanti possono detenere una sola partecipazione con conseguente obbligo di messa in liquidazione ov¬vero cessione delle altre società già costituite entro il 31 dicembre 2011.
Il quadro normativo delineato conduce inevitabil¬mente quasi tutte le amministrazioni locali a fare in questo periodo delle valutazioni strategiche sulla necessità di liquidare le companies or put on the market ¬ part of market shares in their possession.
Planning is therefore very important not only for compliance but also for sal ¬ vaguardia of the municipal assets, which is the ¬ value of the shares, which are rarely found in the actual budget figures show. ¬ que dun should get in a position to pursue the interests of the institution in the best way and also to defend their choices. The values \u200b\u200bat stake are often important as the quality of future management of the services entrusted to the company.
It is appropriate to begin these steps and highlighting all aspects in a logical order to with ¬ siderite.
Analysis ha appunto lo scopo di guidare questa fa¬se preliminare, partendo dal presupposto che si sia già compiuta la ricognizione di tutte le partecipa¬zioni interessate, nonché già adottata la scelta di procedere alla cessione di parte o di tutte le quote. L’esame della fase preliminare alla cessione, peral¬tro, può fornire utili spunti anche alla precedente scelta che l’ente deve fare se cedere le quote o li¬quidare la società.
I Servizi
L’ente locale deve fare una ricognizione dei servizi gestiti dalle società, perché va accertato se eventua¬li servizi di natura diversa possono continuare a convivere.
Si tratta del caso delle cosiddette multi utilities. Non è raro, infatti, that over time the body hauls ¬ entrusted to local public services is the same company that services equipment covered by the above mentioned art. Decree 13 of July 4, 2006, No 223, converted into Law August 4, 2006, No 248 (Bersani Decree). The rule is designed to preserve ¬ Vare competition and the market from the risk of high ¬ ration, ensuring equality of operators when ¬ C are wholly owned or public enterprises that do not play an instrument but an entrepreneurial activity administrative or on behalf of the entity to which they belong.
companies engaged in these activities, in fact, have very tight constraints and make clear that in ¬ compatible performance of activities of other gene ¬ king. To rectify such situations companies in ac ¬ ment with the agency apparently contracting authority, may, in respect of public procedures, transfer activities not permitted to third parties or sliding ¬ porarle, even forming a separate company.
This reorganization should be completed within thirty months after the entry into force of the decree, based on the ro ¬ ovve amended, by January 4, 2010.
But, of course, not always the case, notwithstanding the rule stipulates that contracts for the spin off assets not disposed of or ¬ you lapse on the expiry of the term.

To a great extent the issue has been clarified through wholesale ¬ interpretation by the Constitutional Court with the decision of 1 August 2008, n. 328. This docu ¬ ment has been quite effective in defining the scope of the rule and, more particular ¬ share the definition of "service equipment". The Court noted that these provisions "... define their scope is not in accordance with the legal title under which the companies operate, but in relation to the corporate purpose of the latter" and "... ¬ tion based on the distinction between administrative activities in the form ¬ ca and from private business activities of public entities. One wing of
¬ may be conducted through companies such ¬ leaders, but the conditions of deployment is different. In the first case there is administrative work, of natural ¬ ra final or instrumental, engaged in by corporations acting on behalf of a public administration ¬ am. In the second case there is provision of services to the public (consumers or users), in competition. "
It was thus intended to mean "... separate the two spheres of activity to prevent a person who carries out administrative
, carries on business activities at the same time, benefiting from the privileges of which it can be enjoyed as a public administration" The requirement instrumentality has often been analyzed also by the court adminis ¬ trative. By decision of Cons. State, sec. V, 7 ¬ lu Council 2009, n. 4346, it was clarified that this requirement exists to ¬ "... when the activities that companies have to play is facing the same promoters or other shareholders of the company to perform the support functions of these public administrations, under the laws adminis ¬ trative "and the pursuit of their aims ¬ tional institutions (see also Cons. State, sect. V, 12 June 2009, n. 3766).
Among the first steps, therefore, is the existence of any real ¬ Pussy situations of incom ¬ patibility of its kind in the investee companies. It is clear that in order to conduct fair trade ¬ sions of shares to private parties should first solve these problems ¬ Ste.
Heritage
The local authority must then assess the possibility of separating the management of the service at least since the major durable goods. Moreover, this principle has always been the basic effects of the liberalization of public services should be ¬ and ¬ which also found expression in the Consolidated No 267/2000 (8) and in accordance ¬ tive industry (see, for example, the D. Lgs. May 23, 2000 and Legislative Decree no. 164, 16 March 1999, No. 79 in terms of gas and electricity) . But this can
may have a strategic organizational value, since the separation ¬ tion of assets by operation of the service also allows you to assign more subjects to different parts of the service.
The separation of major durable goods may also be an act of preservation of an important corporate assets created with the public's dollars. The responsibilities of the local


