U.S. Environmental Protection Agency, Region

March 2004
Chemical Emergency
Preparedness & Prevention
This year's EPA Region
III Emergency Preparedness
and Prevention conference
will journey to the historic
City of Philadelphia from
December 5 through 8 at the
Philadelphia Marriott.
Five Local Emergency
Planning Committees from
the Philadelphia region have
teamed up with EPA Region III
to host this year's conference.
Led by the Philadelphia
LEPC, this dynamic group of
volunteers is working hard to
put on a fantastic conference
and to ensure you'll feel
right at home while you're in
In addition to a great
discount for attendees who
register early, we'll also be
offering for the first time a
substantial discount for multiple
attendees from the same
organization. We recognize many
organizations send several staff
members to the conference, and
we want to help as many of you
in the field attend as possible.
The early-bird registration fee
will be only $115 and only $100
when three or more individuals
attend from the same
Included in the registration
fee will be several pre-
conference training programs
starting on Sunday, followed by
three full days of workshops,
general sessions, networking
opportunities, and an exhibit
hall filled with solutions to your

product and service needs. As
always, conference attendees will
experience the best in education,
information and technology.
Plan to spend some time
exploring Philadelphia's rich
history and cultural landmarks
including the brand new
National Constitution
Center, the Liberty Bell,
Independence Hall or any of
Philadelphia's world-class
museums or theatres. (For
those of you who are football
fans, the annual Army-Navy
game will be Saturday,
December 4, in Philadelphia.)
For those interested in
exhibiting, the conference
is a premier opportunity
to be face-to- face with
key decision makers in the
emergency preparedness
and prevention field. The
Host Committe also will be
offering a limited number
of sponsorships. Call
the Conference Hotline
at 800-364-7974 for more
Watch your mail for more
on the 2004 conference-
Partners in Preserving
Liberty-ox visit our website at
In This Issue...





Chemical EmerQenc^_PreBM^!lSS§A£l§^DlML.

Peter F. Drucker
Team-building has become a
buzzword in American business.
The results are not overly
Ford Motor Company began
more than ten years ago to build
teams to design its new models. It
now reports "serious problems,"
and the gap in development
time between Ford and its
Japanese competitors has hardly
narrowed. General Motors' Saturn
Division was going to replace
the traditional assembly line with
teamwork in its "factory of the
future." But the plant has been
steadily moving back toward
the Detroit-style assembly line.
Procter and Gamble launched
a team-building campaign with
great fanfare several years ago.
Now P&G is moving back to
individual accountability for
developing and marketing new
One reason — perhaps the
major one — for these near
failures is the all-but-universal
belief among executives that there
is just one kind of team. There
actually are three—each different
in its structure, in the behavior it
demands from its members, in its
Chemical Emergency Preparedness &
strengths, its vulnerabilities, its
limitations, its requirements, but
above all, in what it can do and
should be used for.
The first kind of team is the
baseball team. The surgical team
that performs an open-heart
operation and Henry Ford's
assembly line are both "baseball
teams." So is the team Detroit
traditionally sets up to design a
new car.
"One reason
— perhaps the
major one—
for these near
failures is the
belief among
executives that
there is just one
kind of team.
There actually
are three—"
The players play on the team;
they do not play as a team. They
have fixed positions they never
leave. The second baseman
never runs to assist the pitcher;
the anesthesiologist never
comes to the aid of the surgical
nurse. "Up at bat, you are totally
alone," is an old baseball saying.
In the traditional Detroit design
team, marketing people rarely
saw designers and were never
consulted by them. Designers did
Prevention Update
their work and passed it on to the
development engineers, who in
turn did their work and passed it
on to manufacturing, which in turn
did its work and passed it on to
The second kind of team is
the football team. The hospital
unit that rallies around a patient
who goes into shock at three
a.m. is a "football team," as are
Japanese automakers' design
teams. The players on the football
team like those on the baseball
team, have fixed positions. But
on the football team players
play as a team. The Japanese
automakers' design teams, which
Detroit and P&G rushed to imitate,
are football-type teams. To use
engineering terms, the designers,
engineers, manufacturing people,
and marketing people work "in
parallel." The traditional Detroit
team worked "in series."
Third, there is the tennis
doubles team — the kind Saturn
management hoped would
replace the traditional assembly
line. It is also the sort of team that
plays in a jazz combo, the team
of senior executives who form
the "president's office" in big
companies, or the team that is
most likely to produce a genuine
innovation like the personal
computer fifteen years ago.
On the doubles team, players
have a primary rather than a fixed
position. They are supposed
to "cover" their teammates,
adjusting to their teammates'
strengths and weaknesses and
to the changing demands of the
(( A. A	A "
Business executives and the
management literature have
little good to say these days
about the baseball-style team,

