Olympics Summer Games in Caribbean, or African Union member nations. Just a dream.

Just a dream.

Selection of Haiti, or an African Union member nation as Summer Olympic host games. Imagine the physical infrastructure, jobs, business development that could take place in a country such as Haiti, Cuba, Barbados, Benin, Malawi, Kenya, Ghana, or any other nation in need of renewal, and revitalization.

A dream and imagination can make it possible.

CDS. CEO. BLACK EMERGENCY MANAGERS ASSOCIATION

Community Stakeholder and Corporate Responsibility. U.S EPA requires California companies to improve oil spill prevention plans

How are spills and environmental concerns planned for in your communities?

BEMA


For Immediate Release: August 5, 2015

Media Contact: Soledad Calvino, calvino.maria@epa.gov, 415-972-3512

U.S EPA requires California companies to improve oil spill prevention plans

Safety-Kleen Systems in Newark and Cargill Corporation in Fullerton fined $135,000 

LOS ANGELES – Today, the U.S. Environmental Protection Agency announced the resolution of a series of settlements under the Clean Water Act with Safety-Kleen Systems, Inc., in Newark, Calif., and Cargill Corporation, in Fullerton, Calif., for violations of federal oil pollution prevention regulations. Safety-Kleen will pay a $90,000 penalty and Cargill will pay a $45,000 penalty to resolve the violations at their facilities.

“All companies who store oil must comply with federal standards. Facilities are required to prevent spills and be prepared to respond to a worst case oil discharge emergency," said Jared Blumenfeld, EPA’s Regional Administrator for the Pacific Southwest. “Preventing spills and protecting our waterways from oil spills is essential.”

Safety-Kleen, a waste oil recycler in Newark, Calif., violated the Clean Water Act’s Oil Spill Prevention Control and Countermeasure (SPCC) rules by failing to provide secondary containment around an oil storage area; failing to secure and control access to oil handling, processing and storage areas; failing to use safe containers and good engineering practices, including liquid level alarms, to avoid discharges; and failing to develop a complete Facility Response Plan.

Cargill Corporation, which operates a vegetable oil terminal and packaging facility in Fullerton, Calif., violated EPA’s oil pollution prevention regulations by failing to update and recertify its SPCC plan for its Fullerton facility; failing to provide adequate oil containment and drainage controls; failing to ensure that the secondary containment walls of the East Tank Farm could contain spilled oil; and failing to remove accumulations of oil outside tanks and piping, transfer areas and process area collection trenches.

EPA also recently settled with four smaller California companies for violations of the oil pollution prevention regulations at their sites. The four companies are:

Antioch Building Materials
The Pittsburg, Calif. company was fined $2,775 for failure to provide a proper SPCC plan, implement tank inspection and integrity testing programs, and provide documentation of employee training.

JC Greasebuyers
The Riverside, Calif. company was fined $2,400 for failure to provide a proper SPCC plan, for storing oil in improper storage containers and for failing to implement a tank integrity testing program to prevent releases.

Gemsa Oil
The La Mirada, Calif. company was fined $2,250 for failure to provide a proper SPCC plan and have adequate secondary containment for vegetable oil storage tanks.

SoCal Pumping
The Riverside, Calif. company was fined $1,900 for failing to provide a proper SPCC plan, and complete inspection records, The facility also lacked an adequate tank integrity testing program and proper oil drum secondary containment.
EPA’s proposed Clean Water Act settlements for the Cargill and Safety-Kleen cases are subject to a 30 day public comment period and approval by the Regional Judicial Officer and are available at: 

http://www.epa.gov/region9/enforcement/pubnotices/pubnotice-cargill.html 

and 

http://www.epa.gov/region9/enforcement/pubnotices/pubnotice-safety-kleen.html

The goal of EPA’s SPCC regulation is to prevent oil from reaching navigable waters and adjoining shorelines, and to contain and respond to discharges of oil. The regulation requires onshore oil storage facilities to develop and implement SPCC Plans and establishes procedures, methods, and equipment requirements to prevent spills, and to respond properly if a spill occurs.

