U.S. Environmental Protection Agency, Region III
February 2005

Chemical Emergency
Preparedness & Prevention

Thanks to all those attendees, speakers, exhibitors and sponsors who joined us as "Partners in Preserving
Liberty" at our Emergency Preparedness and Prevention Conference in Philadelphia this past December.
A special thanks to our hard-working host committee consisting of the Philadelphia, Bucks County, Chester
County, Delaware County, and Montgomery County Local Emergency Planning Committees and the Pennsylvania
Emergency Management Agency.
In this issue, we've included several articles by a few of our many dynamic speakers from the 2004
conference. You'll also read about several individuals and organizations who are making a difference and who
were recognized for their efforts through the 2004 EPA Region III Partnership Awards program.
Plans are underway for the 2005 conference being held December 4-7 in Baltimore so watch your mail for
more information. Information will also be posted on the conference Web Site at www.2005conference.org.
In This Issue...
TO A TERRORIST ATTACK 		..............	
Chemical Emergency Preparedness & Prevention ufjuctio

Work It Now
Waldo Waldman
When you look into the
eyes of a winner, what do you
see? Perhaps you notice a
fire of passion, determination,
resilience, and a sense of self-
confidence that screams, "I can
do it! Nothing can stop me from
We've all seen winners in
our personal and professional
lives. They are the determined
ones with a strong resolve and
unwavering sense of purpose in
everything they do. Always able
to face challenge and adapt to
change, they see adversity and
defeat as minor and temporary
setbacks, recovering with an
even stronger, more steadfast
desire to win. They never
wallow on the path of self pity
and consistently manage to
stay focused on their ultimate
objective. Winners are leaders
with a mission, and they
epitomize success in everything
they do.
As I've worked with winners in
the military and in business, I've
noted an important similarity:
whether the winners realize it or
not, their success comes from
their innate ability to "Work It
That's right! That is how winners
define Win. They have a 'work it
4. Take advantage of training
seminars, ask questions,
and read books to
expand their knowledge
base and expertise.
The same holds true for
the top salespersons that
repeatedly practice their
presentations, the best pro
golfers who perfect their
swing, and the experienced
now' attitude about life, and approach
every challenge with a resolute
commitment to excellence. Winners
undoubtedly recognize that it takes
work to win, and they don't put it off until
tomorrow. They do what is necessary to
win today!
foundation of a
winner's state
of mind is the
that nothing
in life worth
fighting for
comes easy.
effort, and
sweat are
synonymous with success. If you
look around your organization, see
what the winners are doing, and
observe how 'easy' they make it
seem! It only appears easy because
of all the time and energy they
took developing their skills and
sharpening the sword of success.
Winners are the ones who
1. Arrive early and stay late until the
job gets done.
2. Volunteer for the tough projects
when no one else will.
3. Take pride in their work and
enjoy the daily journey towards
surgeons who study the latest
surgical equipment, drugs, and
In addition, winners not only
work hard in their personal
development, but also on
developing trusting and productive
with their
, and
The wingmen mentality of
mutual support also applies to
business and life, as we all need
each other to help us overcome
our daily challenges. While winners
may not necessarily possess the
inherent ability to 'do it all,' their
success often stems from the fact
truly be
you often
need the
of those trusted and reliable
partners in your life to accomplish
your objectives. Fighter pilots call
these trusted and reliable partner*
wingmen, as they fly on each
other's wing in formation. Wingmen
are used to back each other up,
monitor safety, and successfully
accomplish very dangerous and
complicated missions.
Chemical Emergency Preparedness & Prevention Update

Work It Now
that they know who to go to for
help in getting the job done.
Moreover, they are easy to get
along with and have innate
ability to connect with people.
They possess what Daniel
Goleman coined in the early 90's
-	Emotional
As a
Air Force
fighter pilot,
my fellow
and I lived
by the credo
-	"The
more you
sweat in
peace, the less you bleed in
war!" In order to defeat the
enemy and stay ahead of the
threat, we needed to spend
countless hours studying
tactics, technology, and war
fighting doctrine. We trained
together relentlessly in various
environments in order to
maximize our ability to survive
in hazardous and volatile
conditions. There was no room
for error. If we failed, our lives
and the lives of our wingmen
were at stake. Finally, we
planned, briefed, and debriefed
our missions as a unified,
cohesive team, understanding
that we could never fly a
successful mission solo. We
always fly with wingmen to
achieve our objectives...and
In addition to a 'work
mindset,' winners operate on a
'now timeline.' In essence, they
never put off until tomorrow what
should be done today\ There
is no room for procrastination
in a winner's daily regimen.