whether in the office or on the
factory floor. There is even a
failure to recognize such teams
as teams at all. But this kind of
team has enormous strengths.
Each member can be evaluated
separately, can have clear and
specific goals, can be held
accountable, can be measured
— as witness the statistics a true
aficionado reels off about every
major-leaguer in baseball history.
Each member can be trained and
developed to the fullest extent of
the individual's strengths. And
because the members do not
have to adjust to anybody else
on the team, every position can
be staffed with a "star," no matter
how temperamental, jealous, or
limelight-hogging each of them
might be.
But the baseball team is
inflexible. It works well when the
game has been played many
times and when the sequence
of its actions is thoroughly
understood by everyone. That is
what made this kind of team right
for Detroit in the past.
As recently as twenty years
ago, to be fast and flexible in
automotive design was the last
thing Detroit needed or wanted.
Traditional mass production
required long runs with minimum
changes. And since the resale
value of the "good used car"—
one less than three years old-
was a key factor for the new-car
buyer, it was a serious mistake
to bring out a new design (which
would depreciate the old car)
more than every five years. Sales
and market share took a dip on
several occasions when Chrysler
prematurely introduced a new,
brilliant design.
The Japanese did not invent
"flexible mass production";
IBM was probably the first to
use it, around 1960. But when
the Japanese auto industry
adopted it, it made possible the
introduction of a new car model
in parallel with a successful old
one. And then the baseball team
did indeed become the wrong
team for Detroit, and for mass-
production industry as a whole.
The design process then had to
be restructured as a football team.
The football team does have
the flexibility Detroit now needs.
But it has far more stringent
requirements than the baseball
team. It needs a "scpre" — such
as the play the coach signals
to the huddle on the field. The
specifications with which the
Japanese begin their design of
a new car model — or a new
consumer-electronics product —
are far more stringent and detailed
than anything Detroit is used to
in respect to style, technology,
performance, weight, price and so
on. And they are far more closely
adhered to.
In the traditional "baseball"
design team, every position—
engineering, manufacturing,
marketing — does its job its
own way. In the football team
there is no such permissiveness.
The word of the coach is law.
Players are beholden to this one
boss alone for their orders, their
rewards, their appraisals, their
The individual engineer on
the Japanese design team is
a member of his company's
engineering department. But he is
on the design team because the
team's leader has asked for him
— not because the chief engineer
sent him there. He can consult
engineering and get advice. But
his orders come from the design-
team chief, who also appraises
his performance. If there are stars
on these teams, they are featured
only if the team leader entrusts
them with a "solo." Otherwise they
subordinate themselves to the
Even more stringent are the
requirements of the doubles
team — the kind that GM's Saturn
Division hoped to develop in its
"flexible-manufacturing" plant
and a flexible plant does indeed
need such a team. The team must
be quite small, with five to seven
members at most. The members
have to be trained together and
must work together for quite some
time before they fully function
as a team. There must be one
clear goal for the entire team yet
considerable flexibility with respect
to the individual member's work
and performance. And in this kind
of team only the team "performs";
individual members "contribute."
All three of these kinds of
teams are true teams. But they are
so different — in the behavior they
require, in what they do best, and in
what they cannot do at all — that
they cannot be hybrids. One kind
of team can play only one way.
And it is very difficult to change
from one kind of team to another.
Gradual change cannot
work. There has to be a total
break with the past, however
traumatic it may be. This means
that people cannot report to both
their old boss and to the new
coach, or team leader. And their
rewards, their compensation, their
appraisals, and their promotions
must be totally dependent on their
performance in their new roles
on their new teams. But this is so
Chemical Emergency Preparedness & Prevention Update