.
There are clear legal responsibilities and policies that continue to remain under the Local Authorities.
1) From the standpoint of civil and administrative law, it should be noted that, if the external company:
- is controlled by a local authority (As a majority shareholder or reference), this has both the duty / power to check how the company is run and managed, and the right to intervene in the meeting to take all necessary measures. Any provision, for example, grants a further element of control because the activity is carried out in a truly effective and timely;
- is owned by a local authority (as a minority shareholder qualified) This has both the duty / power to check how the company is run and managed both the right to propose, at the Meeting, the most appropriate measures. The possible participation to fund any loss or delivery, for example, grants are a further element of control because such activity is carried out in a truly effective and timely;
- is not in any way owned by a local authority, but licensee of a public service in his name, this is guaranteed to the users of both the continuity of service both to the details and costs established in the concession.
The failure of an effective and timely action to control similar responsibility therefore falls within the scope of the Local Authority and, as appropriate, may include some aspects of heavy civil and / or criminal penalties. The
corte dei cassazione ha recentemente stabilito con la sentenza numero 28699 del 21.07.2010 ha stabilito che quasi nessuna azienda a partecipazione pubblica sfugge alle sanzioni del Decreto Legislativo n. 231/01.
In particolare secondo la corte di cassazione “sono esonerati dall’applicazione del decreto legislativo n.231/01 soltanto lo stato, gli enti pubblici territoriali, gli enti che svolgono funzioni di rilievo costituzionale, e gli altri enti pubblici non economici.”

Quindi la natura pubblicistica di un ente è condizione necessaria ma non sufficiente dall’esonero della disciplina “dovendo altresì concorrere la condizione che l’ente medesimo non svolga attività economica”.
To remember the Legislative Decree 231 and that:
On 08.06.2001 was issued in execution of the authority under Article 11 of Law No 29 September 2000 300 - Legislative Decree No 231 entered into force on 4 July, which sought to adapt the national legislation on liability of legal persons to certain international conventions to which Italy has long adhered, such as the Brussels Convention of 26.7.1995 on the protection of European Communities' financial interests, the Convention also signed in Brussels on 26.5.1997 on the fight against corruption involving officials of the European Community or the Member States and the OECD Convention 17 diecembre 1997 on Combating Bribery of Foreign Public Officials in International Business Transactions.
With the decree in question was introduced into the Italian system of administrative liability (attributable largely to criminal liability) against the companies for certain offenses committed in the interest or for the benefit of themselves, by natural persons who are representatives , administration or management of such companies or their organizational units with financial and functional autonomy, as well as natural persons, de facto, the management and control of such companies, as well as individuals under the direction or supervision of one of the aforementioned individuals.
This responsibility is in addition to the natural person who has materially the fact.
The expansion of liability is to be involved in the criminal punishment of certain companies that have benefited from the commission of the offense.
Among the penalties, the most serious measures are representative of such disqualifying bias or revocation of licenses and concessions, the prohibition on contracting with the PA, the prohibition of the exclusion or withdrawal of funding and contributions, a ban on advertising goods and services.

Responsibility provided for in this Decree also in relation to offenses committed abroad, provided these do not proceed to the state of the place where the crime was committed.
regard to the type of offense intended to result in the scheme of administrative responsibility of companies, the decree in its original text, refers to a series of crimes committed in their relationships with the public administration, namely:
- wrongfully grants, loans or other payments from the state or other public body (Article 316-ter);
- fraud against the State or other public body (art.640 paragraph 1, 1 cp)
- aggravated fraud for obtaining grants public (Article 640 - bis)
- computer fraud against the state or other public body (Article 640 - ter)
- corruption of an official act (art. 318 cp)
- for corruption act contrary to official duties (art.319 penal code)
- corruption in judicial proceedings (Article 319 - ter)
- incitement to bribery (art. 322 cp)
- extortion (art. 317 cp)
- embezzlement against the State or other public body (Article 316 - bis)

After Article 6 of the Law No. 23.11.2001 409 entitled "Urgent provisions of the euro" has included in the decree art. 25-bis, which aims to punish the crime of "forgery of money, credit cards and bolllo values." More recently, art. 3 of Legislative Decree 11.4.2002 n. 61, effective from 16.4.2002, under the new company law reform has introduced the new art. 25-ter of the Decree by extending the system of administrative liability of companies, even against so-called corporate crimes, as configured by the Legislative Decree No 61/2002 (false company false company to the detriment of shareholders or creditors, false statement, false reports or communications from the auditors, prevented control, undue return of contributions, illegal distribution of profits and reserves, illegal transactions involving shares or shares of the parent company of creditors in court transactions, fictitious capital, unlawful distribution of corporate assets by the liquidators, unlawful influence on shareholders, insider trading, obstruction of the supervisory functions of public authorities).
2) From a political point of view (that is, according to the perception that the citizen has in his dual role of client and voters), the local authority remains the owner, to all intents and purposes, the service entrusted to third parties. This means that fall on the shoulders of local authorities also those situations that are not relevant from the legal point of view but are still attributable to a 'bad' or 'poor', exercise of powers by whom, those powers must exercise