Furthermore, they don't
make excuses. In the stress
and challenges of everyday
life, it's so easy to become
overwhelmed by the countless
responsibilities we face. Quite
often, we become strangled by
these pressures and challenges.
Rather than take the necessary
action to face them head on, we
may find ourselves immobilized
and fearful. How 'easy' it is to
give in to the pressure and wait
until tomorrow to face today's
many tomorrows
pass us by and
the issues never
get resolved. We
remain uninspired
and stagnant,
and fail to grow in
our personal and
professional lives.
on the other hand, take action
now! They possess a 'make it
happen' approach to life, and
"sweat now" in order to prevent
"bleeding tomorrow." They tackle
the toughest challenges first, and
while their sacrifice may, at times, be
burdensome, their ultimate reward
is personal growth and the inherent
satisfaction of a job well done.
The path to victory doesn't come
easy. It is often strewn with defeat
and frustration. Winning is a bi-
product of relentless self discipline,
consistent training, passionate
leadership, and a positive attitude.
This takes time, patience and
perseverance to develop. In life, you
often have to stumble or take a step
back in order to make a great leap
forward. For hidden in every failure
is a victory waiting to emerge.
Never give up in your quest to be
the best. Work it NowSM...and WIN!
Waldo Waldman builds team unity within
organizations as a high-energy inspirational
speaker and leadership consultant. Waldo
was our featured keynote speaker at
the 2004 Conference opening session.
A former combat-decorated lighter pilot
with corporate sales experience, Waldo
brings an exciting and valuable message to
companies by using fighter pilot strategies
as building blocks for peak performance,
teamwork, leadership, and trust. To learn
more about Waldo's seminars or to register
for his newsletter, "The Wingman", visit
www.yourwingman.com or call him at
1-866-WALDO-16 (925-3616).
Chemical Emergency Preparedness & Prevention Update KB

Brian Bennett, Ph.D., CSP
The Terrorist Threat
Terrorists can choose from a wide
variety of attacks to execute against
this country, including kidnapping,
murder, cyber, product adulteration,
or use of weapons of mass
destruction (biological, nuclear,
incendiary, chemical, or explosive
Can We Be a Target?
Every business has assets,
whether they are people,
information, equipment, services, or
products. Every asset is vulnerable
to attack, and every asset can be
protected. How much we spend
to protect that asset (e.g. cost,
practicality, and reasonability) is
up to us. Terrorists (the bad guys)
could target an asset for a number
of reasons, including: it is a piece
of critical infrastructure; destruction
of the asset will have a significant
negative financial impact on a
company, a region, the country
or the world; attacking the critical
asset as a diversion for another
attack elsewhere; or the asset
itself can be used as a weapon of
mass destruction. The bad guys
are not going to expend resources
on attacks that are not likely to
succeed. The simple reason for
this is terrorism costs money. The
bad guys need to invest substantial
amounts of time, energy, and money
to put an attack together.
The Terrorist's Investment
In order to plan and execute
an attack, the terrorist leadership
must invest in their cause. The
terrorist must sell their plan to both
their leadership and supporters in
order to secure the resources they
need. Their three major investment
categories are:
Time: The bad guys must
recruit the operative(s) to plan and
conduct the attack. This person(s)
must be smart, reliable, motivated,
and trainable. The training period
can be extensive, with significant
amounts of time spent not only on
executing the attack, but also in the
preparation (recruiting, planning,
reconnaissance, logistics, and
transportation). Depending on the
complexity of the attack, the training
period can take weeks, months, or
even years.
Equipment: The bad guys will
need a laundry list of equipment
in order to succeed: everything
from transportation to housing
to the weapons needed for the
attack. Some of the equipment is
legal, cheap, and easy to obtain
(computers) while other equipment
is illegal, more expensive, and
takes longer to develop the right
relationships in order to obtain
(weapons of mass destruction).
Monev: Significant financial
resources may be needed to
develop and execute an attack.
