THE ALASKA SHORELINE CLEANUP GUIDANCE AND STANDARDS MANUAL

2008 ◽  
Vol 2008 (1) ◽  
pp. 1209-1213 ◽  
Author(s):  
Clara Crosby ◽  
John Bauer ◽  
Dale Gardner

ABSTRACT The Alaska Department of Environmental Conservation (ADEC) Spill Prevention and Response Division is compiling a Shoreline Cleanup Guidance and Standards Manual that captures statewide standards for oil-impacted shoreline cleanup and the lessons learned from previous spill response efforts, including the MIV Selendang AYU (2004), the M/V Kuroshima (1997), and the T/V Exxon Valdez (1989) oil spills. Important elements of the manual include the capture of cleanup endpoint criteria and prescribed controls required for specific techniques. The criteria and controls have been developed as a result of experience from previous oil spill cleanups. The criteria, reviewed and approved by State resources agency representatives from the Alaska Departments of Environmental Conservation, Fish and Game, and Natural Resources, now sets the statewide standard for shoreline cleanup of persistent oiling. The manual presents not only the State of Alaska'S shoreline endpoint standards but also the State'S requirements, policies, and expectations for cleanup of oil-impacted shorelines, including: the cleanup approval process; prescribed controls required for specific techniques; and the identification of current, ‘alternative’, or chemical shoreline treatment techniques that may be considered during shoreline cleanup operations. The manual describes many common shoreline cleanup techniques and outlines “best-use” practices, but does not identify new techniques or technologies. Conditions specific to Alaska are summarized, including primary shoreline types and primary oil types that are transported in bulk or most likely to be of concern. In most instances, the primary users will be incident management teams facilitating development of incident-specific shoreline cleanup plans. The manual will also serve ADEC staff, Responsible Parties, State and federal trustee agencies, and land managers.

2017 ◽  
Vol 2017 (1) ◽  
pp. 2017040
Author(s):  
Jonas Pålsson ◽  
Lawrence Hildebrand ◽  
Olof Lindén

The inadequacy of the Swedish national emergency management system has been highlighted during several large-scale national emergencies, including forest fires (Västmanland 2014) and storms (Gudrun 2005, Dagmar 2011, and Ivar 2013). The Swedish oil spill preparedness is part of the national emergency response system and was tested under real conditions during the 2003 Fu Shan Hai and 2011 Golden Trader oil spills. Fu Shan Hai spilled 1,200 tonnes of oil on the shorelines of southern Sweden and Golden Trader spilled 500 tonnes on the island of Tjörn. Lessons learned from these incidents and national exercises highlight problems with understanding and cooperation between the organisations responsible during the emergency phase. Complications in the decision-making process lead to confusing, conflicting, or delayed orders, impeding the effectiveness of the response. These difficulties were evident at local, regional, and national levels during the oil spill response. The Swedish oil spill preparedness system does not have a hierarchical structure. Network analysis and surveys of all coastal municipalities, County Administrative Boards and interviews with national oil spill experts were used to examine the characteristics of the oil spill network. This study shows that 80% of the involved organisations have explicit mandates for oil spill preparedness. An established management network exists, covering 83% of the maximum theoretical connections for contingency planning and 88% for response. The Swedish Coast Guard, Swedish Agency for Marine and Water Management, Swedish Civil Contingencies Agency, and Oil Spill Advisory Service are central organisations. The roles of the Swedish Coast Guard are clear to the respondents, but the roles of the Swedish Transport Agency, Environmental Protection Agency, and Swedish Agency for Marine and Water Management are less clear. For planning, the municipalities, County Administrative Boards, Swedish Coast Guard, Swedish Civil Contingencies Agency, and Oil Spill Equipment Depots are considered the most valuable. For response, the municipalities, Swedish Coast Guard, Oil Spill Equipment Depots, County Administrative Boards, Oil Spill Advisory Service, and Swedish Civil Contingencies Agency are considered the most valuable. The few connections between the counties and sometimes between neighbouring municipalities in the network, suggests a need to establish an Incident Management System for national cross-organisational emergencies, such as large oil spills. Most importantly, more cross-organisational exercises are needed to build capacity and the necessary inter-organisational relationships. The authors recommend the formation of an Incident Management System in Sweden in order to improve the management of large oil spills.