is the case, for example, connected the birth of problems due to the quality or cost of services provided by the "controlled" and on which the local authorities were not able to exercise in form and in due time, their actions to monitor and control.
In conclusion, the local authority (and, in particular, its directors) which uses a "controlled" for the management of a particular service:
- retain ownership the service itself;
- if not exercising due control action, the legal risk of incurring penalties for civil and / or criminal and the political risks paying a heavy price image.
It becomes important to establish how and by what means the local authorities can and should exercise due control action.


governance and its instruments

• governance: within the company to re ¬ limited liability status may start in different mo ¬ do the powers of the shareholders' meeting and the organization no administrative ¬. This is an important point ¬ little income that must be planned in preparation for of the private (or private partners). Since the administrative or ¬ Gano is collegial type (¬ obvious mind), the other key factor to plan ¬ king is the internal division of powers between the various figures (President, CEO, executive committee); the
• procedures for the appointment of the administrative and control ¬ vo and limits on autonomy
• majorities: constituting a quorum and decision-limitation of power, etc.. Each of these ele ¬ ments should be set according to the configura ¬ company will be undertaken and should be reviewed whenever changes occur;
• the protection of corporate assets: management autonomy to be given to the private entity must not jeopardize the protection and maintenance of immovable heritage ¬ tion that the institution retains ownership through the company;
• the movement of shares: transfer, pre-emption, withdrawal, exclusion, etc. .. There are a number of possible events that have the ability to modify the care ¬ corporate structure and to determine a range of powers over ¬ tion and society
the output of the member / manager: possession of the assets by the private life is related to established expectations of the management of the service. As seen from the recent pre ¬ implementing regulation
art. 23 bis of the DL June 25, 2008, No 112 (9). In the statute should therefore be re ¬ introdur rules adapted to this kind of planned transfer of shares (to be integrated in each case with the shareholders' agreements);
• Investment: often the figure is related to the private investments. The financial aspects related to these operations (confer ¬ ence, sales, divestitures, etc.). Can you be in par ¬ prescribed by the statutes and partly in ¬ stead be regulated through the call for it LOCATING ¬ partner;
• control: control bodies are governed by the law ¬ born, however, the statutes may es ¬ obligations set most evenings protection (certification requirement of the budget, with compulsory ¬ Statutory Auditors are not met even if the limits of the law, etc.).
• Use art. 2449 Civil Code. making it possible under certain conditions to restrict the public body to ¬ the appointment of members of the am ¬ ministers. Although planned for the spa, the dot lace ¬ admits it also estimates by analogy ¬ statutes of limited liability companies (10);
• relations between the acts of the company and measures ¬ ments of the Employer: com ¬ tional regulations, the company's business plans, municipal plans, etc. •
systems of supervision, management of the company and the quality of services;
• the ability to create subsidiaries to delegate part of the activities (making it more difficult to control by the institution);
• l ' adoption of rules of procedure in accordance with Legislative Decree no. June 8, 2001, No 231 relating to the regulation of administrative responsibility of legal persons.
• Shareholders' agreements are agreements outside of the gene ¬ Rato social bond with the purchase or subscribe for a share of the capital. Serve to re ¬ golare among its members to exercise their rights. • This contract will
¬ between members are placed in a subordinate position to ¬ the existence of social constraints, from which I draw ¬ no origin as non-standard contracts are governed by the rules on contracts and obligations (Book IV of the Civil Code) and take effect only between the parties .
• The provision of input to private shareholders in ¬ TY public members must be accompanied by refinement of appropriate arrangements between partners in order to in ¬ crease or maintain control of the public portion. While the company public spaces should normally be within the common interests of the institution to which they belong, with the expansion of capital to the private interests represented in the undertaking are diversified and partly diventano contrastanti.
• Per conservare idonei poteri in mano pubblica, quindi, vanno previsti almeno due distinti patti:
• quelli conclusi esclusivamente dai soci pubbli¬ci;
• quelli tra tutti i soci (pubblici e privati).
• Le principali fattispecie di patti attinenti al caso delle società pubbliche sono le seguenti:
• il sindacato di voto, con cui i soci si impegnano ad esercitare il diritto di voto in assemblea in modo concertato;
• il sindacato di blocco: che limita i diritti di tra¬sferimento delle quote possedute.

Un moderno sistema di controllo di gestione al fine di:

1. definizione delle variabili da tenere sotto controllo e delle relative modalità procedurali;
2. definizione degli strumenti operativi di supporto al Servizio partecipate necessari alla sviluppo delle attività;
3. impostazione del sistema di controllo e definizione delle eventuali modifiche organizzative interne e di raccordo con la singola partecipata, necessarie all’introduzione e/o all’implementazione del sistema di controllo.