unpopular that the temptation to
compromise is always great.
At Ford, for instance, the
financial people have been
left under the control of the
financial staff and report to it
rather than to the new design
teams. GM's Saturn Division has
tried to maintain the authority
of the traditional bosses — the
firstline supervisors and the shop
stewards — rather than hand
decision-making power over to
the work teams. This, however, is
like playing baseball and a tennis
doubles match with the same
people, on the same field, and at
the same time. It can only result in
frustration and nonperformance.
And a similar confusion seems to
have prevailed at P&G.
Teams, in other words,
are tools. As such, each team
design has its own uses, its
own characteristics, its own
requirements, its own limitations.
Teamwork is neither "good"
nor "desirable" — it is a fact.
Wherever people work together
or play together they do so as a
team. Which team to use for what
purpose is a crucial, difficult, and
risky decision that is even harder
to unmake. Managements have
yet to learn how to make it.
From Managing in a Time
of Great Change by Peter F.
Drucker. Copyright © 1995
by Peter F. Drucker. Used by
permission of Dutton Signet, a
division of Penguin Books USA,
Peter F. Drucker is a writer,
teacher, and consultant
specializing in strategy and policy
for businesses and social sector
organizations. He has consulted
with many of the world's largest
corporations as well as with
nonprofit organizations, small
and entrepreneurial companies,
and with agencies of the U.S.
government. He has also worked
with free-world governments
such as those of Canada, Japan,
and Mexico. He is the author
of thirty-one books which have
been translated into more than
twenty languages. He has
been an editorial columnist
for the Wall Street Journal and
a frequent contributor to the
Harvard Business Review and
other periodicals. Peter Drucker
has been hailed in the United
States and abroad as the seminal
thinker, writer, and lecturer on
the contemporary organization.
In 1997, he was featured on the
cover of Forbes magazine under
the headline, "Still the Youngest
Mind," and BusinessWeek has
called him "the most enduring
management thinker of our time."
Mr. Drucker has received honorary
doctorates from universities
around the world. He is Honorary
Chairman of the Leader to Leader
A key player on EPA's
emergency response team
is the On-Scene Coordinator
or OSC. OSCs are highly
skilled men and women
who conduct, direct, and
coordinate emergency
response actions and
take whatever actions are
necessary, consistent with
Federal law, to remove the
In every area of the
country, OSCs are on-call
and ready to respond to
hazardous substances
releases and oil discharges 24
hours a day. When a release
is discovered or reported, the
OSC evaluates the situation
and, if the OSC determines
a Federal response action is
necessary, he or she works
with state and local response
teams, local police and
firefighers, or other Federal
agencies to eliminate the
danger. The OSC also will
ensure that the public and
business community are
kept informed and that their
concerns are considered
throughout the response
Bob Kelly, an OSC at EPA
Region III, will present a
workshop on the role of OSC's
and how they can help state
and local responders at EPA
Region Ill's 2004 Conference
in December.
Chemical Emergency Preparedness & Prevention Update

