United States
     Environmental Protection
     Agency
                                                             In  Progress
                                                                              w/
                         EPA  Update  on  Federal  Facility  Cleanup  and  Reuse
New Life Into Local
Economies
EPA Proves That
Communication +
Cooperation = Success +
Savings
Teamwork  Key  In  Fighting

Chicago  Ridge  Fire

      cooperative spirit among agencies emerged when it
      came to dealing with the Chicago Ridge Fire at
      Camp Hale, Colorado, in the midst of numerous
summer wildfires. On July 7, 2002, a lightning strike
caused a small fire at Camp Hale, located in the White
River National Forest between Leadville and Minturn, in
west-central Colorado. The Camp Hale Formerly Used
Defense Site (FUDS) is now used year-round by the public
as a recreation area and is included on the National
Register of Historic Places. During World War II, the
Army used Camp Hale as a warfare training site and for
weapons and equipment testing.
  The July fire in the  East Fork Valley at Camp Hale was
reported the day after the lightning strike, but responding
A fire crew prepares for action following
reports of a fire in an area contaminated
with abandoned munitions at Camp Hale,
Colorado.

             
                       Redevelopment Successes Brought into  Focus
            cilities
Achieve Construction
Completion
      ideral Facilities
      from NPL
      pa.gov/swerffr
  EPA505-B-03-001
      Issue 7
   Febru	"""
From  Director           elcome to the seventh
                      issue of Partners in
                      Progress (PIP). This
              newsletter highlights some of the
              diverse federally-owned properties
              that have been successfully trans-
              formed into thriving new places to
              live and work. Thanks to the innov-
              ative ideas, unwavering
commitment, and support from various affected parties,
these redeveloped facilities avoided becoming unwanted
brownfields. Instead, they are well on the way to reach-
ing their full economic and environmental potential.
                                                                 Businesses are thriving at the new Business
                                                                 Depot Ogden in Ogden, Utah.
  EPA defines brownfields as "abandoned, idled, or
under-used facilities or sites where expansion or redevelopment is complicated by real or perceived
environmental contamination." The Agency started its Brownfields Initiative in 1995 to bring new
attention to these areas, helping to mitigate any potential heath risks and restore the economic vitality
of these sites. EPAs Federal Facilities Restoration and
Reuse Office (FFRRO) is equally dedicated to working                 Continued on Page 2>

  Federal   Cleanups   That   Put   Citizens   First

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From the Director

with federal, state, and local entities to help transition
former federal facilities into renewed,  contributing parts
of a community.

  In this issue of PIP, we focus on several remediated
federal facilities across the nation that offer new eco-
nomic promise to their communities.  In Charleston,
South Carolina, residents feared that decommissioning
one of the United States' largest Naval homeports would
shipwreck the local economy. The cleanup team and
local redevelopment authorities, however, helped keep
businesses running, attracted new businesses to the area,
and even found new uses for the land  that will improve
quality of life for years to come. In Miamisburg, Ohio,
and Ogden, Utah, innovation and diligence are putting
cleanups ahead of schedule and are creating new business
districts that will stimulate the local economies.  Finally, we
cover a former Army base in Alexandria, Virginia, that
became a flourishing residential  community including
parks, a library, and an elementary school.

  Effective and timely cleanups are an integral part of rede-
velopment, and excellent cooperation  and communication
remain the cornerstones of the cleanup process. This issue
of PIP highlights exemplary team efforts to improve
cleanups and respond to crises. Our page 1 article focuses
on a multi-agency team that consolidated efforts to success-
fully battle a fire at a site in Camp Hale, Colorado,
contaminated with abandoned military munitions. In
another article, we spotlight a team of federal, regional, and
  local government agencies that was  recently recognized
          for outstanding improvements to the remedial
Members of the Camp Hale, Colorado, fire crew stand ready

investigation and feasibility study at a former federal waste
dump in Aiken, South Carolina.

  These successes reinforce the idea that we must continue
pushing new boundaries to increase the effectiveness of
cleanup technologies, processes, and policies. Only through
progressive remediation, redevelopment, and revitalization
of brownfields and other potentially contaminated sites can
we ensure  all our nations resources are used to their full
potential while keeping environmental and human health a
top priority.

