The addition of this new facility to Toledo has the potential to employ over people by In , a second approximately , square foot building was constructed and is currently undergoing an additional expansion.
DMS manufactures automotive parts for the Jeep Wrangler and has the potential to employ people. Columbuss Whittier Peninsula project property consists of approximately acres that was historically used since the s for industrial purposes. These activities included sand and gravel mining, the manufacturing of concrete products by the former Universal Concrete Company, unlicensed landfill activity, storage of cars and other vehicles on the City of Columbus Impound Lots, manufacturing at the former Lazarus Warehouse, electroplating, a coal yard, an asphalt plant, a steel fountry, and a railroad yard.
The peninsula was sectioned off and cleaned up in stages, with completion dates ranging from The restoration of the peninsula was a multi-year effort, now known as the Scioto Audubon Metro Park. The park boasts restored wetlands and grasslands, as well as riverside access for recreational purposes.
The Grange-Audubon Insurance Nature Center is located on site, as the property is located in a popular migratory path for many bird species. Bicycle and walking trails lace the property, connecting it to surrounding areas. Many other recreational facilities are available as well, noteably the very popular outdoor climbing wall.
Remediation activities included soil removal, implementation of soil barriers pavement, landscaping, floor slabs to prevent direct contact to soil, and land use and ground water use prohibitions. An environmental covenant limits the property to recreational, commercial, or industrial land use. ORC Section VAP properties audited may be selected from either the "random audit pool" or the "discretionary audit pool", as defined in Ohio Administrative Code OAC Rule If you have any questions or would like additional information, please contact Rachael Dininger at or Rachael.
Dininger epa. The MOA Track includes more agency involvement, such as notice of entry into the program, approval of certain documents and works plans, and greater public involvement. Participants who conduct these additional steps have the added comfort of knowing that the cleanup is being conducted under a program that the U.
EPA has reviewed and determined to be adequate. Download the VAP fact sheet [. Ohio recognized the need to remove the environmental and legal barriers that stalled redevelopment and reuse of contaminated properties. Now anyone can undertake a cleanup project and be assured it meets environmental standards without direct oversight from Ohio EPA.
The VAP maximizes resources and expertise in the private sector by utilizing qualified, experienced professionals such as engineers and scientists who are certified by Ohio EPA. These certified professionals CPs are responsible for verifying properties are cleaned up to the levels required by the program rules.
The detailed program rules allow these qualified professionals and the volunteer that he or she represents to do the work without ongoing Agency involvement. Ohio EPA operates a certification program to ensure that only environmental professionals with the appropriate qualifications and experience are licensed as CPs.
In addition, to help ensure high-quality work, CPs must meet annual continuing education requirements and be recertified by Ohio EPA each year. To ensure high-quality laboratory data, Ohio EPA also certifies laboratories that test environmental samples that support voluntary cleanups.
Before any certification is issued, Ohio EPA conducts an evaluation of the laboratory's documents and staff in order to determine its qualifications for certification. This evaluation includes a detailed technical review of all laboratory documents associated with an application and an on-site inspection to assess analysts' skills and knowledge in conducting the analyses. This document describes the environmental problems found at the site, how those environmental problems were investigated and how the site was cleaned up.
The NFA letter includes a Phase I property assessment report that contains information concerning the CP's investigation of the historical and current uses of the property. This information allows the CP to determine whether or not there is a reason to believe that a release of hazardous substances or petroleum has or may have occurred at the property.
What are the skills your organization is looking for from prospects? How many hours will volunteers need to devote to an opportunity? What is the average volunteer opportunity served frequency? Understand Volunteers and their Behaviors Once your nonprofit has answered your list of essential questions it is time to think about who your ideal volunteer is.
What are the values, beliefs, and interests of your target volunteer? Does your target volunteer have any time restraints that would prevent them from involvement in an opportunity? What are your target volunteers trying to get from your nonprofits opportunities? Why would your target volunteer want to help your organization? Here are a few volunteer engagement strategies that you may want to consider: Create volunteer specific segmented outreach campaigns based on prospect behavior.
Automate some of the volunteer outreach process to test strategies and processes Record volunteer data in your organizations CRM system Integrate your organizations CRM with a volunteer management solution Show appreciation to your volunteers simple but effective Provide prospects a wide range of involvement opportunities and leverage skill-sets. Final Thoughts The best way to engage and retain volunteers is to have a strategic plan in place. Engage Volunteers. Select Topic. January 10, at pm.
Contact Us Become A Partner info volunteerhub. Success in the volunteer community is measured in many different ways. What is vital to keeping volunteers engaged is expressing to them — on a regular basis — the difference they have helped to make through their work with your organization. Work plans can be written at the organization level, team level, or individual level. Did you miss the webinar? Does your organization use work plans to create helpful, detailed roadmaps to incredible results?