Money will be needed to feed,
transport, and house the terrorists
(and maybe their family), to provide
the training necessary to plan
and execute the attack, and to
purchase the resources needed to
successfully plan, reconnoiter, and
execute the attack.
The bad guys want to protect
their investment. They want the
operative to be able to execute the
attack and be available for another
attack on another day. A successful
attack will result in the terrorists
reaping increased morale, better
propaganda, additional financial
donations to their cause, and will
greatly aid in their recruiting efforts.
Therefore, they will not go against
our strength, or even our perceived
strength. In the terrorist's world,
perception is reality.
What Can We Do?
In order to protect our people
and facilities, we need to convince
the bad guys that they do not want
to risk expending the resources
on an attack that is not likely to
succeed. We need to implement
rings of protection for our critical
assets, whether they are people,
infrastructure, economic, equipment,
products, or intellectual. The basic
formula for vulnerability to attack
is intent x motivation x capability x
ease. If any one element is removed,
the chain is broken and vulnerability
approaches zero. Clearly, the only
leg which we have direct control
over influencing is ease of attack.
Remember, the bad guys need the
attack to be successful, and they
will not go against our strength, or
even our perceived strength. We
must convince the terrorists that ai,
attack against our facility would not
succeed, and therefore be a poor
investment of their resources.
Rings of Protection: 3 Ds and an R
A well structured protection
plan will have 4 overlapping and
intermixed rings of protection:
deter, detect, delay, and respond.
Rings of protection that are properly
deployed will not only provide
real security, but also provide a
perception of security that goes
beyond the actual improvements
installed. The chances for success
of dissuading an attack increase
greatly and become value added
when the rings of protection overlap
and one enhancement will provide
value in multiple rings (example:
a properly trained and equipped
security guard can deter, detect,
delay, and respond).
Deter: Remember, perception
reality to the bad guys. Every asset
Chemical Emergency Preparedness & Prevention Update

is a potential target, so there
are plenty of choices to select
from and plenty of opportunity
to attempt an attack. The best
indicator that an asset may be
targeted is direct observation
or evidence that an asset is or
has been under surveillance.
Therefore, the goal at this
outermost ring of protection is to
"scare the bad guys away". You
need to convince them that the
chance of successfully executing
an attack against this asset is
low, and not worth expending
their resources here. We know
the bad guys will reconnoiter
a target before executing an
attack, so if we can scare them
away quickly we can interrupt
the planning process and avoid
being targeted. Examples of
deter include highly visible and
professional appearing security
forces that make frequent,
0 random patrols as well as man
fixed security points; appropriate
levels of fencing, lighting, access
control, and intrusion detection;
and provisions for personal and
vehicle inspections, as well as
identification and background
checks of individuals as one
gets closer to the critical asset.
Detect: The earlier the
planning, reconnaissance, or
attack itself is detected and
interrupted, the less likely it is to
succeed. Optimally, the attack
should be detected during the
planning or reconnaissance
stage by having systems in
place to reveal the presence
of the bad guy trying to collect
intelligence about the critical
asset. Training employees about
specific activities that should be
considered suspicious and how
to report this to the appropriate
authority would be the outermost
level of detection. Background
checks and searches are
valuable in screening potential
employees, contractors, truck
drivers, and visitors before
they enter the facility. Intrusion
detection systems, surveillance
cameras, alarms, and frequent,
random inspection rounds by
security guards make up the
innermost level of the detect
Delay: If we are unable to
deter or detect the bad guy, we
must have sufficient physical
and administrative barriers in
place to make it difficult to gain
clear and direct access the
critical asset. We must take the
appropriate steps to ensure the
bad guys do not have a straight
run directly to the target. Typical
delaying tactics include: remote
check in points; verification of
identity and purpose of visit;
searching of person, parcels,
and vehicles; multiple layers
of fencing or other physical
blocking devices such as tire
shredders and 'jersey barriers';
and locked doors with access
control systems.
If all else fails, we must
have the appropriate capability
to respond to the likely
consequences of a successful
attack. Emergency pre-planning
activities must change their
focus from the traditional
"accidental" damage scenario
to the current "on purpose"
scenario, whereby someone
is intentionally trying to cause
the greatest amount of damage
and casualties. Local law
enforcement agencies must now
participate in the pre-emergency
planning process to include
security issues. Careful review
and coordination of both the
municipal and private industry
joint response capabilities
and equipment must be
completed, with clearly delineated
areas of responsibility. There
must be redundant capabilities for
communications and mitigation.