  We welcome your comments, questions, and suggestions.
For more information, visit us on the Web at
. EQ

                      —James Woolford, FFRRO Director
                      Acronyms Explained
   BRAG      Base Realignment and Closure
   DoD       U.S. Department of Defense
   DOE       U.S. Department of Energy
   EPA       U.S. Environmental Protection Agency
   FFRRO    Federal Facilities Restoration and Reuse Office
   FUDS      Formerly Used Defense Sites
   NPL       National Priorities List
   PCS       Poly-chlorinated biphenyl
   PCOR      Preliminary close out report
   ROD       Record of Decision
   TCE       Trichoroethylene
   UXO       Unexploded ordnance
   VOC       Volatile organic compound
           Partners In Progress

           Philosophy
           Stakeholders involved in federal facility cleanups are
           diverse, with differing backgrounds, interests, and
           perspectives. All of these stakeholders, however,
           share a single common goal—progress. Partners In
           Progress (PIP) provides a forum for stakeholders to
           exchange information, offer solutions, and share sto-
           ries about what works and what doesn't. We
           encourage you—our readers—to write to us about
           your activities that foster teamwork, promote inno-
           vation, and strengthen community involvement.
           Only by working together can we  achieve "federal
           cleanups  that put citizens first."
                                                                  Office of Solid Waste and
                                                                  Emergency Response
                                                                  (5106G)
                                                                  February 2003
                                                                  www.epa.gov/swerffrr/

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   Chicago Ridge Fire
   
   was complicated by the fact that the fire was
   located in an area contaminated with unex-
   ploded ordnance (UXO). The East Fork
   Valley area had been closed in 2000 following
   the discovery of live rifle grenades and a mor-
   tar round.

     As a result of the UXO contamination at
   the site, authorities had to work quickly but
   very carefully to address the fire and the risk
   that it posed. The United States Forest Service
   (Forest Service), along with the Omaha
   District Corps of Engineers (Corps), the
   Colorado Department of Health and
   Environment (CDPHE), and an Ordnance
   Safety Specialist from the St. Louis District of
   the Corps, worked together to formulate a
   feasible approach to extinguish the fire.

     Through brainstorming and teamwork, the Forest
   Service, Corps, and CDPHE decided on a response that
   took into account the specific site characteristics and conta-
   mination. The parties involved focused on what each
   separate group could best contribute to the effort. The
   Forest Service fire crews worked with the ordnance special-
   ists from the Corps to ensure that they responded
   appropriately to the threat of any UXO they might
   encounter while fighting the fire.

     "Both teams sat down to figure out their constraints and
   put together a response based on those constraints," said
   Jeff Swanson of CDPHE. "By having people in the field
   who knew the terrain and had  an ordnance background,
   the team was able to come up with a workable response to
   the fire."

     After a safe, ordnance-free path to the fire was cleared,
   the fire crew entered the area and had the fire under control
   within a matter of hours. After extinguishing the fire, crews
                           A lightning strike in the forest caused the fire, which threatened an area contam-
                           inated with unexploded ordnance from former defense activities.
                                       carefully hiked away from the area. Along the way, they
                                       encountered a live rifle projectile, but with the Corps' ord-
                                       nance knowledge and instructions, they returned safely.

                                         "A little over two days after learning of the fire, the UXO
                                       and fire crews worked professionally, cooperatively, and
                                       safely to execute the operation in mutual support of each
                                       other in a safe and effective manner," said Swanson.

                                         As a result of this particular incident, CDPHE, the
                                       Forest Service, and the Corps worked to create a standard
                                       protocol for dealing with fires at Camp Hale in the pres-
                                       ence of UXO contamination. An interim protocol
                                       developed immediately following the incident was finalized
                                       in late July. The protocol distinguishes several UXO fire
                                       hazard areas in order to immediately identify the appropri-
                                       ate response based on UXO contamination in a particular
                                       area. In addition, the protocol clarifies the roles and respon-
                                       sibilities of the parties involved in any response activities.
                                       Thanks to this protocol and the cooperation that created it,
                                       CDPHE, the Forest Service, and the Corps will be able to
                                       more effectively respond to future fires on federal lands.
   Federal   Facility  Redevelopment  Breathes
   New  Life  into  Local  Economies
Celebrating
Success
Army Facility Becomes
Home Base for Modern
Suburban Community
   ameron Station, a 101-acre complex in
   Alexandria, Virginia, is the site of a for-
mer Army installation that was successfully
transformed into a thriving community of
single family homes, townhomes, and con-
dominiums. The community includes more than 2,000
housing units and commercial space as well as a community
center with recreational and health facilities.

  Beginning in the 1950s, Cameron Station provided gen-
eral support to the Military District of Washington,
including a steam plant, a grounds maintenance facility,
print shops, and a photo laboratory. Cameron Station also
became the headquarters of the Defense Logistics Agency.
In 1988, the                    

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Federal Facility Redevelopment

Modern town homes now line the streets at Cameron Station, a
former defense complex in Alexandria, Virginia.
Army recommended closing the site and relocating its activ-
ities. During the closure process, hazardous materials,
including poly-chlorinated biphenyls (PCBs), dioxin, lead,
pesticides, petroleum hydrocarbons, trichloroethylene
(TCE), and chlorinated hydrocarbons, were detected in the
site's soil and groundwater.

   EPA, the Army, the Virginia Department of
Environmental Quality, and the city of Alexandria partici-
pated in  the site cleanup. To prepare the site for closure, the
cleanup team removed leaking underground storage tanks
and PCB oils from transformers. In addition, contractors
performed soil excavation and treatment, sewer trap clean-
ing, and  asbestos removal. The cleanup team also used soil
vapor extraction to treat petroleum contamination at the
site of a former gas station.

