A Message from AHMP
AHMP Board Adopts New Vision and Mission
AHMP Environmental Scan Peers into the Future
AHMP National Conference: Going Strong for 2009
Register Now for the AHMP Leadership Workshop
New Brand Implementation Underway
DHS Secretary Issues First in a Series of Action Directives
Group Urges Water Systems to Reduce Risk
DOT Requires Stronger Railroad Hazmat Tank Cars

A Message from AHMP
Harry S. Kemp, CHMM
AHMP President

Being the president of the Alliance of Hazardous Materials Professionals™ (AHMP), formerly the Academy of Certified Hazardous Materials Managers, always has been an awesome responsibility. The position will be especially challenging this year because many of the programs, projects and enhancements the association's Board of Directors have implemented over the past couple years come to maturity. Here are some examples of this work:

• We made a large investment in technology last year to offer to our members the Essential of Hazardous Materials Management Course, Webinars and other educational programming online and to enhance the functionality of our member database and Web site,
• We added new staffers in the last year to bring in-house management of the National Conference and to improve our member-service and chapter-support,
• We restructured leadership roles and responsibilities to better refocus members of the Board on select management areas, such as education, government relations, member services—areas critical to long-term success,
• We developed and implemented a strategic plan that will guide and influence the association's future course, and
• We created and launched our new brand, which will make the association an attractive membership option for all hazardous materials management professionals.

All of these investments, changes and enhancements are coming to a boil this year and we must ensure that the steam produced is harnessed to power activities and programs that will secure the future of our association.

Even with five full-time paid staffers, AHMP is still a volunteer-driven organization. As I began my first Board of Directors meeting earlier this month I stressed to members of the Board that my success, and therefore the success of AHMP, was dependant on each of them fulfilling their responsibilities and all volunteers contributing their time and talents.

Speaking of talent, we have two new members of the Board of Directors who will contribute greatly to our success in 2009. Zehra Schneider Graham's election as vice president required the appointment of a new director to complete the remaining year of her term.

Mike Gordon, CHMM of Norfolk, Va. was selected to this open seat. Mike possesses a great deal of leadership experience with his local chapter and was a member of the Branding Task Group that developed the association's newly implemented brand. His task will be to foster the transition in governance to accommodate a broader membership.

With the unfortunate resignation of Carol Carollo for personal reasons we lost one of the key contributors on the Board. However, we gained considerable leadership talent through the appointment of Lorenz "Richie" Spangler, CHMM of Albuquerque, N.M. Richie will be applying his experience with our organization to support the offering of quality education opportunities to our members.

The Board of Directors also appointed its first "advisory director." This is a non-voting position reserved for individuals with the expertise, skill or experience essential to advancing the association's vision and mission.

Chris Smith is a hazardous materials technician and specialist with a large metropolitan fire department in the Atlanta, Ga. area with specialty in the area of homeland security and communication between civil servant responders and the parties being serviced. More significantly, Chris founded the International Association of Hazardous Materials Technicians (IAHMT), which merged with AHMP at the start of this year.

The members of the Board welcome Chris and his considerable insight into this segment of the hazardous materials management profession and look forward to his support.

I welcome the challenges that my year as your leader holds. I take comfort in knowing that capable leaders on the Board surround me and that there is a solid cadre of volunteers who are ready to fulfill their responsibility to securing the long-term future sustainability of theirs and your membership association.

I extend to you an invitation to fulfill your shared responsibility to the association by sharing your expertise and energy on one of AHMP's committees and subcommittees. To view a list of committees and subcommittees go to www.ahmpnet.org and click on "Leadership" and then "Committees". Complete the Volunteer Sign Up Form if you interested in joining a committee. It's that easy to fulfill your responsibility.

AHMP is well positioned for growth. Great leadership provided by you, other volunteers and the members of the Board of Directors will secure the association's future.

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AHMP Board Adopts New Vision and Mission
Zehra Schneider Graham, CHMM
AHMP Vice President

The AHMP Board of Directors reported in the November issue of this e-newsletter on the strategic-planning journey that was started in September at the National Conference in Minneapolis. The purpose was to craft a strategic plan that was representative of the ever-changing landscape of the environmental, health, safety and security (EHS&S) industry. Through that process we also decided that our vision and mission statements needed to be updated to reflect the organization we wanted to become.

Our new vision is "to become the recognized global leader and resource for hazardous materials professionals". The previous vision was very broad in that the organization was to serve the EH&S industry. The Board felt more focus was needed on the association's niche of hazardous materials. We want to be recognized globally—both within the industry as well as internationally. And finally, we want to become a resource for all hazardous materials professionals. Based on information gathered from the membership we were not providing ample information or programming to meet their needs. Our vision is ambitious, but we are committed to working toward its achievement every day until we can say that we have accomplished our vision.