Pre-emergency planning and
periodic emergency exercises with
fire, emergency medical services,
and law enforcement increase
the chances of success. A strong
emergency response capability
can also serve as a deterrent to an
attack if the bad guys believe the
consequences will be quickly and
successfully mitigated.
Every asset is a potential target,
and every asset can be protected.
The bad guys need their attack to
be successful and therefore will not
go against a perceived strength. Our
job is to establish overlapping and
intermixed rings that will provide
perceived and actual protection
against attack. The only real defense
we have in preventing an attack
against our asset is to eliminate the
terrorist's perception that an attack
can be easily executed. We must
revisit our hazard assessments
and emergency pre-plans with an
eye towards the intentional act and
the more severe consequences
a successful attack will bring. We
must work closely not only with the
fire and the emergency medical
service, but with law enforcement as
well in the planning and execution
of emergency exercises. We must
partner with the local municipal
emergency responders to pool our
personnel and equipment to ensure
the quickest, most efficient, and
safest response in the event of an
This article was originally
published in Occupational Health
and Safety Magazine, June 2004.
Brian was a co-instructor of the Site
Security pre-conference training
program and conducted several
workshops at the 2004 Conference.
Chemical Emergency Preparedness & Prevention Update

For approximately 25 years,
the Regional Information Sharing
Systems® (RISS) has been
in operation, supporting the
investigative and prosecution
efforts of the law enforcement
community. In 2002, RISS
expanded its support to embrace
the ever-growing need for secure
interagency communication not
only among law enforcement but
among official and executive staff in
the public and private sector. This
effort began as the Anti-Terrorism
Information Exchange (ATIX) and
was subsequently renamed as the
Automated Trusted Information
Exchange (ATIX).
RISS ATIX™ began as a
resource for governmental and
nongovernmental officials and
executive staffs to exchange
terrorist threat and disaster-related
information. As trust relationships
developed and the use of ATIX
resources increased, users began
to utilize its resources to fulfill
their needs to share additional
types of information in a secure
environment. The response by its
users to broaden ATIX for other
public safety and law enforcement
matters in addition to terrorism
resulted in the name change to
the Automated Trusted Information
Exchange. While terrorist threat
information remains an essential
component of ATIX, participants
are now encouraged to provide
other types of public safety and law
enforcement information in addition
to the terrorism threat and disaster-
related information.
the RISS secure nationwide
communications and information
sharing network. Through the
National Criminal Intelligence
Sharing Plan, the standards-based
security methods employed on
RISSNET have been approved
and endorsed by the U.S. Attorney
General, the Director of the FBI, the
Secretary of the U.S. Department
Homeland Security, the International
Association of Chiefs of Police, and
other officials involved with law
enforcement and homeland security.
RISS ATIX Resources
RISS ATIX combines four
powerful resources for users to
exchange information.
The secure RISS ATIX Web
pages contain information of
general interest to users. Links to
restricted and public Web sites,
other sources of disaster, terrorism,
and other public safety and law
enforcement information are also
available. Users are encouraged to
actively submit public safety and law
enforcement-related content to the
Web pages.
The RISS ATIX bulletin board
provides secure online forums
for users to collaborate and post
public safety and law enforcement
information on matters of interest.
ATlXLive provides users with
online, real-time discussions and
information exchange. Users can
communicate in real-time chat
sessions and post questions for
reviewing and answering by other
users. ATlXLive augments the
services of the ATIX bulletin board.
Secure e-mail can be used
for communication of alerts and
related information and for secure
communication of other information
appropriate to exchange using e-
mail. Secure e-mail can be directed
to specific users and/or to their
entire RISS ATIX community group.
Additionally, users can securely
exchange encrypted e-mail with
all ATIX e-mail addresses and to
any other secure RISSNET e-mail
Connecting to ATIX
RISS ATIX provides users with
secure interagency communications
and information sharing resources
for exchanging public safety and law
enforcement information.
If you are an official or executive
staff member from a governmental
or nongovernmental entity involved
with planning and implementing
prevention, response, mitigation,
and recovery efforts regarding
disasters or other public safety an^
law enforcement efforts, contact
the RISS center in your region for
additional information about how to
connect to ATIX.