   In  1996, following these cleanup activities, the Army
sold 101 acres of the property to Greenvest L.C., with the
remaining 63 acres transferred to the city of Alexandria for
use as a park. Although early cleanup actions have been
completed, the Army, state, and EPA continue to monitor
and treat the TCE contamination in the groundwater with
an onsite pump  and  treat system. The team is working to
determine the  length of time they must continue using the
pump and treat  system at the site.

Revitalized Naval Complex Puts Local
Economy  in Ship-Shape Condition

 The former Naval  Complex in Charleston, South
    Carolina, is making waves in the Base Realignment  and
Closure (BPvAC) community by boasting one of the fastest
job replacement rates following base closure in  1996.
During the past six years, the number of jobs has grown
from 500 to more than 4,200. Approximately 1,000 of
these jobs are federal, with the remainder spread among
more than 70 private sector companies.

   In addition, in 2002, the city of North Charleston was
awarded part of the land for its ambitious Noisette Project.
A major redevelopment plan for a largely blighted area in
the southern part of the city, the Noisette Project will trans-
form three-quarters of a mile of former base property into a
river-front park  along the Cooper Paver. The park will
include a mix of natural preserves and recreational facilities,
with the first phase of construction planned for completion
in 2003.
   Established in 1902, the Charleston Naval Complex
quickly became  the Navy's third largest home port. The site
housed operations for a variety of naval activities, including
a 21-pier ship yard, training and supply centers, and a hos-
pital. When the  BPvAC Commission announced site
closure, nearly 30,000 Navy employees  were working on
the 1,600-acre complex. When the base formally closed, the
Navy gave the city the deed to 288 acres and 120 buildings
on the property.
                             NEIGHBOR
    RIVERFRONT PARK PLANS UNVEILED!
      TJjtfre probably hand, ud may bm iccn
    plaiu for the firat phase of North Cb«rlertoiiinew3/4-mile-long HirafrontPark a
    here. Phase 1 is the southern half of the Put lying along the Cooper and sonth of
    the Noisette Creek, snare* of 15-20 acres.
      Thi» jsaagnffirantfimittp in redlining acosste the rivers edge toreridents.
    UK design comes from anncnatlans we're hid wfth yon ibout whit yorfd like to
    lee. Heiidents tene input ide» since h«t year when the Noisette Company began
    medu« wife bdr^id neighborhood! and dricgroupi.
      "WA* orated die framework for a marvdoot community ^ace bated onwhat
    North Chadetton reridenti uid they wanted," slid John L Knott, JE, CEO of die
    lie Hi
        mtPark.
      Phase 1 will accommodate day nse by indrfiduali and groups, as wdl as large
    City celebrations similar to the North Oarleiton 30th Amuvenarr picnic, concert.
    and BKwoAt lait June. An amphitheater wfll have concern and thaws in an infor-
    mal Iron picnk setting. Art wffl be incorporated in the landscape. Until 70 years
    ago. there w» a manh idand at the mouth of the Noisette. Vie plan to re-create its
    boundaries wimnatne vegetation in Phase 1. Kayak and canoe access should be
    available where the Park ranches the Creek.
      Mnch of the Phase 1 Park work Witt be to remoie things. The old Officers' Onb
    mulnrimmingpoolMUbede-ardtructed,andala[geaip^
    Eiislingni^wfflbcreph^wilhpmlmjiiurfkEtiuksadwrilwiiji
      Going forwanUeTliefinetlie design, ,nd pretent a construction planto the City
    before the end of the year. We an working to deliver Phase 1 of the Park with a
    celebrationof Jury4,2003. Important^ the City it working on two critical aspects of
    makingthis schedule and the Parka reality. The first is to get the Park land fiom the
    BectoelopmentAumoritf (W)A) by November 1st The second is to develop me
    Nnal Base fix Increment Hnsndng District to the point where financing can be
    secured to bqjin construction in January; This ibo means Baie land, which Noisette
    is buying, mutt transfer by November 1st and go on the toroH. If an things go
    acondu«toplaiUhi>long-tmMvMonofMa^

      Review of this design will continue through the month of September. It JOT
    have comments, call Jim Augutin at 302-2105.