For more information on SPCC, please visit: http://www2.epa.gov/oil-spills-prevention-and-preparedness-regulations

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Public Health Education and Training. Core Competencies. Medical Reserve Corps.

Medical Reserve Corps

https://www.mrc.train.org/DesktopShell.aspx?tabId=94

Core Competencies for Public Health Professionals: Introduction  

Core Competencies for Public Health Professionals: Introduction   

The Core Competencies for Public Health Professionals (Core Competencies) are a consensus set of skills for the broad practice of public health, as defined by the 10 Essential Public Health Services. Developed by the Council on Linkages Between Academia and Public Health Practice, the Core Competencies reflect foundational skills desirable for professionals engaging in the practice, education, and research of public health. The Core Competencies support workforce development within public health and can serve as a starting point for public health professionals and organizations as they work to better understand and meet workforce development needs.

Organization of the Core Competencies

The Core Competencies are organized into eight domains, reflecting skill areas within public health, and three tiers, representing career stages for public health professionals.

Domains

The Core Competencies are divided into eight domains, or topical areas of knowledge and skill:

1. Analytical/Assessment Skills
2. Policy Development/Program Planning Skills
3. Communication Skills
4. Cultural Competency Skills
5. Community Dimensions of Practice Skills
6. Public Health Sciences Skills
7. Financial Planning and Management Skills
8. Leadership and Systems Thinking Skills

Tiers

• Tier 1 – Front Line Staff/Entry Level. Tier 1 competencies apply to public health professionals who carry out the day-to-day tasks of public health organizations and are not in management positions. Responsibilities of these professionals may include data collection and analysis, fieldwork, program planning, outreach, communications, customer service, and program support.
• Tier 2 – Program Management/Supervisory Level. Tier 2 competencies apply to public health professionals in program management or supervisory roles. Responsibilities of these professionals may include developing, implementing, and evaluating programs; supervising staff; establishing and maintaining community partnerships; managing timelines and work plans; making policy recommendations; and providing technical expertise.
• Tier 3 – Senior Management/Executive Level. Tier 3 competencies apply to public health professionals at a senior management level and to leaders of public health organizations. These professionals typically have staff who report to them and may be responsible for overseeing major programs or operations of the organization, setting a strategy and vision for the organization, creating a culture of quality within the organization, and working with the community to improve health.

The organization of the Core Competencies into three tiers provides guidance in identifying appropriate competencies for public health professionals. In general, competencies progress from lower to higher levels of skill complexity both within each domain in a given tier and across the tiers.  Public health organizations are encouraged to interpret and adapt the Core Competencies in ways that meet their specific organizational needs.

Online Training. August 13, 2015 Building Healthy Communities.

Every community can be a healthy community.

GovLoop Training

Building Healthy Communities

Hi , The truth is where you live, work, and play affects your health, now more than ever. Health and human service organizations are increasingly using geographic information systems (GIS) to visualize and understand data about the populations they serve. New Online Training: Building Healthy Communities Join us on Thursday, August 13th from 2-3PM ET/ 11AM - Noon PT to discover how Esri’s ArcGIS platform empowers communities to improve the health and wellbeing of all residents. Register Now! Helping you build healthy communities, Team GovLoop

Nonprofit Pro. Making the Ask: Just Pull the Trigger!

http://www.nonprofitpro.com/post/making-ask-just-pull-trigger/#utm_source=nonprofit-pro-today&utm_medium=newsletter&utm_campaign=2015-07-31&utm_content=making+the+ask%3A+just+pull+the+trigger%21-1

Making the Ask: Just Pull the Trigger!