For more information on RISS
ATIX, visit their Web Site at:
www. rissinfo. com/rissatix. htm
EPA Emergency
& Prevention
December 4-7, 2005
Baltimore's Inner Harbor
Watch your mail for more
Chemical Emergency Preparedness & Prevention Update

Carolyn W. Merritt
Silently after nightfall, an
uncontrolled chemical reaction
began in a vessel holding
thousands of pounds of toxic
substances. Gas pressure began
to build, opening a safety device
designed to protect the vessel
from bursting. However, the
chemical plant lacked equipment
to contain the release, and a cloud
of unidentified gases began wafting
through nearby neighborhoods.
By the time sleepy residents
realized what was happening, many
had been exposed. Emergency
responders, lacking the proper
equipment and experience, alerted
residents by going door to door and
" uggled to help the contaminated
d the sick reach the nearest
These were the actual events
of April 12, 2004, in the northwest
Georgia community of Dalton. But
to those of us who study chemical-
process safety, there are eerie
similarities to the events of Dec.
3, 1984, in Bhopal, India, where
an uncontrolled release of 90,000
pounds of methyl isocyanate gas
from a US-owned chemical plant
immediately killed several thousand
residents - and ultimately thousands
more - and shocked the world.
Fortunately, the gas release in
Dalton was smaller and less toxic,
the area around the plant was
less densely settled than Bhopal,
and a fortuitous rainstorm helped
suppress the hazardous fumes.
While 154 Dalton residents were
sent to the hospital for evaluation,
ne died.
Nevertheless, the incident
illustrates that 20 years after the
Bhopal tragedy, inattention to
chemical safety can still threaten
the public with a devastating
impact. Are we doing enough to
prevent such accidents? I have
been thinking about this question a
great deal since returning recently
from a conference in Kanpur,
India, to examine the causes and
consequences of Bhopal on the
20th anniversary of the accident.
The agency I head, the US Chemical
Safety and Hazard Investigation
Board (CSB), is one of Bhopal's
many legacies, established
by Congress to independently
investigate significant chemical
accidents, determine root causes,
and make recommendations to
prevent future accidents.
Our investigations of major
accidents provide persuasive
evidence that serious safety
problems still exist among some
US operations that store, use, or
produce chemicals. The problems
often occur at smaller businesses
that may lack substantial safety
expertise or receive less frequent
oversight from regulators. A striking
example was the chemical explosion
at a small signmaking company in
Manhattan two years ago, which
injured 36. Elsewhere, we have
seen employers using untrained
workers to handle highly hazardous
materials, workplaces where critical
safety equipment is absent or in
disrepair, and emergency-response
plans that leave nearby residents
confused about what to do.
There have been significant
regulatory changes and other
improvements in the past 20 years,
and both industry and government
continue to look at chemical safety
issues in light of the Sept. 11
attacks. Among new federal rules are
chemical process safety regulations
adopted by the Occupational
Safety and Health Administration
in 1992 and the Environmental
Protection Agency in 1996. Industry
has developed its own voluntary
standards as well, such as the
American Chemistry Council's
Responsible Care program, which
commits members to environmental
and safety principles and community
outreach. These efforts have had
positive effects.
But substantial challenges
remain. Not all companies join
voluntary programs, and not
all voluntary programs result
in verifiable improvements. In
addition, federal process-safety
regulations still do not address the
cause of many chemical accidents.
Prompted by tragedies in Lodi
and Paterson, N.J., in the 1990s,
the CSB conducted a study of 167
serious accidents in the US involving
uncontrolled reactions since 1980.
The study found that more than
half of these accidents involved
chemicals not covered by process-
safety regulations, and we therefore
recommended broadening those
Around the country, accidents
continue to kill or injure workers,
impact communities, and in
some cases have the potential for
wider destruction. Last April, at a
plastics production plant in central
Illinois, five workers were killed
and others were seriously injured
when flammable vinyl chloride
leaked, ignited, and exploded near
a production unit. An emergency
system designed to suppress
the vinyl chloride vapor cloud
At a chlorine repackaging plant
near St. Louis two years ago, a
transfer hose burst and none of the
plant's four automated emergency
shutoff valves closed. The result
Chemical Emergency Preparedness & Prevention Update

was a 48,000-pound chlorine gas
release, which imperiled a mobile
home community. As in Dalton, Ga.,
neither the community nor the plant
had emergency sirens or automated
telephone alert systems, and
firefighters had to go door to door to
alert residents to evacuate.