Our new mission is "to provide value to our members and other stakeholders by focusing on the key goal areas of:

• Advocating for our membership while enhancing government relations and public relations
• Strengthening communications among members and stakeholders
• Strengthening our membership and partnership base
• Improving management and governance operations and strengthening our financial base
• Providing superior educational resources and opportunities
• Serving our membership and chapters by providing new products, services and tools for success"

The previous mission was more operational in nature and moving forward it needed to be more specific so that the association's members knew exactly what the leadership was working toward on their behalf. Board members are confident that they have achieved this with a focus on advocating for our members and the credentials that they hold, developing more opportunities for networking and career advancement as well as creating more benefits through new products, services and tools.

The organization is moving quickly to make up for lost ground and promises unfulfilled. At the same time, however, we are making calculated moves based on research findings to ensure that we are making informed decisions on the future direction of the organization. You will see updates each month on research conducted and how it affects you as a member of AHMP and within the EHS&S industry.

I thank you for your support of your professional association over these past few months and ask that you continue to support AHMP. We are working for you; a new vision and mission is just the start.

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AHMP Environmental Scan Peers into the Future
A. Cedric Calhoun, CAE
AHMP Executive Director

An environmental scan of AHMP was completed in December and the results provide insight into how the association's internal and external environments will shape the leadership's decision-making in the future.

The members of the Board of Directors analyzed this information and discussed it as they prepared the final draft of the association's strategic plan during their January meeting at AHMP's headquarters in Bethesda, Md.

The environmental analysis helps identify changes that are occurring or will occur as well as areas that will need to be changed within the next year to several years. It also identifies changes that could affect the nature, direction or viability of AHMP, its programs or services.

The scan tested the following environments:

What was stated loud and clear is summarized by these key issue areas:

• AHMP should focus on providing its members professional development and peer communications.
  
  
• Rebranding the association was critical to its long-term growth.
  
  
• Another key to growth is concentrating on the younger generation of environmental professionals; as such AHMP must increase marketing efforts to colleges and universities. Retaining the current membership to serve as mentors and advisors to the younger professional would allow the association to have a full picture of the landscape across generations and provide a career path for environmental, health, safety and security (EHS&S) professionals interested in hazardous materials management.
  
  
• AHMP also must increase the visibility of the hazardous materials profession in the U.S. and abroad and persuade employers, governments, other EHS&S industry organizations and the public to value the Certified Hazardous Materials Manager^® (CHMM^®) credential and the professionals who hold it.
  
  
• AHMP must become more involved in federal and state regulatory advocacy, but not as a lobbying group. AHMP must work hand in hand with the Institute of Hazardous Materials Management (IHMM) to maintain the value and prestige of the CHMM credential.
  
  
• With the recession affecting AHMP members and their companies, the association must focus on technology to deliver education programming via the Web and other vehicles.
  
  
• AHMP also must focus more attention on its volunteer structure and possibly build more staff capacity whereby the staff will serve as core service-providers.
  
  
• The leadership of the association must be more transparent and these leaders should carefully review the committee structure to head off volunteer burnout. There also is a need to focus on a few key goals and not spread the organization or its volunteers too thin.
  
  
• Globalization is upon the association and AHMP must be prepared to address this new challenge. Based on the economy, the Board must assess the capacity to develop a more vibrant international presence and also determine what shape that presence will take.
  
  
• AHMP chapters are a valuable resource. More effective communication between them and the national association is needed in order for both to be successful.
  
  

This is what you told us you wanted and the Board of Directors has developed a strategic plan that will address many of these needs and issues.

An announcement will be made when the association's strategic goals and objectives are posted on the Web site for your review.

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AHMP National Conference: Going Strong for 2009

A strong showing at the AHMP National Conference later this year may be the best strategy in an uncertain economy. That seems to be the thinking of many AHMP members because more than 25 percent more abstracts have been submitted for the 2009 National Conference in San Diego than were collected during all of 2008. In addition, sponsor and exhibitor sign-ups for 2009 are well ahead of the same period last year.

More than 800 professionals are expected to attend. The AHMP National Conference is the premier forum for networking exchanges with a wide variety of EHS&S professionals, including holders of the CHMM credential, first responders, compliance officers, plant managers/directors, hazardous materials specialists, government and regulatory representatives, consultants, and EHS&S managers. The event will feature top-notch industry, regulatory and government speakers; an unmatched exhibit hall; numerous continuing-education courses; an Emergency Response Scenario, and countless networking opportunities.

The 2009 AHMP National Conference will be held August 30 to September 2 at the Sheraton San Diego Hotel & Marina in San Diego. Online conference registration will open March 16.

