U.S. Navy Ship Salvage Manual Volume 6 - Oil Spill Response

S0300-A6-MAN-060the ESSM system. As a result, they are intimately familiar with equipment and material in theESSM inventory.Figure 3-8 illustrates a typical deployed SUPSALV organization.The functional positions for SUPSALV involvement in an oil spill response include assistantproject managers for operations, documentation (administration) and personnel:• Operations Managers are responsible for the resources on-scene, usually includingskimmer operations, maintenance and the day-to-day activities of recovering oil andoily debris. The operations manager initiates daily reports.• Documentation (Administration) Managers are responsible for accounting and reportpreparation. They also act as the office managers and the logistics coordinator, responsiblefor getting equipment to and from scene and expediting supplies. Typically, theyspend much of their time with communications and handling the myriad of telephonecalls that accompany any response operation.• Personnel Managers are responsible for getting the proper number and mix of people tothe right places. A major spill can require hundreds of personnel on-scene, some ofwhom must travel long distances or work at sites remote from the command center.Transportation, berthing and messing and compensation all require attention to detail toget people assembled and working quickly.Very high, near frantic activity levels surround oil spill response operations, particularly duringthe first two or three days. Logistics requirements, people needs, media involvement and technicalmatters compete for supervisors’ time and attention. During this period, people must focus theirefforts on the principal objective—to recover oil and minimize damage to the environment. Theymust be certain their activities contribute to that objective. Without a clear understanding of priorities,inordinate time may be spent on less important matters, slowing the response.The oil spill response organization can be thought of as an outdoor group (operations) and anindoor group (documentation and personnel). The primary function of the organization is to keepthe outdoor group working nonstop. The indoor group furnishes the outdoor group with enoughpeople, equipment and supplies for this to happen. Both groups are necessary for a successfuloperation. The concept of such an ideal and symbiotic organization helps managers assign priorities,particularly during the initial stages of a response.3-7.3 Command Center Locations. The command center should be near the principal activity soday-to-day business does not require excessive travel time. Communications, transportation,topography and proximity to the water help determine command centers siting. Communicationshave the greatest influence. VHF (line of sight) communications work well close to shore and inflat country. In these conditions, support facilities can be spread out. High terrain and islands canblock VHF, requiring operating units to remain close together or be supported by a more complexcommunications system.3-28