Indeed, a common finding is
that plants and local emergency
response organizations often lack
any effective means to notify nearby
communities about major chemical
accidents. Furthermore, despite
increased funding for homeland
security, some jurisdictions remain
unable to provide firefighters
and police with the training and
equipment needed to respond to a
toxic chemical emergency.
Sometimes it has been good
fortune rather than sound planning
that has prevented chemical
accidents from jeopardizing lives. At
a south Mississippi petrochemical
complex two years ago, a massive
explosion blew apart a 145-foot
distillation tower, hurling heavy
debris into the air and igniting fires.
When CSB investigators reached
the site, they found that metal debris
had missed an anhydrous ammonia
storage vessel by just a few feet.
Most US chemical plants are
run in a safe and conscientious
manner. But until all companies
live up to the same high standards,
we will continue to experience
major chemical accidents. It is up
to all firms that use and produce
chemicals to eliminate known
hazards, to develop and maintain
a positive safety culture, and to
educate customers about accident
As a result of the Bhopal
accident, thousands died and tens
of thousands more were injured.
That nightmare could have been
avoided the same way accidents
today can be avoided: through
meticulous commitment to safety at
every step of the process. Twenty
years after Bhopal, we owe those
victims - and our own workers and
communities - no less.
Carolyn W. Merritt is chairman
and CEO of the US Chemical Safety
and Hazard Investigation Board,
an independent federal agency in
This article first appeared in the
Christian Science Monitor and is re-
printed with their permission.
On January 21, EPA and the
Pennsylvania Department of
Environmental Protection (DEP)
signed a self-audit and self-
disclosure agreement with the
Association of Independent Colleges
and Universities of Pennsylvania.
The agreement encourages
voluntary disclosure of violations
found through environmental
compliance self-audits.
"EPA believes it is important to
improve environmental compliance
at regional colleges and universities.
This agreement sets up a system
to encourage Pennsylvania
academic institutions to perform
their own internal audits, assess
their environmental compliance and
develop effective environmental
management systems," said Donald
S. Welsh, EPA's mid-Atlantic regional
Under this agreement the 82
colleges and universities who are
members of the association are
able to assess their environmental
compliance, identify possible
problems, disclose them to EPA
and DEP and voluntarily correct the
problems without fines, penalties
or other consequences. The audit
policy does not cover criminal
violations, or violations resulting
in significant harm to public health
or the environment. EPA will also
not waive penalties covering any
economic benefit created by past
The association will work with a
professional environmental auditor
experienced in conducting college
and university audits who will train
personnel from the participating
For more information about
EPA's audit policy, visit www.epa.
•	1,200+responders
•	85 vessels deployed in the
response effort
•	106,3500 gallons of oil and oily
liquid recovered
•	1,817 gallons of submerged oil
•	11,648 tons of oily solids
•	38 facilities decontaminated
•	374 birds released
•	1818 birds deceased
•	57 miles of shoreline affected
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. Jerry Heston of EPA Region
III presented the 2004 awards at
the Emergency Preparedness
and Prevention Conference in
David Berg
has been
an active
of the
LEPC for
more than 12 years and during this
time has chaired the Hospital Sub-
Committee which consists of more
than 30 hospitals in the Philadelphia
area. David has devoted many hours
to advancing hospital preparedness
in the Philadelphia area and
surrounding region and has worked
to establish effective partnerships.
He has also volunteered his time for
other LEPC activities and exhibited
a willingness to help wherever
needed. In 2004, David was part of
the planning committee for the EPA
Region III conference and helped
facilitate the offering of several
excellent programs for those in the
health care fields. The Chair of the
Philadelphia LEPC noted that David's
"spirit of volunteerism and dedication
preparedness efforts is certainly
a benchmark for leadership in LEPC
Delaware Township
(Pennsylvania) Board of
Township is
changing from
a rural area
bordered by
the Delaware
Water Gap
Recreation Area (one of the most
visited parks in the nation) to a
suburban community with the
resulting impacts on the environment,
economy, infrastructure and other
services. However, seasonal
population within the township
frequently triples the number of
residents. The board of supervisors
recognized that current and future
development along with any
emergencies would have significant
impact on the economy, environment
and quality of life for the township.