The conference program will focus on the meeting's theme: "EHS&S—Steering a Course for Sustainability", as your association sets a course into the future by discussing the most pressing issues confronting hazardous materials management and EHS&S professionals today.

Hotel reservations are available on a first-come, first-served basis. The hotel will sell out quickly, so book early to secure your room. The negotiated conference rate of $179 is competitive with other hotels during our dates in San Diego. AHMP will monitor the rate situation and work closely with the hotel to ensure that we do everything possible for our attendees in this area.

For additional information visit the 2009 National Conference section at www.ahmpnet.org. AHMP will post frequent Web updates in the coming weeks and months. Or contact Leonore Jordan at (800) 437-0137 or ljordan@ahmpnet.org.

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Register Now for the AHMP Leadership Workshop

Registration is open for the 2009 AHMP Leadership Workshop, which will be held at the Sheraton Westport Chalet Hotel in St. Louis from March 25 to 27. The Leadership Workshop is offered as a FREE benefit of membership to AHMP members, but space is limited (39 registrants thus far). Be sure to register early to secure your place at the event.

The annual AHMP Leadership Workshop is an invaluable continuing-education opportunity, whether you are an established professional or a rising newcomer in the environmental, health, safety and security (EHS&S) field. It is led by three of the country's best leadership-training experts who will help you fine-tune your leadership skills and make you a more effective leader on the job and in your life.

All sessions will be presented by leadership development consultancy firm BRANTA Worldwide co-founders Rodney Grieve and Robert Greenwood and the firm's strategic partner, Sherry Shaver.

This is an outstanding opportunity to not only learn important leadership skills, but to meet and network with colleagues during the two scheduled tours, the welcome reception, the luncheon and the Dine-around.

Visit the Leadership Workshop section on the AHMP Web site for more information about the workshop and optional events, to reserve a room at the Sheraton and to register by clicking here.

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New Brand Implementation Underway

You likely have seen the association's new brand. The name and logo with tagline have been added to a number of collateral and communications materials and will replace the former name and logo on others over the coming months.

The rebranding process kicked off with the New Year and will carry through June. In that time 100 percent of items bearing the association identity will be changed to the Alliance of Hazardous Materials Professionals brand name and logo.

If you haven't yet seen these items check out this newsletter and visit the updated association Web site at www.ahmpnet.org. On the Web site, which is a work in progress, most pages have been updated with the AHMP name and the logo has been added to the layout. The Web site updating soon will be completed.

Areas that have been completed are this e-newsletter, the weekly e-news, the exhibit booths and essential business items such as business cards, letterhead and envelopes.

Also, all communications from the association use the new name but to ensure the audience knows who we are each item includes a notation "formerly the Academy of Certified Hazardous Materials Managers". This reference to the association's former name will continue until our various audiences build awareness of the new name. AHMP leadership in July will assess whether to continue using this notation.

For an electronic copy of AHMP logo with the tagline send an e-mail to info@ahmpnet.org.

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DHS Secretary Issues First in a Series of Action Directives

Secretary of the Department of Homeland Security (DHS) Janet Napolitano issued five Action Directives, all centered on one of the primary missions of DHS: Protection. In the coming days, Secretary Napolitano will issue other action directives focused on other missions critical to the department: Preparedness, Response, Recovery and Immigration.

The action directives Secretary Napolitano issued on protection instruct specific offices and agencies to gather information, review existing strategies and programs, and to provide oral and written reports back to her by a time certain. The areas in which the action directives were issued are: critical infrastructure protection; risk analysis; state and local intelligence sharing; transportation security; and state, local and tribal integration.

"One of my top priorities is to unify this department and to create a common culture. These action directives are designed to begin a review, evaluation and dialogue between the various functions of this department and me," said Secretary Napolitano. "I look forward to receiving the information and to working with the offices and agencies involved to make DHS a more effective and a more efficient department."

The full action directives are below:

• Critical infrastructure protection. This core mission of DHS entails a broad mandate to reduce the vulnerability of key systems and structures to natural and manmade threats. DHS oversees the national critical infrastructure list and manages 18 infrastructure sectors established under Homeland Security Presidential Directive-7, with primary responsibility for information technology, telecommunications, chemical, transportation, emergency services, and postal and shipping. This entails extensive dealings with other federal agencies, states, and the private sector, involving collaboration, data collection, risk analysis, and sharing of best practices. What is the current status of the critical infrastructure list, relations with the 18 sector security councils and the other departments that have critical infrastructure protection roles? What are the plans to enhance protection? How do we enhance private sector participation?
  