Bill McHale, P.E.
U.S. EPA Region III
Jennifer Shoemaker
U.S. EPA Region III
In August 2002,
approximately 48,000 lbs of
chlorine was accidentally
released from a railcar during
unloading operations at a facility
near St. Louis, Missouri. The
root cause was a Flex Line
failure. Emergency response
personnel were unable to
quickly stop the railcar from
emptying its contents through
valves located in the railcar
valve hood, which increased the
extent of the release. In the end,
three workers and 63 residents
from the nearby community
were sent to the hospital for
chlorine exposure.
Railroad cars supplying
toxic or flammable materials
to stationary facilities face a
high risk that the flexible line
connecting the car to the
process will leak during transfer
operations. During a release
event, it can be difficult to
access the valves in the railcar
valve hood and stop the flow
(the excess flow valve in the
railroad car usually requires a
massive leak to actuate).
A number of facilities in
the EPA Region 3 area have
installed valve closure systems
(some purchased, some
homemade) to minimize the
amount of released material
during an accident. The valve
closure systems are designed to
shut off the valves in the railcar
valve hood upon receiving a
signal from the nearby toxic or
flammable sensors. When the
railcar is hooked up, the valve
closure system is mounted on
the railcar valves located in the
railcar valve hood. Since the
sensor signal operates the valve
closure system, it is critical that
the sensors be accurate. Also,
a check valve in the process line
should be installed to prevent
back-flow from the process. In
our Risk Management Plan audits,
we recommend these valve
closure systems.
Bill McHale and Jennifer
Shoemaker are located in EPA's
Philadelphia Office and can be
reached at 215-814-5000.
•	EPA issues periodic "Alerts"
which explain specific
hazardous substance
hazards that have become
evident through our accident
investigation efforts. You
can view these alerts at
www.epa.gov/ceppo (click
on "CEPP" and "Preventing
Chemical Accidents."
•	The Center for Chemical
Process Safety (CCPS),
in partnership with the
Environmental Protection
Agency, the Occupational
Safety and Health
Administration, the American
Chemistry Council, and
Synthetic Organic Chemical
Manufacturers Association,
has made available online, free
of charge, the book Essential
Practices for Managing
Chemical Reactivity Hazards
(2003). This book, intended
for safety managers, chemists,
and engineers, helps both
small and large companies
address safe handling,
processing and storing of
chemicals that might become
involved in uncontrolled
chemical reactions.
To access the book online,
you will need to first complete
a one-time sign-up procedure
through Knovel, CCPS's online
book distributor. Register at
the Knovel Web Site at http:
In 1996, EPA established
a list of extremely hazardous
substances and issued
regulations for the prevention
and mitigation of accidental
releases of those substances
under section 112® of the Clean
Air Act. Facilities covered by
the regulations are required to
implement a risk management
program and submit a description
of the program (called a risk
management plan or RMP) to
RMPs must be updated at
least once every five years. The
majority of facilities submitted
their initial RMPs by the original
June 21,1999 deadline and have
not resubmitted their RMPs since.
This means that most RMPs must
be fully updated and resubmitted
by June 21, 2004.
If certain process changes
occur at the facility before the
5-year anniversary of the RMP,
the RMP must be updated
and resubmitted before those
changes are made. The 5-
year anniversary date is reset
whenever the RMP is fully
Chemical Emergency Preparedness & Prevention Update

updated and resubmitted.
In July 2003, EPA proposed
to amend RMP reporting
requirements including the
addition of several new data
elements. The final rule will be
issued soon followed by the new
version of RMP*Submit, EPA's
software for RMP submission.
The new version is estimated to
be available sometime this month.
For the 5-year update and
resubmission, all nine sections
of the RMP are to be reviewed,
updated and certified as true,
accurate and complete.
Under Section 1, ensure that
the registration information is
up to date and remember that
"facility location address" cannot
be a post office or rural box
number. Latitude and longitude
coordinates must be verified
through use of global positioning
system receivers, U.S. Geological
Survey topographic maps, or
web-based siting tools. Lastly,
since NAICS was revised in 2002,
check whether the NAICS code
reported for covered processes
is still valid. The NAICS codes for
construction and wholesale trade
have been revised along with
a number of other codes. The
Census Bureau maintains a Web
Site with a list of the 2002 NAICS
Sections 2 through 5 state
that the offsite consequence
analyses (OCA) should be
reviewed to determine whether
the parameters and assumptions
are still valid, and the data used
to estimate the population and
environmental receptors should
be reviewed and updated.
Accidental history needs to be
updated to include any accidental
releases that occurred over the
past 5 years from a covered
process and resulted in death,
injury or significant property
damage under Section 6.
Sections 7 and 8 require
that the most recent dates of
prevention program activities be
reported in the resubmission.
In Section 9, the dates of
the most recent review of your
emergency response program
and most recent training must be
reported on the resubmission.
In addition to requirements for
updating the RPM, regulations
require that several aspects of
the prevention and emergency
response programs be
implemented or reviewed. The
implementation of these recurring
requirements must be up-to-date.
The following are some recurring
requirements highlights:
• For Program 2, review and
update hazard review once
every five years.
For Program 3, update and
revalidate process hazard
analysis once every 5 years.
For Program 2 and 3
processes, verify that any
recurring prevention program
implementation requirements
have been carried out.
Finally, it is required that the
emergency response program
be reviewed and updated,
and employees notified of any
EPA has a fact sheet which
provides more detail on
resubmitting your RMP available
on its Web Site at www.epa.gov/
Know a person or
organization that is making
a difference in emergency
preparedness, prevention or
response? Maybe that person
is you! Nominate yourself or
others for a 2004 EPA Region
III 2004 Partnership Award.
The requirements are that
the person or organization
be demonstrating creativity
or resourcefulness; going
beyond what is required by
a job description or law; or
taking action to promote
effective partnerships and
working relationships with
others. The person or
organization must be within
EPA Region III (states of
Pennsylvania, Maryland,
Delaware, Virginia, West
Virginia, and Washington,
Send a one to two-page
description of the individual
or organization's efforts to
or fax it to "EPA Partnership
Awards" at 410-676-2320.
Nominations must be
received by November 1,
EPA will present the
awards at their 2004
Emergency Preparedness
and Prevention Conference
in Philadelphia on Monday,
December 6.