Through a progressive approach to
the comprehensive planning process,
which involved the incorporation
of emergency officials concerns,
Delaware Township has uniquely
positioned itself to face the challenges
of growth and prepare for any
emergencies. As a Board, they
have been unafraid to pose tough
questions regarding the impact and
consequences of development as
it relates to an "all risks" concept
and to use the local ordinance
process to address vulnerability and
preparedness issues. This approach
is not punitive or restrictive but part of
the total planning process to building
effective partnerships among all of
the township's stakeholders for the
purpose of limiting the effects of any
disaster. The Board is a model for
other small communities faced with
the challenge of growth and change.
Joanne Dahme
For more than
eight years,
Joanne has
been an active
member of the
currently serves as Vice-Chair
and chairs the Public Affairs Sub-
Committee. Joanne initiated
and coordinated the LEPC's first
environmental fair, bring together City
service organizations, first responders,
chemical industries, and communities
throughout the City. Due to the great
success of the initial fair, Joanne has
continued to coordinate the fairs over
the last few years, helping to educate
communities on chemical emergency
preparedness and other response
issues. She has also been involved
in implementing a siren warning
system in a Philadelphia community
and worked with an industry CAC
group to put a Shelter in Place
program into the entire Philadelphia
school system. While on a leave of
absence from her employment with
the Philadelphia Water Department
to pursue a Master's degree, Joanne
demonstrated her commitment
to community preparedness by
continuing her active role in the LEPC.
DuPont Emergency Response
training to
deliver effective emergency response
education to help first responders
prepare for chemical, biological,
t IL
Chemical Emergency Preparedness & Prevention Update

and radiation incidents with a
focus on keeping these emergency
professionals safe in the process.
This practical, experienced-based
approach to training is provided
through seminars and hands-on
simulations. Response to incidents
for DuPont as well as the communities
supported by DuPont has helped
shape training seminars that meet the
needs of responders. All training is
designed and delivered by certified
DuPont Emergency Responders.
Since 1985, more than 83,000 people
in more than 860 cities in 20 different
countries have received DuPont
Emergency Response Training. Since
2001, DuPont Emergency Response
SolutionsTM has partnered with EPA
Region III to present its Street Smart
Chemistry training program at EPA's
annual Emergency Preparedness
and Prevention Conference. This
partnership has allowed hundreds of
responders to receive this highly-rated
East Central Pennsylvania
Counter Terrorism Task Force
The East
Task Force
of seven
counties (Berk, Columbia, Luzerne,
Montou, Northumberland, Schuylkill,
and Wyoming) and is one of nine
regional task forces in Pennsylvania.
These county regional task forces
included as partners the FBI,
ATF, State Policy, National Guard,
Pennsylvania Department of
Environmental Protection, U.S. EPA,
and health and medical organizations.
In 2003, the task force in conjunction
with U.S. EPA, held a four-day full
scale exercise. Because of the
involvement of so many agencies,
including private industry, the exercise
was a unique opportunity for more
direct communication and pooling
of resources. The exercise identified
new ideas, training needs, and options
for effectively utilizing resources
and integrating personnel. In 2004,
the task force ran a tabletop and
full scale exercise to again provide
an opportunity for all agencies to
work together and train together. In
addition, the task force filmed the
exercise and is using the film as a
training and public relations tool
As the
company for
the second
largest mall
in the United
retail shopping center in King of
Prussia, Pennsylvania can see holiday
and weekend shoppers numbering
100,000 daily. In 2004, Kravco hosted
a joint disaster preparedness exercise
at the King of Prussia Mall. Federal,
state and local emergency responders
participated in a two-day "Bio-terror
Exercise" organized by the FBI and
the U.S. Attorney's Southeastern
Pennsylvania Joint Terrorism
Taskforce. Kravco's complete support
of every phase of the planning and
execution of the exercise enabled
this valuable preparedness training
program to occur. As an organization,
Kravo went beyond what would
normally be expected in the spirit
of preparedness, prevention and
response to provide a realistic setting
for this exercise and to assist this

community in being better prepared,
for any type of incident.