1. Creazione di un “cruscotto” per ciascuna partecipata, in grado di sintetizzare Io stato dell’azienda ed il progressivo raggiungimento degli obiettivi programmati, realizzando così un sistema di costante monitoraggio della situazione del sistema;
2. Definizioni degli indici significativi di controllo for the various activities;
3. Finding ways and means of internal communication;
4. Implementation and monitoring of trial results;




a) Financial statements and budget analysis;
b) Budget balances and variance analysis;
c) Consolidation of data for areas of interest;
d) Consolidated Budget;
e) Financial statements of consolidated operations;
f) Drafting Procedures Manual Control and Consolidation,
g) Assistance in choosing and implementing any software

N. Documents work performed for the Body Benefits Products
1) Definition of the methods of implementation Manual control of the management control of investee Improving information flows to support decisions regarding the investee companies
2) Setting up a reporting system
3) Realization of the control system of the "enlarged Community" Report on the investees

1) defining the objectives, resources and services procedures;
2) Development of operational tools needed to participate in the service development activities;


N. Documents work performed for the Body Benefits Products
1) Building or in the case of existence of the analysis procedures of the service organization owned Proposals e di nuove procedure Miglioramento gestione società partecipate







• CHI DEVE FARE CHE COSA
• Ai sensi dell’art. 42 c. 2 lett. e) del Tuel è attribuita al Consiglio comunale la competenza in materia di partecipazione dell’ente locale a società di capitali. La procedura di cessione totale o parziale delle quote deve prendere necessariamente avvio da un provvedimento consiliare, che dovrà adeguatamente motivare le scelte in relazione al perseguimento degli interessi pubblici rappresentati dai bisogni della collettività amministrata, faro che deve guida¬re l’azione amministrativa nel suo complesso. Tale principio si traduce nella necessità evidence public as a means to find the best agent to meet market needs between ¬ transparency and impartiality required by Article. 97 of the Constitution. The same national legislation, but in ¬ tery public accounting requires the use of bankruptcy procedures for each pro ¬ contractual activity of public administration, by limiting in some exceptional circumstances that the possibility of direct custody.
• The legislature in imposing the public evidence pre ¬ supposes that it is attractive to the equity market, in which case the sale can be relatively simple to set up.
• Otherwise, if companies that perform ser ¬ vices unprofitable, there is a real danger that the race should be empty. In this case you will need to pro ¬ surrender with the liquidation of the company, with all the problems concerning manpower, resources and Risor ¬ if resulting therefrom.
An important point is to clarify who is the subject that the public tender for the purchase of shares and for
asset management. On this there is no doubt if it is proposed to enter into society without a partner ¬ through to an increase in the capital of the call can also be published by the company. The capital increase is a useful mode when you provide new investments. The company, having the necessary knowledge, however, can adequately deal with the technical re ¬ garding the management of activities to be provided in the notice.
But when, as frequently happens, the municipality intends to recover the value of shares held in the im ¬ mobilized (and help your budget), then it is identical to that published when securities are pub ¬ a contract to dispose of part or all shares held. CONCLUSIONS


institutions must put their hand subsidiaries and must do so not only because it provides but because the legislation had become indispensable for careful management of resources. It means not putting their hands bound in a performance, but to give body to a location that has a soul best companies and management that aims to define strategic plans for the sale or development, management and control systems similar to, practically everything that is now commonly under the name of the government subsidiaries.

Friday, February 4, 2011

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Grants MISE

contracts development forgivable loan to purchase land, buildings, machines and software
Purchase of land and buildings, machinery and new factory, software and consulting, as well as expenses for personnel and materials aimed at research and development. These are programs that the Ministry of Economic Development is proposing to finance through the development contract, recently activated, directed to projects of significant economic dimension. The costs can be encouraged through the lease, but not facilitate the acquisition of machinery and equipment used. Green light for agevolabilità the costs of external consultants, but only for small and medium enterprises. The project provides for the granting of aid to the extent required by EU regulations.
eligible productive investments. Eligible expenses must relate to the purchase and construction of fixed assets. Such costs may relate to company land and its accommodation up to 10% of the total eligible project, masonry and similar, specific business infrastructure; machinery, equipment and miscellaneous equipment, brand new, including those of the administrative activity. In addition, include expenditures for computer programs tailored to the needs of production and management company, for large companies, these expenses are eligible only up to 50% of the total eligible. For SMEs only, are also eligible expenses related to investment advice related to the project, a maximum of 4% of the total allowable for each investment project. No
the items. Can not be financed expenditure on machinery, plant and equipment used, the operating costs, legal fees, those relating to taxes, and stocks, the purchase of properties that have already received in the ten years before any other aid, with the exception of a fiscal nature. They are also not eligible individual assets of less than € 500.00, excluding VAT. Are not eligible costs related to internal orders.
Leasing ok only with the obligation of redemption. The costs of the acquisition of assets under lease, other than land and buildings, can be considered only if the lease takes the form of financial leasing and involves the obligation to purchase the asset at the expiry of the lease .
also funded research and development. In the case of research projects, expenditure on staff, only to researchers, technicians and other supporting staff, combined with the project's research and development. Furthermore, any costs for new tools and equipment acquisition, the extent and for the period in which they are used for the design of research and development, within the limits of ordinary tax depreciation, consulting services, overheads attributable to the project's research and development. Finally falling costs for materials used for the conduct of the research and development.
Eligible expenditure on development contracts
• Do not finance the purchase of used goods
• Ok to lease, but with limitations
• The property must not have received aid in the last ten years
• Can facilitate consulting fees, but only for SMEs
• are not eligible expenses for internal orders