Chemical Emergency Preparedness & Prevention Update

Each year, EPA Region III
recognizes individuals and
organizations who are making
a difference in the emergency
response and preparedness
fields through the establishment
of effective partnerships and
extraordinary efforts. Dennis
Carney, Chief of EPA Region Ill's
Removal Branch, presented the
2003 awards at the Emergency
Preparedness Conference in
Captain Richard Brooks
For more than 24 years, Captain
Richard Brooks has served
the Baltimore County Fire
Department and his community
as a firefighter, paramedic,
and Hazmat team member. In
addition, he generously gives of
his time in a variety of positions
at the state and Federal level.
At the state level, Richard has
~ f
volunteered with the Maryland
State Fireman's Association
and serves on the Maryland
Fire and Rescue Institute
President's Board of Advisors.
At the national level, Richard
serves on the International
Association of Fire Chiefs
Hazardous Materials Committee
and supports a number of other
projects. In 2001 and 2002,
Richard served on the EPA
Region III conference committee
and provided support for the two
conferences held in Baltimore.
He has served as the Chair of
the Baltimore County Local
Emergency Planning Committee,
as Vice Chair for more than 12
years, and as a member since
its inception in 1986. Under
Richard's direction, the LEPC
initiated outreach efforts to small
businesses and held a variety
of annual seminars targeted at
small businesses. His numerous
awards and citations speak to his
commitment to the emergency
services field and those who
work with Richard speak to his
commitment that every endeavor
receives his best effort.
Chesapeake, Virginia
The Chesapeake LEPC continues
its progressive role within their
community by actively engaging
industry in its mitigation,
preparedness, response, and
recovery efforts. Private industry
has actively participated in the
development of the City's all-
hazards mitigation plan. The
LEPC has held two functional
drills, a tabletop drill, and
Virginia's first Comprehensive
f e t
y\ *'
* A
last four years. The strong
commitment of volunteers helped
raise the level of coordination,
cooperation, and support in
the execution of the exercises.
This increased support was
evident during the response and
recovery from Hurricane Isabel
when many LEPC members
donated their time and resources
from their industry.
John Gustafson
John Gustafson, the U.S. EPA
Executive Director of the U.S.
National Response Team, has
made extensive contributions
at all levels of government
during his 40-year career in
t I
\ y
HAZMAT Emergency Response
- Capability Assessment
Program exercise within the
hazardous materials emergency
preparedness and response. His
determination and commitment
to developing strong
intergovernmental partnerships
and his innovative ideas and
technical skills have significantly
improved chemical emergency
preparedness and response
in the U.S. and have helped
spread U.S. best practices
to other countries. John has
spearheaded technical projects
that have improved the safety of
hundreds of communities. He
has had an important impact on
programs which have trained
thousands of planners and
responders. A few of John's
career highlights include the
Chemical Emergency Preparedness & Prevention Update