Joseph Leonetti
Coordinator of Emergency
New Castle County, Delaware
Leonetti has
been a major
player in the
arena in
Delaware for
many years and is known for his ability
to network, create partnerships, and
make things happen. When the idea
of having a State Decontamination
Trailer was advanced by the SERC,
he worked with various agencies and
vendors on the design of the first
trailer. The quality of the first trailer
to additional trailers being purchase^
for other counties in Delaware thus
improving Delaware's overall response
capability. As an active member of
the New Castle County LEPC, he took
his idea for an industrial hazardous
material team from a concept through
to today's 50-member certified team.
The dedication, resourcefulness,
creativity, and leadership of Joseph
Leonetti is making a difference in the
State of Delaware!
Chuck McCandless
NOVA Chemical
Chuck McCandless has been
involved in emergency services
since he was 16 years old. He
dedicates a significant portion of
his time volunteering and training
other/new emergency responders.
He is a member of NOVA Chemical's .
Road, Rail, and Marine Emergency I
Response Team, volunteers with his
local fire department and ambulance
Chemical Emergency Preparedness & Prevention Update

-rvice, member of Beaver County
azMat Team, member of the
Pennsylvania TransCAER Committee
and the TransCAER Regional
Coordinator. Chuck also has a heart
for young students and has presented
fire safety programs at numerous
schools—as Sparky the Fire Dog.
Chuck also shares his expertise at
numerous emergency response and
planning conferences.
Ella McNeil (accepted by Ken Keaton)
Transportation Emergency
Preparedness Program
U.S. Department of Energy
In recent
years, the
of all types
of hazardous
has received
Micreased publicity. This is particularly
true for radioactive material. The
Department of Energy's underlying
concern for the adequacy of
emergency responder preparedness
along shipping corridors prompted
the Office of Environmental
Management to create and implement
the Transportation Emergency
Preparedness Program (TEPP).
Through TEPP's two functional
elements—Planning Tools and
Training—responders have access
to the model plans and procedures,
training, and technical assistance
necessary to respond. Training is
also provided to responders using
the Modular Emergency Response
Radiological Transportation Training.
Ella and her staff are responsible
for the delivery of approximately 80
" 'ERRTT sessions annually with more
.an 3,000 responders attending
the training. In addition to training,
TEPP conducts exercises and has
developed a user friendly web site
(www.web.em.doe.gov) to provide
an additional valuable resource for
New Castle County Local
Emergency Planning
David H. Ennis, Chair
The New
I Castle
under the
| leadership of
David Ennis,
has demonstrated a level of creativity
and resourcefulness that resulted
in a unique partnership among
industry, state agencies, and civil
sector responders in the formation
of the New Castle County Industrial
Hazardous Materials Response
There are numerous chemical plants
in New Castle County with highly
trained HazMat teams for responding
to in-house incidents. The chemical
industry has cooperated with local
government and responders by
providing technical advise during
HazMat incidents. However, this
ad-hoc approach raised the issue
of personal and corporate liability.
As a representative in the Delaware
legislature, David Ennis worked for
almost four years to have legislation
passed which addressed the liability
The successful implementation of
Chairman Ennis' vision for a public,
private and government partnership
has resulted in greater public safety
through the availability of enhanced
on-scene technical expertise,
improved cooperation between private
industry and response agencies ,and
a higher level of trust of all alliance
Robert C. "R.C." Powell
Trooper RC
Powell has
served with
the Virginia
State Police
for the past
24 years and currently is assigned to
the Safety Division, Area 65, in Suffolk.
RC is a paid professional whose job it
is to mitigate violations of hazardous
material transportation. In addition
to his professional contribution as a
Motor Carrier Officer, he volunteers
his time and expertise by serving as
an officer and conference chair of the
Virginia Association of Hazardous
Materials Response Specialists, as
well as a member of the Chesapeake,
Virginia LEPC. He has instructed
numerous workshops across the
U.S. relative to CFR 49, benefiting
many involved in hazardous material
response and mitigation.
If you would like to receive
future editions of this
newsletter by e-mail, send
an e-mail to Katrina Harris at
or fax the form on page 12.
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Chemical Emergency Preparedness & Prevention Update

U.S. EPA Region III
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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
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Edgewood, MD 21040
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