  
• Risk analysis. Given the extensive number of vulnerabilities to manmade and natural disasters and the limitations on resources, determining national priorities and the judicious distribution of resources are a major element of the department's mission. What is the status of risk analysis metrics and what is the plan and time frame for setting up a full-blown system to govern the establishment of critical infrastructure programs, the priorities among national planning scenarios, and the distribution of grants to state, local, and tribal entities? More broadly, how can DHS enhance risk management as the basis of decision making?
  
  
• State and local intelligence sharing. Core to the department's ability to successfully carry out its mission is sharing information within the department, and between DHS and other federal, state, local, tribal, and private sector entities. Across the department there are currently multiple operational, technological, programmatic, and policy-related activities underway to focus on improved information sharing.
  • Given the importance of this mission, please provide a complete inventory of all operational, programmatic, technology, and policy related activities currently underway.
  • Provide an evaluation of which activities hold the most promise for achieving the smooth flow of information on a real time basis.
    • The inventory and evaluation should take into account the voices of all stakeholders, especially state, local and tribal entities.
    • The evaluation should also consider the private sector's perspective and its relationship to these stakeholders.
  • The inventory and evaluation should focus on ensuring that the department's information sharing efforts are closely linked to government-wide efforts to establish the Information Sharing Environment as called for the Intelligence Reform and Terrorism Prevention Act of 2004.
  • DHS Intelligence & Analysis should evaluate whether DHS is meeting all of its information sharing missions as described in Section 201(d) of the Homeland Security Act of 2002, P.L. 107-296, especially Section 201(d)(1).
    
    
• Transportation security. TSA is directed to provide a review to the Secretary of the current strategies, plans and programs for security of the air, surface, and maritime transportation sector, to include a side by side comparison of the threat environment, resources and personnel devoted to each transportation sector. TSA shall coordinate, as necessary, with all pertinent components and offices in DHS, as well as with all relevant outside bodies and advisory councils.
  
  
• State, local and tribal integration. To promote policies to more fully integrate American state, local, and tribal governments in the development of policies and programs to protect our nation and help it recover from natural and manmade disasters consistent with the homeland security interests of the United States, the DHS Office of Intergovernmental Affairs shall:
  • Immediately contact every relevant governmental association, e.g. the National Governors Association, National Association of Counties, League of Cities and Towns, U.S. Conference of Mayors, National League of Cities, National Emergency Management Association, and the National Congress of American Indians, announcing that DHS intends to revitalize its relationship with state, local, and tribal governments effective immediately with the intent of creating a working partnership.
  • Immediately plan for an accelerated process of soliciting and collecting input from our state, local and tribal partners on how to improve the programs and processes of DHS.
  • This input should include, but not be limited to, the following topics:
    1. Critical infrastructure
    2. Grant making
    3. Interoperability
    4. Intelligence collection and dissemination
    5. Emergency services

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Group Urges Water Systems to Reduce Risk
U.S. Water News
©2009 Information Inc.

A report from the Center for American Progress has identified hundreds of water and wastewater facilities around the country where the risk to nearby populations could be reduced by switching from gaseous chlorine to safer chemicals for disinfectant purposes.

Among them is a pumping station in San Antonio where the water system is changing the disinfectant at the station downtown because it is near the River Walk attraction and downtown hotels.

Using the chlorine gas, which can quickly be fatal at concentrations of 1,000 parts per million, is a risk that utilities should start trying to avoid, says Paul Orum of the Center for American Progress.

Phil Cook, director of production for the San Antonio Water System, said, "There's thousands of people down on the River Walk, and it just made an awful lot of sense to get away from the chlorine gas."

However, San Antonio water officials say that ratepayers would not be able to afford the conversion of all of its 36 pumping stations and three wastewater plants to gaseous chlorine. "We have a really good history of dealing with gaseous chlorine," says water system spokeswoman Anne Hayden. "We take our training and transportation of the product very seriously."

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DOT Requires Stronger Railroad Hazmat Tank Cars
U.S. Department of Transportation
©2009 Information Inc.

The U.S. Department of Transportation (DOT) has released a final rule intended to improve railroad hazmat tank car crashworthiness.

"Strengthening rail hazmat tank cars will reduce the risk of spills and increase public safety should a train accident occur," said then-Transportation Secretary Mary E. Peters, noting that the final rule focuses on poison inhalation hazard (PIH) materials.

PIH tank cars must have better puncture-resistance from a side impact with a combination of thicker inner shells where the hazmat is held and/or thicker outer jackets depending on the specific hazmat being transported. Loaded PIH tank cars will now have a 50-mile-per-hour speed restriction, while the maximum allowable gross weight of the tank car has been boosted to allow for the safety measures.

Tank cars in PIH service that were built prior to 1989 with non-normalized steel that may not adequately resist the development of fractures will have to be prioritized for replacement or retirement. Last year, another rule went into effect requiring railroads transporting hazmats to choose routes with the smallest overall safety and security risks.

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