    NORTH CHARLESTON AND STATE PORTS AUTHORITY AGREE ON DIVISION OF BASE PROPERTY

      On Thunday, July 25. the City of North Charleston and the State Ports   Currently, a memorandum of understanding is being drafted to outline
    AnthorityagrecdtoadrfisiDaoftheNaTyBasepropert}:          details of the agreement Significant inratmenti will be made to protect
      Prorided the State Ports Authority (SPA) and the Oiaileston Naval Compla  nd^boriioodifixmtractindrailtiaffic-ijiduding Jteriesoforerpsnathat
    Redevelopment Authority (RDA) continue to cooperate wim me t£mu of the  M»^KeimSiimmey«ayi wfll require tbestate to unrest S100-250 mliondnUars.
    agreement, aU of me land norm of Supply Sutenrill transfer to the dy without   "We caift wait to ^t started on the Riverfront Park," said John L Knott, Jr..
    charge. Ihe city wiU.intuni.«clltlielandtotlie Noisette Company for  CEOoftiicN(riKtteC0DTluiy-^CTCbccn™ku1g0ncOnccltoJdoign,.and
    denlopnunL                        are meeting with the commnmty for ieedback. Noi^Charkatoiis mayor and cuy

    Post * Cauritr. "We can now jump-start the Noisette Project It means the  ated; what we need now is for the Ports and the RDA to see the deal through, and
    RnerrnmtParkisdosetobemgareaUty....'              weta offto the races!"
 A local community newsletter announces plans for the Noisette
 redevelopment project, which uses part of a former naval base
 in Charleston,  South Carolina.

-------
  Decades of naval activity left the site contaminated
with environmental hazards including heavy metals,
asbestos, and petroleum products. To speed up corrective
action, the Navy, working with EPA Region 4 and the
South Carolina Department of Health and Environmental
Control, chose to pilot an innovative contracting
approach—a guaranteed fixed-price contract—and con-
tributed $28.8 million to the project. This contracting
approach grants almost full management and financial
responsibility for the site cleanup to independent contrac-
tors. To date, cleanup measures have included asbestos
and underground storage tank removal, soil extraction,
and groundwater monitoring.
  The Navy also supplied initial funding to establish the
Charleston Naval Complex Redevelopment Authority, an
entity that attracts new companies to occupy former base
property. In addition, local government and businesses
established a second development entity, the Charleston
Regional Development Alliance, to promote economic
growth both on the former base and in the surrounding
community. These agencies' recruitment efforts have
encouraged 99 new companies to settle near the base,
adding more jobs and $2.2 billion of direct capital invest-
ment to the region's economy.

Cleanup Transforms Defense Depot
into Award-Winning  Business District

A    former federal facility in  Utah has been recognized for
    its successful redevelopment. The  Business Depot
Ogden was awarded the prestigious Facility of the Year
Award by the National Association of Installation
The scenic skyline at the new Business Depot Ogden in
Ogden, Utah.
Developers (NAID) in August, 2002. This award recog-
nizes facilities that make outstanding achievements in
revitalizing BRAG communities.
  Business Depot Ogden currently occupies 6.5 million
square feet of warehouse space, or 75 percent of a former
Department of Defense (DoD) site.  Since the construction
began, the business district has created or retained more
than 1,000 jobs, and job  growth has occurred at a rate of
423 percent during the past four years.
  Business Depot Ogden  is the result of cleanup and redevel-
opment activities at the former Defense Depot Ogden.
Established in 1941, this former DoD distribution depot
stored, maintained, and shipped a variety of defense-related
materials. Although it wasn't identified for closure until 1995,
EPA and DoD began cleanups in the late 1970s to address
the heavy metals, pesticides, and volatile organic compounds
that contaminated the site's soil and groundwater.
  To  date, all aspects of the remediation meet or exceed
the goals stated in the formal Reuse Plan created by the
redevelopment team. In addition, infrastructure improve-
ments at the site—sewer, power, water, roadways,  and
landscaping—are eight years ahead of schedule.
  "The demand outlook for reuse of Defense Depot
Ogden is extremely positive," said Mike Pavitch, director
of the redevelopment authority. DoD, U.S. EPA, EPA
Region 8, and the Utah Department of Environmental
Quality continue to monitor cleanup activities at the site.
As parcels of land are remediated,  DoD transfers them to
the Ogden Local Redevelopment Authority to be incorpo-
rated into the business district.

  Innovative Cleanup Paves Way for
  Advanced Technology  at DOE Site

      hanks to a unique process for identifying and remedi-
      ating contamination, more than 40 percent of the
  former Mound Plant facility in Ohio has been trans-
  ferred for redevelopment and is now the home of the
  growing Mound Advanced Technology Center. Nearly
  10 years after redevelopment began, this new business
  and industrial park hosts 32 businesses employing more
  than 350 workers.
    Beginning in 1948, Mound Plant operated as a major
  research, development, and production site for the U.S.
  Department of Energy's (DOE's) weapons and energy
  defense projects. Early  research activities took an envi-
  ronmental toll, however, and EPA placed the site on the
  Superfund National Priorities List (NPL) in 1989
  because of heavy radioactive and volatile organic com-
  pound contamination.  In 1993, as the need for defense
                                

-------
Federal Facility Redevelopment

research decreased, DOE decided to decommission and
redevelop the Mound site.

