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Presidential Distinguished Faculty and Staff Awards: Amir-Ali Shahegh

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Annual university faculty and staff awards winner biography

Presidential Distinguished Staff Award, Non-Exempt Staff

Amir-Ali Shahegh, Accounting Associate, Residential Life

Since joining UMBC 26 years ago, Ali Shahegh has played a central role in Residential Life. His kindness and positive attitude inspires all those around him, and his vast expertise in procurement and business processes is unparalleled.

Over his career, Shahegh has navigated procurement guidelines with skill and grace. Responsible for procurement for a $24 million budget, he has adeptly managed and prioritized the needs of more than 40 staff. He always places the interests of the university and its community first in his work, ensuring all fiscal responsibilities, no matter the size, are handled with the utmost attention to detail. He is the epitome of reliability and efficiency in his work and recognized by faculty, staff, and students for his excellent customer service. His quiet strength and calm, reassuring presence has earned him a reputation as a trusted team member and someone who will offer sound advice and impartial judgement.

Shahegh also offers his wealth of knowledge of procurement and finance to the broader campus community. He has served on the Student Affairs Wisdom Council and as a member of the Student Affairs Financial Review Council.

He has received bachelor’s degrees from Arkansas Tech University and UMBC.

The Spirit of the Game

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Feature article on UMBC homepage

The sun rises and crews get to work cutting the plush Riviera Bermuda grass, repainting lines and repairing divots with green dyed sand.

As the only Bermuda grass field in the America East Conference, UMBC has to keep it looking its best. And, with the growing success of its soccer program, there’s a good chance the field will see a lot more action this fall.

For the defending America East champion UMBC men’s soccer team, this recent success is nothing new. However, the 2013 season marks a lot of firsts for the team, including cracking the top ten in the National Soccer Coaches Association of America (NSCAA) rankings and 7th in Top Drawer Soccer. They currently rank no. 8 in NSCAA, slipping one spot after a tough, double overtime loss to Delaware. UMBC women’s soccer is also seeing similar success, having won seven of their last nine contests – the most wins for the team since 2006.

 “We have maintained a quality program for quite some time, but these are heights we have not scaled before and marks an exciting, new era for our team,” said Steve Levy, Associate Athletic Director, UMBC.

UMBC’s unprecedented success comes at a time when soccer in the United States has never been more popular. And, with the 2014 World Cup less than 12 months away, that interest will only continue to grow.

However, if you were to visit UMBC campus on a game night, you’d think the Cup was just days away. University students and alumni have a strong tradition of supporting its soccer program. Each fall, “retriever fever” sweeps the campus community, bringing with it a surge of college spirit and camaraderie. Halls are decorated, events are booked and thousands of students converge on the campus for Homecoming week – all leading up to the men’s soccer match. This year, more than 1,700 attended the Saturday game.

“Every year we draw more and more fans and alumni back to campus as a community, while the events and support get better and better,” said Anthony Adams, Men’s Soccer Associate Head Coach. “I would challenge anyone to come to a men’s soccer game and not see tremendous school spirit.”

Despite the large disparity in budget and resources when compared to other top school programs in the country, UMBC has continued to consistently rank well in game attendance and participation. During the 2012 soccer season, the university was 25th in attendance, nationally; and numbers are up from 995 to 1,228 per game in 2013.

Nowhere is this school spirit and support more evident than on the sidelines. Each home game, thousands of students, alumni and fans turn out – complete with banner flag, rally drum, matching apparel and organized chants. Lot 17, named for the original spot where fans would gather before and after each game, was a way for UMBC’s soccer fans to get organized. Following the 2010 season, men’s soccer saw a significant rise in attendance at home games after an appearance in the 2010 NCAA tournament, advancing to the second round. With help from an enthusiastic men’s soccer club team, Lot 17 was formed and is now a quintessential part of the school’s soccer heritage. The fan-based group often travels to away games and can be found taking over opposing stadiums with their cheering.

Soccer is a sport I am very passionate about,” said Edward (Teddy) Tibert, a UMBC club soccer player and lead organizer for Lot 17. “I think that’s what makes it great – we’re so unique from other schools in the sense that the greatness of soccer isn’t taken away by all the shine that football brings.” This Saturday, the America East Conference action continues, as UMBC men’s soccer battles University of New Hampshire (UNH) for first place at Retriever Soccer Park. For tickets and more information, please visit www.umbcretrievers.com.

Good hiring strategies are crucial to business success, expert says

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Greater Baltimore Committee news story

Good hiring strategies are very important in determining the success of a business, Mary Kraft, president of Mary Kraft & Associates, Inc., told Greater Baltimore Committee members at a recent Bridging the Gap speaker series.

“Without good employees, your company will not do well,” Kraft warned. That’s why it’s very important for businesses to develop and use good hiring strategies, she said.

Kraft recommended businesses begin the hiring process by reviewing the job description. “Sometimes the description isn’t adequate or of the time,” she said. Businesses should make sure the description states the skills and qualifications needed relative to the current marketplace.

It is also important to have all candidates fill out an official application to place them on a level playing field. “Don’t just ask for a resume; everyone writes a resume differently,” she said. Policies, procedures and overall company expectations should be explained to all applicants in proper, legal documentation, Kraft said.