For information call . 051334146 or info@autonomielocali.eu

Tuesday, February 1, 2011

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FOR BUSINESS FROM THE FLOOR PERFORMANCE MANAGEMENT AS A TOOL FOR INNOVATIVE FINANCIAL INSTRUMENTS

PLAN OF PERFORMANCE: an organizational tool

The Legislative Decree no. 150 / 2009 allows you to set up projects of organizational innovation, taking into consideration-with the innovations introduced by the decree, they want to use them as opportunities to increase the public value is ¬ product.
It is, in a continuous improvement and management excellence, to optimize the performance of the institution, making it, as effectively as possible, measure ¬ bile and transparent.
The draft administrative innovation should be initiated to identify a model for measuring ¬ formance that does not have the presumption to be for ¬ fect but that the most appropriate for the institution uses and characteristics of the context in which is to re ¬ ease.
Tuning the Performance Plan is the tool for me ¬ improve the performance, conduct or direct ¬ organizers, make choices and fielding Actium ¬ tions effective to the needs of citizens. The realization
¬ tion of the plan's performance deve quindi intendersi all’interno di un progetto più ampio di cui il piano ne è il punto es¬senziale, quale documento che scaturisce e allo stes¬so tempo sintetizza un processo sia culturale sia tecnico.
Il progetto deve portare a nuove e innova¬tive modalità di lavoro interno e opportunità di con¬fronto con gli altri enti a livello nazionale ed euro¬peo.
Nodo centrale del progetto è quello di individuare le dimen¬sioni di misurazione della performance. Un passo importante e decisivo è quello di confrontare e allineare gli ambiti di misurazione della performance proposti dal D.Lgs. n. 150/2009, di cui all’art. 8, con le dimensio¬ni che l’ente è in grado di monitorare or where you feel the need.
In particular, we must ask whether the different dimensions of performance are adequately policed \u200b\u200bby them ¬ menagerie of instruments which the institution has, what tools to use to measure performance in various stages of implementing the program ¬ tion of the mayor's office, if management tools in the development cycle support staff adequately acknowledge ¬ ment of merit in relation to the performance of en ¬ you, finally, as a means to introduce or strengthen accountability and involve different stakeholders.
Lowering the size of the performance inside the 'body has to reflect on some points about the conditions for achieving an effective level of performance that can accompany an action of effective administrative and management improvements ¬ to: select performance indicators and expected to be significant ¬ values \u200b\u200bfor citizens and expressing the level of implementation of the mandate ¬ since the mayor and the level of performance improvement, program and monitor the internal conditions for the timely implementation of programmed through the choices orga ¬ nization, professional development, motivation and involvement of staff, internal communication, the use of the system premiums and resources, and, where ¬ DERE and monitor the level of communication and the degree of genuine involvement in ¬ do ¬ nal decision process, della capacità` di rendicontazione ai cittadini (sviluppo consapevole di una funzione di rendiconta¬zione per categorie di destinatari).
Il Piano della Perfomance
Partendo dagli ambiti di misurazione e valutazione della performance proposti dalla riforma del D.Lgs.n. 150/2009 , dalle indicazioni derivanti dalla delibera Civit 104/2010 e da una lettura sistematica degli strumenti già in essere presso gli enti abbiamo messo a punto un modello di rappresentazione della performance che prevede 5 ambiti di mi¬surazione e valutazione della performance (Moduli).
Gli ambiti di rappresentazione della performance sono:
• MODULO I: STRATEGIA E SUA ATTUAZIONE

La performance in questo ambito è intesa ¬ capacity as head of the institution to implement programs and projects of the administration, referring in particular to the contents of the program guidelines and program office of the mayor.
Performance Plan outlines the programs and projects of multi-annual programming and thus express the mission that characterizes the activities of the indi ¬ address.
The Plan also sets out the results of this into the framework pm ¬ monitored the progress of programs and projects and achievements than planned.
The first part of the Plan's performance monitor the implementation of the policies of the acts ¬ vate to meet the needs of collective ¬ ta. This area of \u200b\u200bperformance measurement is designed to programs and projects defined by the bodies of address.
The degree of implementation of the strategy plan for ¬ formance is powered by file-specific pro ¬ jet showing targets, indicators and defines the parameters for monitoring. For increasing levels of detail, so you can see which objectives of the project is made and what is the timeframe for implementation. Perfor ¬ mance indicators are identified in order to make possible the activity of acquiring information. To make it relevant measurement process, each indicating ¬ tor is connected to a goal of the project and is selected so as to give rise to ¬ ments of the appropriate goals.
established for each indicator is a result of the deviations and journals.