  Today, the Miamisburg Mound Community
Improvement Corporation (MMCIC) is responsible for the
site's redevelopment, while EPA, DOE, and the Ohio
Environmental Protection Agency take the lead on environ-
mental cleanups. The federal government has committed
$800 to $900 million to the cleanup project, which is
scheduled for completion by 2006.

  All potential release sites have to be identified as needing
no further action before the land is transferred for redevel-
opment. To speed land transfer, the team is using an
innovative approach to the cleanup effort—investigating
approximately 400 smaller "potential release sites" rather
than the nine larger operable units identified in the Federal
Facility Agreement. This approach saves the team time and
effort because it allows them to focus on contaminated
areas individually and address them appropriately.
Otherwise, all of the small problem areas would have to be
treated as a larger group and would be subject to a lengthy
evaluation process.

  The core cleanup team evaluates each potential release
site and decides if it needs no further action,  a response
action, or further assessment. As part of this evaluation, the
team considers  how MMCIC wants to use the land before
An aerial view of the Mound Advanced Technology Center in
Miamisburg, Ohio.

deciding on appropriate cleanup and conducts a residual
risk assessment as a final check. This assessment involves
compiling all final soil and groundwater data and verifying
that the risk is acceptable for commercial reuse. Thanks to
this new cleanup process, EPA has deleted from the NPL
three of the four parcels of land which were then trans-
ferred for redevelopment.
 EPA Joins  E-Government with  EDOCKETS
                                          PA recently unveiled a new Web
                                          service, EPA Dockets (EDOCK-
                                          ET) to update its regulatory
                                     process. Formerly the Regulatory
                                     Public Access System, EDOCKET is
                                     one of EPA's responses to the emerging
                                     demands of e-government. This new,
                                     user-friendly service will spur public
                                     involvement in EPA's rule-making
                                     process by providing electronic access
                                     to Federal Register notices, support
                                     documents, hearing transcripts, and
                                     public comments through its Web site.
                                     In addition to searching and viewing
                                     documents, the public can also submit
                                     comments electronically. Documents
                                     become available for viewing after pro-
                                     cessing is complete.

                                       EDOCKET currently contains doc-
                                     uments from the following EPA offices
                                     and programs:
                  •  Resource Conservation & Recovery
                     Act (RCRA)

                  •  Superfund

                  •  Office of Water (OW)

                  •  Office of Air and Radiation (OAR)

                  •  Oil Spill Program (Oil Pollution
                     Act)

                  •  Office of Pollution Prevention
                     Toxics (OPPT)

                  •  Office of Pesticides Programs (OPP)

                  •  Office of Environmental
                     Information (OEI)

                  •  Office of Enforcement and
                     Compliance Assurance (OECA)

                     To access EDOCKET, visit
                  .

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EPA                       hat
Communication  +   C           aratk
Success  +  Savings
     Finding the formula for effective federal facility
     cleanups can be a challenge, especially when multiple
     agencies with different priorities are part of the equa-
tion. That is why EPA honored three organizations for
improving the cleanup process at a Superfund site in
South Carolina. Thanks to their efforts, they accelerated
the project schedule by two years and saved approximately
$5 million.
   In June 2002, EPA's Office of Solid Waste and
Emergency Response (OSWER) awarded the OSWER
Cost Savings Award to a team consisting of EPA Region 4,
the U.S. Department of Energy (DOE), and the South
Carolina Department of Health and Environmental
Control (SCDHEC). The award recognizes the team's abil-
ity to cost-effectively accelerate  the remedial investigation
and feasibility study (RI/FS) process for the Old
Radioactive Waste Burial Ground in Aiken, South
Carolina. The burial ground, a 76-acre area used for gener-
al disposal of radioactive and mixed waste from  1952
through 1974, is part of the Savannah River Site, a DOE
facility that produced nuclear materials for U.S.  defense
programs until 1988.
   Traditionally, developing an  RI/FS strategy requires
comprehensive data collection and risk assessment, fol-
lowed by extensive formal documentation that gets
reviewed by all involved parties. This process can often be
extremely time consuming, as formal documents are
exchanged for comments until  all constituents reach
agreement. EPA, DOE, and SCDHEC—the three agen-
cies that signed a Federal Facility Agreement for the
site—set a precedent by completely overhauling this con-
ventional process.
   The agencies believed that a central team of decision-
makers could more effectively reach consensus through
regular discussions than by repeatedly exchanging and
reviewing written comments. The agencies formed a core
team of representatives who met face-to-face at critical
points during the project to discuss "scoping sum-
maries"—informal documents that provide comprehensive
but concise snapshots of the project's status. These sum-
maries included all information necessary for making
informed decisions quickly.
   To maintain focus and to keep meetings productive,  a
DOE contractor provided professional technical facilita-
tion. The facilitator ensured that all members of the core
team reached consensus on all issues, especially those being
heavily debated. Ken Feely, the  project manager  for EPA
Region 4, says this new process proved to be invaluable.
"These meetings allowed us to turn our efforts towards
decision-making instead of reviewing documents," he said.
  In addition to improving communication through
decreased documentation and facilitated meetings, the
team also took advantage of existing data to accelerate pro-
ject completion.  Data from already existing monitoring
wells indicated that dangerous levels of contaminants—
including volatile organic compounds, tritium, and
lead—had migrated through the soil and into the underly-
ing groundwater. The team decided that this information
was sufficient to  evaluate site conditions and that they did
not need additional data to determine action was neces-
sary. This data, and the extremely large volume of waste at
the burial ground site (7.125 million cubic feet)  allowed
the core team to  eliminate other possible but more expen-
sive response actions. The team decided that
excavation/disposal of the waste in the burial ground was
not feasible and instead decided to consolidate highly con-