U.S. National Response Team
(NRT) revitalization, Counter
Terrorism/Homeland Security
operations and advisory boards,
co-chairing the development
of the Emergency Planning
Guide NRT-1, leading EPA's
efforts in the development of
the CAMEO computer system,
and teaching the first chemical
hazards analysis portion of the
contingency planning training
course used at the Federal
Emergency Management
Institute. John's countless
achievements in public safety
throughout his career have
improved hazardous materials
preparedness and response and
trained thousands of planners
and responders.
Stephen Kappa
As director of Emergency
Services and Chairperson of
the State Emergency Response
Commission, Stephen Kappa
has operational and planning
responsibility for West Virginia's
response to all emergency
and disaster operations and
consequence management for
incidents involving weapons of
mass destruction and terrorism.
As SERC Chairperson, he
provides skillful leadership to
50 West Virginia LEPCs. Under
his guidance, LEPCs in West
Virginia persist in expanding their
abilities and outreach activities
by participating in local fairs,
informing the public of LEPC
activities, conducting exercises,
updating plans and providing
information to citizens
interested in safer communities.
Steve Milligan
As the Deputy Director of
the Office of Emergency
Management for Upshur
County in West Virginia,
Steve Milligan quickly turned
an inactive LEPC into one of
the more active in the State
and the first Comprehensive
HAZMAT Emergency Response
- Capability Assessment

Program community for
West Virginia. Long before
September 11, Steve worked to
better prepare his community
by creating scenarios and
objectives that included
potential terrorist activities.
Since September 11, Steve
encouraged his State to
take a regional approach to
terrorism planning and began
organizing his own region
before an official regional
plan was put in place. He has
helped to organize a HAZMAT
team in his own county and
helped equip the team through
donations and grants. Steve
has developed an excellent
working relationship with
his county commissioners
and has earned their respect
for his work in increasing the
preparedness of his community.
In addition to his paid position
in emergency management,
Steve is a volunteer firefighter
and serves in various positions
with professional and community
groups. In 2002, a local
newspaper, The Record Delta
chose him as Citizen of the Year.
The National Corrections
and Law Enforcement
Training and Technology
Center (NCLETTC)
The NCLETTC is a non-profit,
federally-funded organization
located inside the former West
Virginia State Penitentiary in
Moundsville, West Virginia. Their
mission is to provide quality low-
cost training to corrections, law
enforcement, first responders
and public safety agencies
throughout the country. Prior
to the September 11 attacks,
the NCLETTC, along with
approximately 40 first responder
agencies in West Virginia and
Ohio, began planning for a
large-scale disaster event, "Mock
Disaster." As the date of
the exercise neared, additional
government agencies as well
as private industries requested
# f, J
the opportunity to be involved.
During the exercise, the critical
goals to be accomplished
were to identify future training
needs for first responders, bring
agencies together to identify
Chemical Emergency Preparedness & Prevention Update

their equipment and response
capabilities, and to establish
a unified command during
emergencies. Additional goals
were added after September
11. Mock Disaster incorporated
unscripted situations which
required agencies to respond
as they would in real-life. Mock
Disaster 2002 and 2003 allowed
participants to recognize their
shortcomings and abilities and
resulted in a number of valuable
lessons learned and successes.
Norfolk Environmental
Crimes Unit
Working under the direction of
the City Attorney's Office, the
Norfolk Environmental Crimes
Unit has tackled many issues
and delivered outstanding
results. The members of the unit
(the first such unit established
in Virginia) are Police Officer
f? 1