• MODULE II: ANALYSIS SERVICES

The performance of the institution is not fueled only by the level of implementation of the strategy, but also the quantity and quality of services provided.
The level of per ¬ formance is therefore determined by the stock of slaves ¬ zi that the institution provides to the citizens and the city and which characterize the action of the town ¬ terise compared with users and stakeholders.
information characterizing ¬ Zano this aspect of performance are main ¬ marily concerning the quantity and quality of services provided. The Performance Plan
services feeds through ¬ know specific service file.
performance monitored through the services file is com ¬ is related to indicators: quantity and quality of each ¬ scun service, efficiency of its finan ¬ tion, and the satisfaction expressed by users. For each indicator has shown the value obtained by the (state), the value is empty ¬ reach (target), the comparison of the levels reached in time by the rag ¬ (trend). Where can I highlights the achievements of other organizations in an optical benchmark optimal time (Benchmark).

• MODULE III: ECONOMIC SITUATION AND FINANCIAL ASSET-

Performance in this area is outlined by the state of health of the institution in the aspects, economic and fi-nancial, and organizational relations within the institution and to external stakeholders to it.
status sa ¬ lute entity monitors the capability to CARRY ¬ Gere its activities ensuring a balanced use of financial resources and personnel available, as well as the quality and level of relations that holds entertain ¬ brought with interest, agencies and institutions. Que ¬'m
context of performance shall monitor the levels of efficiency in resources, the level of organizational innovation and skills of employees, the qualitative and quantitative development of relations with citizens, users and other national and local authorities, including the devel ¬ opment of forms of participation and collaboration.
is through the establishment of a panel composed of different indicators and their deviations, highlight:

- health - economic and financial position;
- health relationships;
- the organizational health.
from the values \u200b\u200bof synthesis is possible to discuss the evaluations of individual areas. •
MODULE IV: Meeting demand

The performance measurement framework monitors the impact of this business of the (realized ¬ tion of the strategy and delivery of the service portfolio) on the external environment and its adequacy in responding to the needs expressed by the region.
The re ¬ sults are monitored and compared against what we intend to achieve in order to determine whether expected impacts have actually been made. In this area are obvious repercussions on the impacts that are unlikely to depend only on the actions taken by the administration. But the tenor of the impact is such that you can still monitor the Mersi ¬ existing levels.