   This  new process proved to be

    invaluable. These  meetings

   allowed  us  to turn our efforts

towards  decision-making  instead

      of reviewing documents.

                         —Ken Feely, EPA Region 4

laminated soils from three nearby areas into existing space
at the burial ground. This approach combined several
potentially separate decisions into one final action, saving
a substantial amount of time and money.
  The reduced documentation included in the overhauled
RI/FS process  allowed the core  team to devote more of its
time and energy  to discussing project details, which proved
to be a valuable learning process for all of those involved
in the Savannah River Site project. The time and money
saved during this project demonstrate how improved com-
munication and cooperation can translate into success and
savings. Feely,  affirming the benefits received from this
new process, stated, "This new process fosters trust among
parties. You can't put a price  on that."

-------
 Five  Federal
    Achieve  Construction
     iscal Year 2002 saw 42 Superfund sites reach construc-
     tion completion, five of which were federal facilities.
     A construction completion site is a former toxic waste
 site where physical construction of all cleanup actions is
 complete, all immediate threats have been addressed, and
 all long-term threats are under control. Construction com-
 pletion of a site is a significant benchmark in the cleanup
 process because it means contaminants are no longer threat-
 ening the health and well-being of the surrounding
 community or spreading uncontrolled through the soil, air,
 surface water, or groundwater. It also means that, even
 though long-term cleanup actions might still be operating,
 the site is usually ready to be reused for economic, social, or
 environmental purposes.

 Brunswick  Naval Air Station, Maine

    The Brunswick Naval Air Station in Brunswick, Maine,
    occupies 3,094 acres and contains three areas  that were
 used for landfilling the station's household, office, and other
 wastes. Other areas have been used for fire training purpos-
 es and for disposal of various hazardous wastes, including
 acids, caustics, solvents, and building materials, including
 asbestos.  Nearly 3,000 people live on the base, and an ele-
 mentary school, a college, and a hospital are located within
 one mile of the base's western boundary. Area surface water
 is used for recreation, irrigation, and commercial  fishing.

   The Navy revitalized the site in three phases: initial
 removal actions, long-term remedial actions focusing on
 cleanup of specific areas of contamination, and long-term
 monitoring, and operation and maintenance. According to
 the site's preliminary close out report  (PCOR) issued in
 September 2002, all cleanup actions have  been completed,
 and the Navy has begun long-term monitoring to assess
 the effectiveness of cleanup actions.
  The Navy performed a review in 2000 and found that all
remedies implemented protect human health and the envi-
ronment. The review also recommended several
modifications, including optimizing the groundwater pump
and treatment remedy, and confirming plume boundaries
for soil contaminated by cleaning solvents. As of October
2002, the pump and treatment system remedies were com-
plete, and Phase 1 of the field work to confirm plume
boundaries had been performed. Phase 2 fieldwork to
install new monitoring wells to completely bracket the
plume is planned for fall 2003 or spring 2004. A Record of
Decision (ROD) for the old acid caustic pit—the last
remaining site—was signed in September 2002, imple-
menting a remedy of monitoring and property restrictions
for groundwater.

  "Getting the  ROD for this last site was a major accom-
plishment, as it allowed the Brunswick Naval Air Station to
qualify for construction completion," said Michael Barry,
former regional project manager for the site. A previous
removal action at this site had been unsuccessful in clearing
low level cadmium contamination from the groundwater.
                                                       Fort Wainwright, Alaska

                                                         ort Wainwright occupies more than 900,000 acres in
                                                         the Fairbanks North Star borough in interior Alaska.
                                                       The site consists of a main post area (two miles east of
                                                       Fairbanks on the Chena and Tanana Rivers), small arms
                                                       range complex, and close-in range complex. Part of Fort
                                                       Wainwright lies within the city of Fairbanks, with a popu-
                                                       lation of 35,000. EPA added Fort Wainwright to the
                                                       National Priorities List in 1990, but the base is still active,
Cleanup team members use global positioning technology to
record the location of sampling sites at Brunswick Naval Air
Station in Brunswick, Maine.

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and is used to train infantry soldiers, test equipment, and
facilitate the rapid deployment of troops worldwide.