Richard Burnette, James Stanek,
Hazmat Investigator, and Michael
Carden, Hazmat Investigator.
From investigating illegal
dumping to developing protocols
for responding to WMD events,
the unit has been an asset to
other City agencies as they seek
to solve a variety of tough
problems. Their efforts have
led to the fostering of close
working partnerships with all City
Pennsylvania TransCAER
Pennsylvania TransCAER®
was formed as a voluntary
effort focused on assisting
communities prepare for a
possible hazardous materials
transportation incident. Its
membership is reflective of the
breadth of the chemical industry
in Pennsylvania with
representatives from chemical
manufacturers, transporters,
t i
hazardous materials responders,
as well as government
representatives. In 2003,
Pennsylvania TransCAER
undertook intensive outreach and
planning to conduct hazardous
materials response training for
more than 200 people in five
Pennsylvania counties. Volunteer
members were assigned to work
with each county to describe the
training, help them determine
dates and locations, and to
assist with the selection of a
scenario specific to that county.
Each tabletop training exercise
was created to be unique to the
circumstance of each county.
Video footage of a real site within
the county was used as the
backdrop for the scenario. The
response and feedback was very
positive. PA TransCAER is not
looking to rest on its laurels after
receiving such accolades. Instead
this volunteer outreach and
training will continue and expand
in 2004 to reach even more of
Pennsylvania's first responders.
Lieutenant Tom
Fitzpatrick, Philadelphia
Police Department
LT Tom Fitzpatrick started his
career as a police officer in 1982
with the Philadelphia Police
Department. His reputation as
an outstanding police officer
propelled him to the very
prestigious Stakeout Unit in
1985 until he was promoted
to detective in 1990. In 1991
he was promoted to the rank
of sergeant and continued to
pioneer highly successful law
enforcement methods. In 1999,
he was promoted to lieutenant
and was given command of the
Ordnance Disposal Unit. Tom
has been heralded 13 times for
his acts of service demonstrating
his high level of initiative and
perseverance in the performance
of police duties, including
two heroism awards and a
commendation of valor. Tom has
demonstrated the importance
of partnerships through his
continuing efforts to improve
emergency preparedness in his
community, particularly through
the training and education of
Philadelphia's police officers.
Tom has arranged for EPA to
provide several training programs
at the Police Academy to improve
the preparedness of officers to
respond to situations involving
hazardous materials. In return,
Tom has trained EPA's On-Scene
Coordinators in recognizing
incendiary devices that they
might encounter when on a
HazMat scene.
Chemical Emergency Preparedness & Prevention Update

Captain Art Grover,
Philadelphia Police
Captain Art Grover was quickly
promoted at the start of his
career with the Philadelphia
Police Department to detective
and then to sergeant four months
later. He served as lieutenant for
the Management Review Unit and
was then assigned to the Police
Board of Inquiry. In 1994, he was
transferred to the Philadelphia
Police Academy where he
instructed recruit officers and
served as the Commanding
Officer of the Recruit Training
Unit. Art has also worked
hard to facilitate a beneficial
working partnership between the
Philadelphia Police Department
and EPA. Capt. Grover has been
extremely responsive in providing
EPA with training class space at
no cost on short notice so that
EPA can bring training programs
to the Philadelphia Area. His
helpfulness with the coordination
of these training programs has
added to the mutually beneficial
partnership between EPA Region
III and the Philadelphia Police
William (Buddy) Turner
In 2000, Mirant Chalk Point's oil
pipeline experienced a significant
oil spill. Since then Team Leader
of Operations, Buddy Turner
and his watch have devoted a
great deal of time and effort to
improving response strategies
and communications. Going
beyond his job requirements and
taking initiative, Buddy worked
on his days off to ensure all
control points on the pipeline
were identified and labeled. He
enhanced radio communications
so that they are now the primary
means of communication
on the entire pipeline as cell
phones do not provide good
communications in some areas
along the pipeline. Buddy's
attendance at drills, the follow-
up with his team, and resulting
suggestions has added value
to the drill critiques; in addition,
Buddy has conducted drills
with his own watch. Response
trailers have been readied,
inventoried and labeled for easier
deployment and improved safety
of the personnel responding to
Richard F. Wagner
Since the age of 16, Richard
Wagner has worked his way
through the ranks to become a
Deputy Chief and Fire Marshall
in the town of McCandless,
Pennsylvania. He is a founding
member of the Allegheny County
HazMat program and served
as the Commander of the all-
volunteer "Silver Team" for more
than five years. He is also a
member of the Allegheny County
LEPC. Thousands of students
have been taught and inspired
by Rich's instruction at the
Allegheny County Fire Academy.
In 2001, Rich was tragically
injured in a training accident,
causing permanent brain
damage. He was forced to give
up most of his responsibilities.
Against all odds, Mr. Wagner has
regained much of his physical
and mental acuity. He was
appointed as Administrative
Deputy Commander of the Silver
Team in 2001 and took over
responsibility for procurement,
billing and other administrative
duties. Mr. Wagner continues to
volunteer much of his time for the
benefit of the team and inspires
others through his outstanding
service and dedication against all
Chemical Emergency Preparedness & Prevention Update

