Tank Barge ARGO: A Case Study on the Employment of NCP Special Teams

2017 ◽  
Vol 2017 (1) ◽  
pp. 498-514
Author(s):  
CDR Tedd Hutley ◽  
T.J. Mangoni ◽  
LCDR Greg Schweitzer

Abstract On October 20, 1937 the Tank Barge ARGO sank during a fall storm on western Lake Erie. The barge was reported to be carrying 100,000 gallons of crude oil and 100,000 gallons of benzol and was thought to have sunk in Canadian waters. The ARGO was identified as a potential polluting wreck in NOAA’s Remediation of Underwater Legacy Environmental Threat (RULET) project and ranked as the greatest legacy underwater environmental threat on the Great Lakes. However, the exact location, condition, and disposition of the sunken barge and its cargo were a mystery for over 78 years. On August 28, 2015 the Tank Barge ARGO was discovered by the Cleveland Underwater Explorers in U.S. waters, beginning a three month response by the U.S. Coast Guard Federal On-Scene Coordinator to mitigate the substantial threat to the environment and public health posed by the ARGO’s cargo. Rife with challenges, the response included complex dive operations, hot tapping, chemical lightering and storage, environmental protection and monitoring and severe logistical constraints, all of which required an extensive incident management organization and utilized almost every “special team” under the National Contingency Plan. This case study summarizes the response to the Tank Barge ARGO and details how “special teams” were utilized by the Federal On-Scene Coordinator to safely and effectively respond to the environmental threat. Specifically, the capabilities of the National Strike Force, District Response Group and District Response Advisory Team, and Scientific Support Coordinator during this response are highlighted and offered as a best practice for other oil and hazardous substance responses.

1999 ◽  
Vol 1999 (1) ◽  
pp. 967-969
Author(s):  
David Westerholm ◽  
David Anderson ◽  
James Augustyn ◽  
Thomas Rayburn

ABSTRACT The U.S. Coast Guard (USCG) and U.S. Environmental Protection Agency (EPA) have developed a pilot project to address federal Oil Pollution Act of 1990 (OPA) requirements for Area Contingency planning in the Captain of the Port (COTP) Zone and the corresponding U.S. EPA inland area in a portion of the Western Lake Erie Basin. The project, known as the “One County In” approach, encompasses contingency planning for the entire county, not just the COTP Zone. Local and state planners and responders as well as industry representatives fully support the effort. The one plan eliminates the multi-plan issues associated with divided federal response jurisdictions. While the geographic scope of the Plan expanded, the physical size of the document decreased significantly due to a detailed review by the Area Committee. Initiated in fall 1997, the combined Plan was completed in September 1998.


2018 ◽  
Vol 5 (1) ◽  
pp. 24-34 ◽  
Author(s):  
Hesam Zamankhan Malayeri ◽  
◽  
Mike Twardowski ◽  
James Sullivan ◽  
Timothy Moore ◽  
...  

Author(s):  
Tom Burns ◽  
Mike Firn

Dual diagnosis is used to refer to people with a psychotic illness plus harmful or hazardous substance misuse, which includes alcohol and any legal or illegal drugs. These coexisting morbidities present challenges for the delivery of services which have traditionally specialized in one or the other in the form of different approaches in addictions and community outreach services. The chapter provides data on the high incidence, poorer outcomes, associated risks, and high service use of these dual diagnosis patients. Best practice in service responses and clinical assessment and interventions are presented alongside a case study and care planning documentation.


2015 ◽  
Vol 120 (8) ◽  
pp. 1587-1604 ◽  
Author(s):  
Changliang Shao ◽  
Jiquan Chen ◽  
Carol A. Stepien ◽  
Housen Chu ◽  
Zutao Ouyang ◽  
...  

Author(s):  
Babedi Kufigwa ◽  
Norman Gwangwava ◽  
Richard Addo-Tenkorang

In recent time workplace organization and easy information retrieval help in achieving optimum productivity through maximum utilization of the resources available, significantly reducing industrial lead-time and waste thus resulting in low production cost and increase return-on-investment (ROI). This paper is a study of the effective and efficient implementation of 5S processes in a beef abattoir. Thus, the paper employs both qualitative (case study) and quantitative (statistical analysis like 5S scorecard and 5S audit performance) methods. This research identifies and outlines 5S “best practice” issues overlooked such as unneeded items lying around, torn sign displays, labels and shelves not partitioned, bins not clearly stored in demarcated areas and storage tools not clearly shown with sign panels and labels. Furthermore, budget constraints and the abattoir unreadiness to adopt the 5S system inhibits the smooth implementation of the 5S phases required. Therefore, this research managed to map out a 5S lean-system implementation framework for the case company X beef abattoirs. Finally, the research recommended effective process on how 5S can efficiently save the industry on planning to reduce waste in processes such as lead-time in effective information retrieval system, safety issues to mitigate non-value adding activities and space utilization, for improved productivity.


2003 ◽  
Vol 2003 (1) ◽  
pp. 603-606
Author(s):  
Jerry A. Hubbard ◽  
William W. Whitson

ABSTRACT A review of the law and responsibilities for oil spill response reveals a need for taking oil spill response incident management planning beyond just describing what will be done, to a new level that describes specifically who will do it. Facilitating the development of an effective management team in the first 24–48 hours of a spill is critical to setting the response operations in a positive motion, and ultimate success. The development of a draft Incident Command System (ICS) structure to meet the expectations of a Type II incident and pre-identification of personnel for specific assignments will enable a more cohesive personnel qualification process, training and exercises focused on general incident management, and ultimately a better prepared cadre of response personnel. The vision for Coast Guard District Thirteen is a District Response Group that is organized into a defined and pre-approved ICS structure, with these expectations set. The National Oil and Hazardous Substances Pollution Contingency Plan requires the Coast Guard to form District Response Groups. By definition, this is all personnel and every asset the Coast Guard has within each District. However, this does not speak to the qualifications of these personnel, or address the tasking some units may receive, both of which are known. In the early hours of a major spill, confusion reigns and calls for help are made. This can be a call for help that is specific, such as the number of beach monitors, OPS Section Chiefs, or Check-in Recorders that are needed, or the more likely request is to send whoever is available. The latter is not likely to enable success if well intentioned but inexperienced management personnel show up. If we know who is available within the Coast Guard district, then we know our strengths. Therefore, we also know our weaknesses, and can identify gaps. By identifying our ICS structure, we can examine our resources, needs, and expectations; and have a plan that works while remaining flexible. There is no need to assemble a management team on the fly in the first 24 hours of a spill.


2019 ◽  
Author(s):  
Michael Petronis ◽  
◽  
Vincent Twomey ◽  
William McCarthy ◽  
Craig MaGee
Keyword(s):  

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