We would like to hear your ideas! The next step in the process is to find the people you need--and convince them that they need you, too.
Recruitment is covered in the next section of this chapter, so we won't go into too much detail on it now.
The two main components of recruiting, however, are worth mentioning here. First, find out what potential volunteers want.
What do they want to do? What things will make it easier for them to do that? What will make your agency more attractive? One excellent way to find this information is to conduct a needs assessment with potential volunteers.
Susan Ellis, an expert in the field of volunteer management, offers some advice. She writes, "Divorce, single parenthood, and caregiving to aging parents are only a few factors to which successful volunteer programs will adapt. Volunteer opportunities that respect people's limited time, welcome children to come along, and meet the social needs of adults to make new friends of both sexes not to mention safer ways to meet a potential date!
Second, find ways to tell potential volunteers how volunteering for your agency can give them what they want. Recruiting can take place in many different ways: volunteers can tell their friends about the organization; you can have informational meetings; ads can be placed in the local paper; and there are many, many other possibilities.
It's up to your organization to choose the recruitment tactic or tactics that make most sense for your program, budget, and needs.
A well-run recruitment effort should dig up many people offering their services to your organization. That's terrific, it's just what your organization needs. But some of these people may not be appropriate for your agency, or for the job they offer to do. Why not? Well, some of them may not be suited for the job they apply for, and others may actually pose a threat to your agency.
Additionally, as with paid staff members, your organization is legally responsible for what volunteers do while they are on the job. Organizations and, in some states, individual executives and board members are responsible for the actions committed by their volunteers while working.
What does this mean? Well, if a volunteer is going to the store to get paper for the newsletter, runs a red light, and hits someone, she may be personally liable for the accident. However, the person she hits could choose to sue the organization she works for as well, hoping that the organization is richer than the individual.
Here's another example: if a volunteer has a history of molesting children, you don't want him or her to run the childcare center at your clinic. First of all, the children may be at risk. And as with the situation above, the parents of any child who is harmed at your clinic may choose to sue the organization for allowing such a person to work with children--even if you didn't know about his or her history.
In this case, too, most states have laws that forbid a person with a history of molestation to work with children--and again, even if you didn't know the person's history, you would still be breaking the law. Screening volunteers is a good way to minimize these risks. For example, if the position involves a lot of driving, you might want to ask about a candidate's driving record.
If it turns out she has had several speeding tickets in the last year, you might decide that a different job would be more appropriate. Different agencies choose to screen volunteers in different ways. Some of the most common screening tools include:. Essay questions can also be tailored to the job a volunteer will be doing.
For example, a crisis counseling hotline essay question might be, "What would you tell someone who calls and says that her boyfriend never listens to her, and doesn't seem to care about her feelings? When you have chosen volunteers from your pool of candidates, the next thing to do is explain to the new volunteers the basics of the organization, its philosophy, and what they will be doing.
For larger volunteer programs, those that require extensive training, or those that will include a long time commitment with the agency, this often takes the form of a formal orientation session. These generally lasts for an hour or two and includes a tour of the facilities, and introduction to important staff members.
Volunteers are often given copies of written materials for example, a volunteer training manual, or brochures describing the group's work. Less formally, someone in the agency might introduce a new volunteer to others in the office, show him around, get him started working, and offer to answer questions as they arise. More complex tasks may require extensive training of volunteers. For example, Headquarters, a crisis-counseling center in Lawrence, Kansas, requires over hours of training before volunteers speak with clients.
Other types of programs, too, might have long training programs before volunteers actually go into the field. Even though volunteers aren't on the payroll, you won 't want to leave them to their own devices, without any sort of supervision and direction.
Many people look on their volunteer experience as a time to learn, and gently delivered constructive comments can help the volunteer to grow. Further, what your volunteers do will certainly reflect back on your organization as a whole, so it's important that someone the volunteer coordinator, if you have one, or perhaps the director in a smaller organization keeps tabs on what people are doing.
Once you have excellent people working with you, you want to keep them. Just having a well-run program will go a long way to keeping volunteers--people like to feel they are involved with something useful, and not that they are wasting their time in an inept organization.
There are also more specific things that the group can do to make sure that volunteers want to stick around. These include:. It's important, however, not to give a volunteer more work or more challenging work than he can realistically take on. The volunteer and his supervisor should talk together honestly about how much he can sensibly hope to accomplish while still feeling he is getting the challenge or satisfaction he desires.
This is a delicate balance, and one that both the volunteer and his supervisor should think about thoroughly. In a comprehensive volunteer program, you should evaluate how well volunteers are doing. This includes how well they are meeting their goals, as well as how well their work is helping to fulfill the agency mission.
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