While EPA's local governments
reimbursement program has been
in place for quite some time, we
thought it might be helpful to
remind our readers about this
program and provide an example
of a eligible reimbursement.
EPA's local governments
reimbursement program
provides Federal funds to local
governments for costs related to
temporary emergency measures
conducted in response to
releases or threatened releases
of hazardous substances. The
program serves as a "safety
net" to provide supplemental
funding to local governments that
do not have funds available to
pay for these response actions.
Eligible local governments may
submit applications to EPA for
reimbursement of up to $25,000
per incident.
On February 18, 1998, EPA
published a new regulation
that simplifies and streamlines
the process for applicants.
EPA has designed the
reimbursement process to be
very straightforward. Local
governments obtain and complete
a simple application form, that
requires a local government
to provide basic information
about the incident, document
its response costs by attaching
copies of receipts, and certify that
certain program requirements
have been met. An applicant may
receive a reimbursement check
from the federal government in
as little as three months after EPA
receives the application. Local
governments can take action
today to help ensure that they
are eligible to participate in the
program in the future.
EPA's LGR Program is just a
telephone call away. If you have
any questions about the program
and how it works, you can call the
HelpLine at 800-431-9209, send
an e-mail to lgr.epa@epa.gov,
or visit the program's Web Site
at www.epa.gov (enter "local
governments reimbursement" into
the search field).
Village of Downers Grove
Reimbursed More Than $21,500
On November 11, 2001, the Village
Hall in Downers Grove, Illinois
received a threatening letter that
suggested that anthrax had been
released into the village's water
supply. The letter was opened
by an employee of the Village
Hall and contained a blue-ish
white powdery substance, also
suspected to be anthrax. The
Police and Fire Departments
responded and followed all
protocols related to the handling
of suspicious substances. Water
samples were drawn from 14
locations throughout the Village
and were tested by a local firm.
Samples and tests were also
conducted on the substance
found in the envelope containing
the threatening letter. All results
came back negative.
No responsible parties were ever
identified. The state informed the
Village that they were not aware of
any funding mechanism available
to reimbursement emergency
response to threatened releases
of hazardous substances. The
Village is also self-insured and
therefore unable to recover costs
from the insurance.
The Village then requested
reimbursement from the
EPA's Local Government
Reimbursement program for the
costs associated with the testing
of the water supply and the
powder found in the envelope, as
well as for overtime costs for the
responders to secure the scene.
The testing alone cost the Village
over $21,000.
The Village of Downers Grove
submitted an application signed
by the mayor with all appropriate
documentation (i.e., copies of
all invoices, overtime paysheets
for the responders as well as
their rate of pay). Downers
Grove received reimbursement
for $21,502.50 in June 2002, for
the cost of testing and overtime
worked by the responders.
*U.S. Government Printing Office: 2004 — 604-072/00001
Chemical Emergency Preparedness & Prevention Update

Chemical Emergency
Preparedness and Prevention
Update will be published
periodically on an irregular basis
by the Chemical Emergency
Preparedness and Prevention
folks at EPA Region III under the
direction of Jerry Heston.
Our goal is to provide
interesting, informative, and often
timely information to hazardous
materials emergency planners,
responders and stakeholders. If
you have a story you would like
to tell, a point you would like to
make, or want to join the mailing
list, fill out this form and mail it to:
Katrina Harris
General Physics Corporation
500 Edgewood Road, Suite 110
Edgewood, MD 21040
Fax to: 410-676-8545
Email to:
U.S. EPA Region III
1650 Arch Street (3HS33)
Philadelphia, PA 19103-2029
Address Correction Requested
Coming to Philadelphia:
The 2004 EPA Region III
Emergency Preparedness
and Prevention Conference
December 5 through 0
~ o	printed with soy-based or vegetable-based inks on 100% m *
March 2004	recycled/recyclable paper with 50% or more post-consumer fiber. ^