• Module V: BENCHMARK
this field on the four previous defi ¬ vides external actors and their parameters against which the institution intends to deal with.
This allows the institution to verify its position with respect to institutions similar in size, features, and active ¬ ta, and compared to identify these strengths and cri ¬ ticity.
The performance level of authority is meant for it to be given by the levels of performance achieved by each of the five areas.
each area in turn is mint ¬ wings of files that monitor the perfor ¬ mance achieved for each project, service, etc. im ¬ pact. For
ciascuno di questi ambiti sono definiti obiettivi da realizzare, indicatori di performance per l’acquisizione delle informazioni, i target e i rispetti¬vi valori quali risultati che si intendono raggiungere per specifici periodi di tempo. Il modello del piano performance è pensato per stadi sempre maggiori di dettaglio in modo da favorire una consultazione semplice ed intuitiva.
Dall’applicazione di questo modello di misurazione della performance si dovrà migliorare l’individuazione di progetti e obiettivi efficaci e coe¬renti, rendere più efficiente il loro raggiungimento, orientare i comportamenti organizzativi dei dipen¬denti, e ottenere così migliori risultati. La rappresen¬tazione dei contenuti è stata designed to com ¬ municate in a simple but comprehensive administrative action to stakeholders and citizens.
Another urgent work to do, instead, concerns the identification standard for the comparison between the agencies on services, products and costs and also the start of a ra ¬ seasoned levels of essential services.
`
KNOW TO DECIDE: PLANNING MANAGEMENT
randomized controlled trial performance measurement system is fed from the point of view of information, predominantly from the integrated planning and control.
An integrated system of planning and control of government is the instrument through which possible to translate the Programme into concrete action the mayor's election to be made. So the program
election is not "the book of dreams", but in reality is lowered management entity focused on achieving the shared objective ¬ tive mandate and the implementation of the commitments and promises on the basis of which the Mayor has received the confidence of the citizens who elected him.
The main actors interested and involved in this process are the Mayor, Councillors, CEO and management. Another crucial element is essential and good internal communication support throughout the process.
The traditional planning documents, ¬ tion and control program that municipalities have at their disposal and that every year should develop or draw (Budget, Three-Year Plan for Public Works, Plan of Management Executive, Pia ¬ no details of the objectives, financial capital) and lived to be addressed by promoting the simplification ¬ I integration, and therefore not as mere receptacles Adem ¬ formal, but a new perspective of sburocratiz ¬ tion, acts as part of their value and meaning, even years, giving them coherence ¬ za, making it a reading not only accounting, putting a doli ¬ system and avoids unnecessary duplication and Appe-Santo.
This approach constitutes the first step to en ¬ contraries view of a new culture of the institution in dealing with these issues: in this way can ¬ wings mind the concept of planning, programming ¬ tion and control coherent and integrated, giving the possi ¬ ity to the mayor and the junta to control the mind ¬ periodic progress implementation of its program directors evaluate the effectiveness of social policies in ¬ traprese.
The guiding principles that underlie the entire process are the involvement and participation of employees, citizens and the holders of interest in the programming of operations ¬ and ¬ is evaluation of the results. This becomes possible through the development of know ¬ measuring instruments Counting of the results and make ¬ oriented not only towards the in ¬ Terno institution, but also to the outside.
Starting then from the mayor and the administrative program planning guidelines approved by the City Council, Cabinet members and executives, in a ro ¬ joint work aimed at reconciling ideas and feasibility, translate the guidelines for political action with ¬ crete to play to give implement the election pledges to the city.
It is essential to a rewrite of the program shared mandate to identify key project results, time, resources and implementation by a logic of operational planning.
The "programs" and "projects" are The struc ¬ ture of the institution and program you are using ¬ processing of Forecasting and Planning Report in order to create a direct connection between ¬ tion program mandate and Forecasting and Planning Report.
Through the "operation" will provide the link to the annual planning: objectives of Peg (executive management plan) will know ¬ defined in a coherent, focused and ¬ to finalize the implementation of programs and projects of the Program office.
From methodological point of view, the actions constitute ¬ scone the link between programs and pro ¬ annual project plan contained in the mandate and objectives of the Mayor Annual entrusted by the junta to executives with the executive management plan.
Each lens is inserted into the peg to the working reference, each activity in turn is aimed at the implementation of projects and projects aimed at ¬ the implementation of the programs of the mayor.
The training process is organized through the Peg ¬ moments structured so that, starting from the month of lu ¬ Council, together with leaders and advisors are involved in the preparation of the budget the following year and, in parallel, the Peg.
This path of "negotiation" is developed through the next steps involving the definition of annual objectives, implementation-oriented programs, projects and operated ¬ tion of the plan term, the objectives are given to all managers, human resources, equipment and financial resources necessary to achieve them.
The above process of formation of the Peg in parallel with the budget of the institution shall be completed within the month of December with the APPROVAL ¬ there by the City Council of the budget, the City Council, in the first session
useful following the approval of the pre ¬ view, approve the executive management plan for the coming year. The Peg ¬ tion is therefore the instrument through which guide the relationship between junta leaders and setting out the responsibilities of the various actors: the political level defines objectives and allocates resources, the management level produces results, this relationship is a focal point of fon ¬ tance and needs to be managed through pro ¬ participatory process in which the people involved speak, listen and compare to achieve to shared solutions. The conclusion of this process of ap ¬ proval of the documents by the end of December.
With its next act, the general ap ¬ tries a detailed plan of the objectives in which development goals, targets and improvement activity at ¬ structural Peg are provided in detail by indicating the activities to be es ¬ night, the definition of indicators result, the index ¬ tion of any cost centers related to condi ¬ vidono the same objective, and specific chapters of entry sa ¬ allocated to achieve the objective, personnel assigned and the connection with the ¬ ni Actium, projects and programs of the plan term.
This creates a coherent link between quan ¬ to expected level of strategic and inter ¬ twenty sectors undertaken by the municipality in ge ¬ stionale. With this system, those responsible for managing the activities of specific programs by indicating the objectives of the activities to be undertaken, the resources neces ¬ sary quantification and identification degli indicatori nel Piano dettagliato degli obiettivi (controllo di gestione).
Il risultato immediato è che risulta garantito il grado di coerenza fra i programmi e progetti pluriennali in-dividuati dall’amministrazione e le azioni intraprese, ogni anno, dalla struttura operativa per la realizzazio¬ne del programma del sindaco.
Lo stato di avanzamento nella realizzazione concreta del Piano di mandato assume anche una valenza di trasparenza verso l’esterno, infatti potrà essere evi¬denziato ogni anno nella pubblicazione di documenti di rendicontazione ed in particolare del Bilancio so¬ciale del comune, che è il documento di rendicontazione che consente ai cittadini e agli altri soggetti interes¬sati di verificare che ciò che era stato promesso sia stato realizzato in tempo e bene e che consente agli amministratori di verificare lo stato di attuazione degli impegni politici e di valutar¬ne l’attualità rispetto alle necessità del territorio.
Ogni attività monitorata nel bilancio sociale è ricon¬dotta ai programmi del piano di mandato utilizzato per la pianificazione strategica. In questo modo si rende unitario e coerente tutto il sistema di pianifica¬zione strategica e programmazione pluriennale e an¬nuale che altrimenti sarebbe frammentato e articolato su più documenti che non dialogano tra loro ri¬schiando la “burocratizzazione”degli strumenti di programmazione.
Si ottiene così coerenza tra pianificazione strategic and management control, interacting in a one ¬ about the political direction with their role in ¬ directs the management and control as regards the management and implementation of policy directions.
Structured in this way the planning system, planning and control also allows you to be accountable to the citizens of the administrative action in a consistent and transparent.
Such a system, rather than challenging the measure ¬ ration of the performance in the various meanings of agency performance, organizational and individual, plays a key role in what constitutes the data base from which to draw and connect with each other, systematization, much of information it ¬ necessary.