  Soil and groundwater contamination at the post resulted
from fuels, solvents, and pesticides being disposed of or
spilled on the ground. The U.S. Army signed a Federal
Facilities Agreement with EPA and the Alaska Department
of Environmental Conservation (ADEC), outlining the
schedule and process for cleaning up contamination,  and
identifying five operable units. To date, 15 active soil vapor
extraction/air sparging/air injection treatment systems in 11
source areas have been installed as a result of source area
remedial investigations. A post-wide ecological risk assess-
ment process identified the Chena River as the area most
likely to be affected by multiple source area releases at Fort
Wainwright. To evaluate this potential threat, the Chena
River Aquatic Assessment Program was initiated to monitor
the river's  health and measure the effects that cleanup
efforts have on the river's ecology over time.

  Another unique effort at the site is  the use of the Army's
geographical information system (CIS) database in tandem
with the digging permit process to ensure effective post-
wide and site-specific institutional controls. "The GIS
database and permitting process help ensure all parties are
aware of contamination levels," said Dianne Soderlund,
EPA remedial project manager.

  In addition to achieving construction completion, the
cleanup team has signed RODs for each operable unit. "The
success of the cleanup efforts are due in part to the outstand-
ing working relationship
between EPA, the Army,
and the ADEC," Soderlund
said. "Not once have we
delayed a significant sched-
ule in our cleanup activities,
nor have we had to go to
dispute resolution."
Lone Star Army Ammunition Plant,
Texas

   PA added the Lone Star Army Ammunition Plant to
   the National Priorities List (NPL) on July 22, 1987.
This 19-acre site located in rural Bowie County, Texas,
began operating as an ammunition plant in 1942. On-site
activities included loading, assembling, and packaging
munitions components. The Army also used the site as a
detonation ground for disposing of explosives. These
activities left behind elevated levels of explosives and
heavy metals in the soil and groundwater.  EPA added the
plant to the NPL based on its concern that employees at
the site might be exposed to these contaminants through
direct contact with the soil. Although no contamination
was known to have migrated  off site, the agency was also
concerned about the close proximity of several domestic
water wells.

   Because of unexploded ordnance at the site, soil excava-
tion was not a feasible remedy. The cleanup team therefore
constructed erosion berms along the perimeter of the prop-
erty to manage and clean up the contamination.  In
addition, the Army periodically conducts surface and
groundwater monitoring to determine the  concentration of
contaminants. Finally, institutional controls, such as land
use restrictions, access restrictions, and posted signs, have
been placed at the site. The implementation of these reme-
dies is scheduled to be evaluated every five years to ensure
                                

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10
Completions Achieved

their effectiveness as long as hazardous wastes continue
to be present on the site.
   Currently, an infiltration layer has been placed along
with the top soil, which has been seeded with rye, native
bermuda grass, wildflowers, clover, and a mix of other
wild vegetation. The cleanup plan originally included the
installation of two monitoring wells as a part of operation
and maintenance activities. The cleanup  team completed
installation of the first well; however, the second well was
not installed due to geologic restrictions. The team issued
a PCOR for the site on September 24, 2002.

Old  Navy Dump/Manchester Lab,
Washington

   The U.S. Army transferred ownership of the Old
   Navy Dump/Manchester Lab near Manchester,
Washington, to the U.S. Navy in 1924. The Navy used
this 40-acre site along the western shore of Clam Bay in
Puget Sound, for the construction, repair, maintenance,
and storage of submarine nets and boats until the
1970s. Also the home to  the Naval firefighters school,
the site was used to dispose of wastes containing PCBs,
heavy metals, dioxins, petroleum products, and asbestos.
Because of the dump's location, water from  the bay
eventually eroded the dumping site, releasing contami-
nants  into the water. Individuals at the  site were at  risk
of exposure to contaminants through skin contact and
accidental ingestion of contaminated soil or the inges-
tion of shellfish from intertidal areas. Local  reliance on
groundwater as  a source of drinking water also caused
concern as a possible source  of human exposure.
   Remedial action included enclosing the dump by con-
structing an underground wall to surround the area to
prohibit migration of the  contaminants.  In addition, the
surface of the dump was covered with a protective cap.
  As a result of the cleanup efforts, people are now able
to walk through the site to gain access to the beach. Prior
to the cleanups, the risk of exposure to contamination
was too great to allow public access. The cleanup team
announced that they completed all remedial construction
and the PCOR was signed on September 30, 2002. The
site currently houses an EPA analytical lab as well as a
National Marine Fisheries Service lab.