2017 ◽  
Vol 2017 (1) ◽  
pp. 1650-1668
Author(s):  
Clément Chazot ◽  
Anton Rhodes

IOSC 2017 Abstract: 2017-269 Abstract The picture today is one of intense oil and gas activity across West, Central and Southern Africa. This is illustrated by the significant increases in crude oil exports over the past fifteen years. This high level of activity has also coincided with, and contributed to, a large increase in the level of shipping in the region. Such level of oil exploration, production, and transportation, means that there exists a threat of oil spills occurring. In response to this risk, the Global Initiative for West, Central, and Southern Africa (GI WACAF) was launched in 2006, with the objective of raising standards of oil spill preparedness and response capability across the region. This paper will describe how the GI WACAF Project cooperates with local stakeholders in order to develop trans-boundary cooperation, and will detail what are the challenges lying ahead in order to make cross-border cooperation fully operational. The analysis of the trans-boundary exercises organised under the umbrella of the GI WACAF Project between Cameroon and Nigeria (2015) on the one hand, and between Gabon and Congo (2015) on the other hand, emphasises the needs in terms of international cooperation, improved communications, integration of response capabilities at the national and regional levels, and the development of effective incident management structures. This paper will show that significant steps have been taken to develop National Oil Spill Contingency Plans across the GI WACAF region and that advances in this area have meant countries are now looking beyond their borders and seeking to integrate national contingency plans with their closest neighbours. Information will be presented concerning the 2015 exercises, the key lessons learned and potential developments of trans-boundary cooperation in the future.


2014 ◽  
Vol 2014 (1) ◽  
pp. 300126
Author(s):  
Mike Popovich ◽  
Tim L. Robertson ◽  
Gary Folley

Conducting oil spill recovery operations in remote regions/environments is a daunting challenge. Increased shipping and oil exploration in the Arctic drives the need for developing innovative ways to mitigate oil spills in remote regions. This includes bolstering near-shore spill response to protect coastal resources. The Alaska Department of Environmental Conservation, in conjunction with the United States Coast Guard, and Alaska oil spill response organizations, has developed a Nearshore Operations Response Strategy (NORS) that provides planners and responders with a framework to plan for and carry out long-term oil removal and shoreline protection strategies in the Alaskan near-shore environment. NORS addresses the logistical challenges that exist when considering sustained operations in remote areas without shore-based support facilities. This strategy begins with tactics developed using best available technology to recover oil and protect resources in the near-shore environment. The components of a Nearshore Response Group designed to implement these tactics over a ten mile radius are described. Finally, the elements of a marine logistical base to support the Group for up to 21 days in remote regions are developed.


2011 ◽  
Vol 26 (S1) ◽  
pp. s141-s141
Author(s):  
E.L. Dhondt ◽  
T. Peeters ◽  
L. Orlans

BackgroundAccording to the Belgian Hospital Disaster Planning Act, all hospitals are required to have written disaster plans and to routinely conduct annual disaster drills. In 2010, the management of the Military Hospital decided to organize an evacuation exercise of the newly built 24-bed BU.AimTo evaluate this new BU's evacuation plan and drills and the overall hospital emergency incident response and command system.Methods and ResultsIt was decided to conduct a simulated evacuation exercise following an internal fire, before the BU effectively was put into use, thereby deploying fashioned simulated patients and visitors but bringing into action the regular attending medical, nursing and logistic staff. A multidisciplinary design and organizing team was launched, consisting of the hospitals disaster preparedness coordinator, the EMS-staff, external burn care, emergency incident management and operational engineering experts. The appointed objectives for evaluation were the knowledge of the regular evacuation drills, especially the clearance of an intensive care room; access to evacuation routes; visibility of safety guidelines; mission and tasks of the hospital's first response team and the medical incident manager; communication and information flow and the establishment of the hospital's coordination committee. In the mean time and following lessons learned, a number of mitigation measures have been instituted: adequate identification of evacuated rooms, new configuration of the fire detection alarm, optimized access to stairwells and elevators, adjustment of action cards and specific fire fighting training for hospital staff. Finally the decision was made not to purchase specific evacuation equipment for the movement of patients.ConclusionTaking advantage of the BU's provisional vacancy, a simulated hospital evacuation exercise increased the hospital emergency preparedness, awareness and response to disasters within the hospital, in particular in a critical care department, otherwise difficult to assess.


2018 ◽  
Vol 27 (5) ◽  
pp. 523-533
Author(s):  
Adrienne Lefevre ◽  
Madison Walter-Garcia ◽  
Kimberly Hanson ◽  
Julia Smith-Easley

Purpose In the incident command system (ICS) structure, response documentation is formally found within the planning section. However, longer term emergency responses have demonstrated the need for a flexible and innovative role that encompasses a variety of activities, including response documentation, communications science, real-time evaluation of major themes, and information management. The paper aims to discuss this issue. Design/methodology/approach This need can be universally met through the functional role of “Historian,” a term specific to ICS, or in the case of public health response, incident management system (IMS). It should be noted that the Historian role discussed is not related to the academic study of history, but to archiving key successes and challenges during a response. Ideally the Historian should be activated at the start of an emergency response and remain active to capture the overall picture of the response, including internal information, such as lessons learned, response activities, and decision-making processes. Findings The Historian compiles details of response activities that inform leadership, donors and external communications products while alleviating pressures on the planning section. The primary, minimum output of an IMS Historian is a response timeline, which notes major internal and external events during a response with emphasis on major themes, lessons learned, and creating a user-friendly interface to display this information (see the list “Abbreviated Example of Hurricane Matthew Response Timeline” in the text). Originality/value In a world with competing priorities and ongoing emergencies, the Historian’s role of archiving details of response efforts can help the international public health community to share lessons learned and contribute to lower morbidity and mortality among those affected by emergencies.