CONCLUSIONS We believe that the complex regulatory environment of the Legislative Decree no. 150/2009 (reform Brunetta), both will face ¬ TARE actively trying to grasp the ideas and opportunities to support a process of qualifying ¬ tion management that must be experienced as intended and not as a duty.

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348 8151975 MICHELE IL FABBRO.
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ESEGUE INTERVENTI URGENTI
DI APERTURA PORTE BLOCCATE, RIMASTE CHIUSE,
CON CHIAVE INSERITA DIMENTICATA DAL LATO INTERNO,
O PORTE BLOCCATE CON CHIAVE INCASTRATA
PER IL GIRO A VUOTO.
APRIAMO E SOSTITUIAMO QUALSIASI MODELLO DI SERRATURA
PER PORTA BLINDATA ED ESEGUIAMO MODIFICHE
ED ADATTAMENTI PARTICOLARI DI CHIUSURE
NON PIU’ DISPONIBILI IN COMMERCIO.
ESEGUIAMO PRIORITARIAMENTE MODIFICHE
DA SERRATURE BLINDATE
CON CHIAVE DOPPIA MAPPA A QUELLE PIU’ MODERNE
A CILINDRO EUROPEO,
SPECIALITA' DELLA QUALE VANTIAMO
ESPERIENZA VENTENNALE.
AGGIORNIAMO TUTTE QUELLE PORTE CORAZZATE
CHE MONTANO PRODOTTI
NON CERTIFICATI ED APPLICHIAMO DEFENDER
IN ACCIAIO TEMPERATO
A TUTTE QUEI PORTONCINI BLINDATI
CHE PER RAGIONI DI PREZZO "DA CAPITOLATO"
NON MONTANO I DEFENDER CORAZZATI DAVANTI AL CILINDRO
O PRESENTANO SOLO VERSIONI IN LEGA DI ZINCO,
unaudited.
PROVIDE ESTIMATES AND PRICES VIA MAIL OR TELEPHONE
with courtesy and professionalism '. It also provides
ON WORK ALREADY 'AND PERFORMED BY IMPROVING
.
EXIT DOOR IN THE WHOLE PROVINCE
of Venice, Padua, Treviso, at fair prices.
TECHNICAL AND MICHELE SMITH
348 8151975 mail: ariesassistenza@gmail.com



OUR SERVICES

SOS LOCKSMITH VENICE MESTRE SOS LOCKSMITH, LOCKSMITH MARGHERA SOS, SOS LOCKSMITH
TREVISO, SOS LOCKSMITH PADOVA, SOS LOCKSMITH Jesolo Cavallino,
LOCK VENICE MESTRE LOCK, LOCK LOCK MARGHERA
PADOVA, TREVISO LOCK, LOCK Jesolo Cavallino, VENICE
SECURITY DOORS, SECURITY DOORS PADOVA, TREVISO SECURITY DOORS, SECURITY DOORS LOCKS
VENICE, PERT ARMOURED LOCKS PADOVA, TREVISO
LOCKS SECURITY DOORS, SECURITY DOORS SERVICE
VENICE, PADOVA ASSISTANCE SECURITY DOORS, SECURITY DOORS SERVICE
TREVISO,
EMERGENCY SMITH VENEZIA MESTRE EMERGENCY LOCKSMITH, EMERGENCY LOCKSMITH
PADOVA, TREVISO EMERGENCY LOCKSMITH,
REPLACEMENT AND INSTALLATION OF ANTI PANIC HANDLES FOR VENICE,
REPLACEMENT AND INSTALLATION OF ANTI PANIC TO HANDLE PADOVA,
REPLACEMENT AND INSTALLATION OF ANTI PANIC TO HANDLE TREVISO