Sacramento Army Depot, California

   he Sacramento Army Depot is a 485-acre supply
   depot that primarily was used for receiving, storing,
issuing, maintaining,  and disposing of electronics sup-
plies. The wastes resulting from the site's operations were
discharged to unlined sewage lagoons, burned, or buried
on site—contaminating onsite soils and groundwater and
causing pollution to migrate offsite. About 50,000 people
live within three  miles of the closed base, and the Army is
transferring the property to the city of Sacramento.
  The Army found that  soils contained heavy metals
such as lead, cadmium, and chromium, which had also
entered the groundwater. To treat the contaminated
groundwater, the Army initially used a pump-and-treat
system. Eventually, volatile organic compound (VOC)
concentrations decreased to levels that met Sacramento
County sanitary sewer system discharge requirements.
Groundwater monitoring data currently shows that the
heavy metals are  no longer contaminants of concern,
allowing  the Army to discharge extracted water directly
to Sacramento's sanitary sewer system.
  The Army also conducted remedial activities to remove
heavy metals from the soil, and performed vapor extrac-
tion to remove the VOCs from soil around the Tank 2
site,  once occupied by a 1,000-gallon waste solvent stor-
age tank. A later  sampling of the soil around  the Tank 2
site confirmed  that it was remedied. All soils  are now
considered clean.
  For oxidation lagoons,  the Army excavated and stabi-
lized contaminated soil with Portland Type II cement and
consolidated the soil with several burn pits. The Army
decided to take a two-phase approach for burn pits. First,
it used soil vapor extraction to remove VOCs from the soil
and solidified the contaminated material. Lastly, the Army
excavated a well used in 1946 and 1947 for disposing of
spent dry cell batteries and other debris, stabilized the soil,
and placed it in burn pits.
  "Sacramento Army Depot was the first BRAC installa-
tion in Region 9 to achieve the construction complete
status," said Rich Seraydarian, EPA section chief. "The
depot has always been viewed as a major BRAC success
story, from both the cleanup and property transfer
aspects."  The Army issued a PCOR for the site in
August 2002.  33

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 Two  Federal  Facilities  Deleted from  NPL
Sudbury Training Annex,
Massachusetts

 in January 2002, the Sudbury Training
 Annex in Massachusetts became the
first federal facility in New England to
be completely deleted from EPA's
Superfund National Priorities List
(NPL). Today, nearly 2,200 acres of the
Annex belong to the U.S. Fish and
Wildlife Service for use as the Assabet
River National Wildlife Refuge.

  "Success of the cleanup is rooted in
the cooperative  spirit of the technical
review committee, EPA, the Army,
and the Massachusetts Department of
Environmental  Protection," said
Christine Williams, EPA project man-
ager. "We all wanted a refuge and
worked hard to  create a reasonable
cleanup program." Of the remaining
land, the Commonwealth of
Massachusetts owns the 24-acre Puffer
Pond. The U.S. Air Force will own
four acres, and the Federal Emergency
Management Agency will own 72 acres.

  The Annex was an Army installa-
tion covering 2,750 acres.  It served as
an ammunition depot, ordnance test-
ing station, troop training and research
area, and laboratory disposal area. EPA
placed the Annex on the NPL in
1990, and it was designated for closure
in 1995. To ensure the integrity of the
cleanup, the Army will continue to
monitor landfill caps and groundwater.
Restrictions will remain in place for
current and future uses of the land and
groundwater.

Luke Air Force Base,
Arizona

   uke Air Force Base (AFB) in
   Glendale, Arizona, became the first
active Air Force installation to be
deleted from the Superfund NPL in
April 2002. The 4,000-acre base will
continue to oper-
ate as an advanced
fighter pilot train-
ing station, a
function it has
served since 1941.
                 more than 625 cubic yards of contam-
                 inated soil, including removing more
                 than 65,000 gallons of jet fuel from
                 soil in storage areas. The cleanup team
                 also set up numerous groundwater
                 monitoring wells around the site.

                   "The successful cleanup and final
                 deletion of Luke AFB can be attrib-
                 uted to the teamwork among the Air
                 Force, Arizona Department of Health,
                 and EPA Region 9 representatives on
                 the cleanup team," said Rich
                 Seraydarian, a section chief in the
  During the
World War II era,
plane discharges
and waste disposal
from aircraft
maintenance and light industrial oper-
ations released potentially hazardous
wastes, including petroleum residues,
cleaning solvents, and VOCs. These
materials contaminated the base's soil
and groundwater, prompting EPA to
officially place the site on the NPL in
1990. Since starting cleanup  activities,
EPA and the Air Force have treated
 "The successful cleanup and final deletion
   of Luke AFB can be attributed to the
 teamwork among the Air Force, Arizona
Department of Health, and EPA Region 9
   representatives on the cleanup team."
                                 —Rich Seraydarian
                                      EPA Region 9

                 Superfund Division at EPA Region 9.
                 The Air Force will continue to moni-
                 tor groundwater at the site and
                 provide annual reports to the regulato-
                 ry agencies, in addition to performing
                 five-year reviews, to ensure that the
                 implemented remedies remain protec-
                 tive of human health and the
                 environment.
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  EPA/FFRRO, Mailcode: 5106G, 1200 Pennsylvania
  Ave., N.W., Washington, DC 20460; e-mail at
  ; or fax at 703 603-0043.
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