2021 ◽  
pp. 1942602X2110587
Author(s):  
Gina K. Alexander ◽  
Donald R. Grannum

Garden-based learning promotes environmental awareness, health, and wellness across the school community and beyond. In this article, we review the literature on the benefits of school gardening and describe firsthand experiences for garden success. By sharing lessons learned, our aim is to inspire school nurses to join forces with like-minded teachers and staff or take the lead to build capacity in their school for gardening and a green culture dedicated to the conservation of natural resources.


Water ◽  
2020 ◽  
Vol 12 (11) ◽  
pp. 3018 ◽  
Author(s):  
Knut Oberhagemann ◽  
A. M. Aminul Haque ◽  
Angela Thompson

Protecting against riverbank erosion along the world’s largest rivers is challenging. The Bangladesh Delta, bisected by the Brahmaputra River (also called the Jamuna River), is rife with complexity. Here, an emerging middle-income country with the world’s highest population density coexists with the world’s most unpredictable and largest braided, sand-bed river. Bangladesh has struggled over decades to protect against the onslaught of a continuously widening river corridor. Many of the principles implemented successfully in other parts of the world failed in Bangladesh. To this end, Bangladesh embarked on intensive knowledge-based developments and piloted new technologies. After two decades, successful, sustainable, low-cost riverbank protection technology was developed, suitable for the challenging river conditions. It was necessary to accept that no construction is permanent in this morphologically dynamic environment. What was initially born out of fund shortages became a cost-effective, systematic and adaptive approach to riverbank protection using improved knowledge, new materials, and new techniques, in the form of geobag revetments. This article provides an overview of the challenges faced when attempting to stabilize the riverbanks of the mighty rivers of Bangladesh. An overview of the construction of the major bridge crossings as well as riverbank protection schemes is detailed. Finally, a summary of lessons learned concludes the impressive progress made.


Author(s):  
Yong Ro Lee

The targeted 24.5 months of commissioning time for the ongoing SKN unit #1 project in Korea is a tough challenge in view of saving at least 7 months from the previous 32 months for UCN unit #3 project that has been a prior version of OPR1000 and also the reference plant of this unit. Such commissioning time-saving has been made possible by introducing renovated technology, optimization of commissioning technique, and adoption of lessons-learned from the previous projects. Our experiences are discussed herein with respect to the scheduling of commissioning operation of previous NPP projects on a milestone basis, including trouble areas that could cause schedule delay and our approaches adopted for solving the key issues. In addition, this paper will introduce a summarized 24 month commissioning schedule which has been optimized to the most efficient level by reflecting the prior project experience, and applying the new techniques and methods.


2019 ◽  
Vol 13 (5-6) ◽  
pp. 995-1010
Author(s):  
C. Norman Coleman ◽  
Judith L. Bader ◽  
John F. Koerner ◽  
Chad Hrdina ◽  
Kenneth D. Cliffer ◽  
...  

ABSTRACTA national need is to prepare for and respond to accidental or intentional disasters categorized as chemical, biological, radiological, nuclear, or explosive (CBRNE). These incidents require specific subject-matter expertise, yet have commonalities. We identify 7 core elements comprising CBRNE science that require integration for effective preparedness planning and public health and medical response and recovery. These core elements are (1) basic and clinical sciences, (2) modeling and systems management, (3) planning, (4) response and incident management, (5) recovery and resilience, (6) lessons learned, and (7) continuous improvement. A key feature is the ability of relevant subject matter experts to integrate information into response operations. We propose the CBRNE medical operations science support expert as a professional who (1) understands that CBRNE incidents require an integrated systems approach, (2) understands the key functions and contributions of CBRNE science practitioners, (3) helps direct strategic and tactical CBRNE planning and responses through first-hand experience, and (4) provides advice to senior decision-makers managing response activities. Recognition of both CBRNE science as a distinct competency and the establishment of the CBRNE medical operations science support expert informs the public of the enormous progress made, broadcasts opportunities for new talent, and enhances the sophistication and analytic expertise of senior managers planning for and responding to CBRNE incidents.


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