According to the Society of Human Resource Managers, more than 53 percent of all job applicants lie to some extent on their resumes, which is why Kraft strongly recommends that employers take the time to research and verify an applicant’s information.

This is especially important when filling a job position in upper management. Kraft estimates that it takes one month for every $10,000 dollars in salary to find the right candidate. “The higher the position, the longer it takes to find someone with the proper credentials,” she said.

During the interview, the employer should ask open-ended questions and give the candidate the opportunity to showcase his or her skills by developing a set of questions based on the resume, Kraft said. Take notes, but also keep the atmosphere as light as possible. There’s nothing worse than an interview that feels like an interrogation, she said.

But remember, the candidate is also interviewing you. It is your job to convince the candidate why he or she should consider a career with your company, Kraft said. Be sure to find out what benefits are most important to the candidate and highlight what your company can offer.

After the interview, finish taking notes immediately. “Take the time to evaluate that candidate,” Kraft said. Check all references; speak with immediate supervisors and ask for copies of written evaluations to verify the candidate’s job history.

Although good strategies can prepare a company for the hiring process, Kraft admits there is no formula that guarantees a perfect employee. “Better hiring is not a science, it’s an art,” she said.

GBC Emerging Business Council discusses small business challenges and strategies

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Greater Baltimore Committee news story

The Greater Baltimore Committee held its first Emerging Business Council meeting on May 22. Members of the newly formed council and representatives from Maryland’s Department of Business and Economic Development (DBED) and BB&T Bank discussed small business challenges and strategies to help better prepare for success in the Baltimore region.

Samuel Lloyd, DBED assistant secretary for small business, explained to members the new role the state will take in supporting small business throughout the region. Brant Standridge, senior vice president of BB&T Bank, addressed the challenges of emerging business from a financial perspective.

“Our goal is to bring real value by connecting small businesses with existing government resources,” said Lloyd. The new small business division was created by the state this year with the goal of becoming the focal point for connecting businesses to both public and private sector resources.

However, the state does not want to compete with existing business resources within the community, Lloyd asserted. DBED will be assigning small business associates throughout the state to establish a critical link between incubators and small business.
The state will also provide guidance and counseling on issues such as acquisitions and mergers, strategic planning and succession, finances, workforce planning and educational development. The DBED small business division plans to be fully staffed in three to six months.

From a financial perspective, BB&T’s Standridge emphasized that emerging business success relies on having a strong attorney, CPA and banker, along with a quality business plan.

Several other important issues for small business managers include attracting and maintaining a quality workforce and coping with the rising costs in health care which are sometimes overlooked. If these issues are not handled properly, it can negatively impact a business’ success, Standridge warned.

The GBC’s Emerging Business Council provides assistance through development programs, networking opportunities, regular meetings, and a resource guide to small businesses and entrepreneurs who are members of the GBC. In order to be a part of the Emerging Business Council, a company must have fewer than 50 employees, or have been in business fewer than five years.

Alternative energy preview: Nuclear energy

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Greater Baltimore Committee article on alternative energy ahead of GBC’s 2007 Business Outlook Conference

Nuclear energy is one of the most efficient ways to generate electricity in the United States, according to its advocates. Nuclear power emits no carbon dioxide or other greenhouse gases and has the potential to produce expanded supplies of clean electricity on a global scale.

The natural resource for nuclear energy, uranium, is found in large quantities throughout the world, and has the ability to produce sustainable electricity at a fraction of the cost of fossil fuels, according to the World Nuclear Association (WNA). A recent Stanford University study found that the fission of an atom of uranium produces 10 million times the energy created by the combustion of an atom of carbon from coal.

Nearly 20 percent of energy consumed in the U.S. is nuclear, and that number is expected to grow, the WNA reported. There are 104 commercial nuclear power plants in the U.S., and according to the Nuclear Regulatory Commission’s (NRC) Peter B. Lyons, U.S. utilities will seek to build 17 new nuclear reactors at 11 sites.

The dangers associated with nuclear power generation and its waste disposal has declined significantly since the introduction of the technology in 1951. According to the WNA, more than 20,000 containers of spent fuel and high-level waste have been shipped safely, and with no harmful radioactive release.

However, opponents to nuclear power are concerned about the inherent risks associated with waste disposal. Nuclear waste remains radioactive for thousands of years, requiring safe disposal away from society until it loses significant radiation values. Many also fear the potential for a nuclear reactor meltdown similar to the 1986 Chernobyl accident, when 56 people died as a result of a flawed reactor design.

High construction costs are also a major concern. According to the independent research firm, Resources for the Future (RFF), based on estimates from vendors in the United States, a new 1,000 megawatt (MW) nuclear power plant would cost approximately $2 billion and take five years to build.

Maryland has two active nuclear reactor units located at the Calvert Cliffs site in Lusby, Md. In July 2007, Constellation Energy Group of Baltimore filed a partial application with the NRC, asking the commission to review environmental plans for the addition of a 1,600-megawatt reactor, the Washington Post reported. Nuclear power accounts for 14 percent of Maryland’s electricity output.

For more information about nuclear energy and power plants, visit the World Nuclear Association’s website.