By F. Duke Haddad

Like most of us, I do not have a great deal of free time in my life. When I find the time for freedom, I love to read other books, articles, blogs and communication by my peers and colleagues. Whether you are 22 or 72 with nonprofit experience, you have something to share with others. This profession is so dynamic, you better stay on top of what others think. When I read something that sticks, I immediately think of prior situations where I applied or didn’t apply methods for success.

At this time of year I find myself completing a fiscal year while preparing for a new one. It is all about metrics in this business. I get frustrated when hard work and preparation doesn’t totally equate to results. This is due in part to the state and maturity of your fundraising program. In this specific instance I am talking about major gifts and face-to-face interactions.

I recently read an article by Joe Garecht of The Fundraising Authority, titled “3 Lessons Nonprofit Fundraisers Can Learn from Political Fundraisers.” Joe notes in lesson one that a “bundler” is someone who has the ability to raise a significant amount of funds from his or her network. Lesson two states that fundraising is everyone’s job. And my favorite, lesson three, is for professionals that build relationships but don’t take all day in doing so. (Which means there is a time for asking for a gift by pulling the trigger!)

I love reviewing Indiana University’s major gift process of metrics and accountability. Each major gift officer must have a portfolio and be accountable for moving that portfolio. When I meet someone with Indiana University experience, I assume they are properly trained to close gifts and move prospects. In my experience over time, I unfortunately have hired several “experienced” major gift officers that just couldn’t pull the trigger.

I worked with one individual who was the best relationship person I had ever seen. He was young, hungry and teachable—or so I thought. He knew the wealth in town and interacted easily with wealthy people. I attended an event where a multimillionaire was honored. Several slides on the stage featured the philanthropist with my young colleague. He was by far the youngest member in the slide. I developed a portfolio and sent him for fundraising training. I found out the hard way that he loved to meet and interact with people, but could not close a major gift. The only way he could engage in the process of asking for something was when it benefited him personally. He was the king of quid pro quo. He soon moved out of the fundraising profession.

I worked with another colleague who had the resume and skills for major gift success. He had worked at several universities. He was well-educated and trained. He was an excellent speaker and educator. He understood the case for support and priorities. He knew exactly what was to be sold. That said, when push came to shove, he could build a relationship, but couldn’t pull the trigger. I worked with another colleague with an excellent personality and wonderful skillset on paper. He knew what to say and was great in a group setting, but could not interact 1:1 with others. It was a strange situation. And my list goes on and on. Major gift people that can consistently pull triggers and successfully close gifts are hard to find. If you have one in your shop, keep them!

When should you pull a trigger by making an ask? This assumes you have done your homework and research on these prospects as to capacity, involvement, history, other relationships, etc. Some examples:

1. When volunteers, board, etc. that work with you feel the prospect is ready to be asked.
2. When the amount asked is at a low level leading to a larger ask.
3. When the prospect gives you an indication to go ahead and ask.
4. When there is a prior history of giving and it is time to give again.
5. When it is a fundraising board and they are making the lead gifts.
6. Based upon experience, timing and gut when to ask for a gift.
7. When you are clear as to the decision maker on an ask (husband or wife).
8. When you make a gift yourself and you are asking someone of equal donation amount.
9. When the relationship is strong and the move is right.
10. When the time period is right through proper cultivation.

The No. 1 reason people do not give is they are not asked. Other nonprofits are asking your prospects for a gift as we speak. When are you going to join the party and just pull the trigger?

F. Duke HaddadAuthor's pageDuke has extensive experience as a nonprofit practitioner and consultant. He has been a contributing author to NonProfit PRO for the last seven years and has had the CFRE designation for the last 23 years. He has also been a member of the Association of Fundraising Professionals for over 30 years. He received his doctorate from West Virginia University with an emphasis in philanthropy, masters from Marshall University with an emphasis on resource development and a bachelor's degree from West Virginia University with emphasis in marketing/management. Currently he is executive director of development for The Salvation Army Indiana Division. Duke also works on special projects for G. J. Mongon & Associates and Duke Haddad & Associates. Contact Duke atdhaddad324@gmail.com.