THE PLANNING PROCESS OF THE PANAMA CANAL AUTHORITY AND ITS RESULTS FOR OIL SPILL PREPAREDNESS

Abstract

ABSTRACT Ships from all parts of the world transit daily through the Panama Canal. Some 13,000 to 14,000 vessels with all types of cargo use it every year. In fact, commercial transportation activities through the Canal represent approximately 5% of the world trade. This waterway is managed by the Panama Canal Authority (ACP) and, consistent with sound emergency preparedness actions, the ACP has developed a comprehensive contingency plan to provide the organization with a response system to minimize the consequences of adverse scenarios. The plan includes operational, strategic, and information toolbox components. It also uses the Incident Command System (ICS) and the Planning “P” model as a methodology to conduct a proactive response. The ICS allows responders to be organized with a common terminology, with clear hierarchy and functions, and with a modular and flexible structure. In this way, it adjusts to the needs of an incident, instead of trying to adjust the incident or responders to the normal structures of their agencies. The Planning “P” aids the process for the ICS to manage the incident by objectives and to elaborate concrete actions to mitigate all aspects of an incident, not just tactical matters. During the planning process, the need to increase oil spill response capabilities was recognized. Consequently, the ACP presented to its customers a program known as the Panama Canal Shipboard Oil Pollution Emergency Plan (PCSOPEP) that went into effect on January 1, 2005, after ample consultation and modifications with the international maritime community. The successful implementation of the PCSOPEP involved several stages. The Regulation on Navigation in Panama Canal Waters was updated, establishing the responsibility of vessels during spills, the presentation of an oil spill plan specific for the Canal as a transit requirement, the application of tariffs to cover the costs of maintaining equipment and training, and the designation of the ACP as the sole oil spill removal organization in Canal waters. The implementation of these policies also involved the development of strategies, outlining investment projects, and increasing the baseline number of employees with training in oil spill response. Initially, response strategies focused on mechanical recovery, but the program considered the evaluation and incorporation of alternative countermeasures as response protocols at the level of a national contingency plan.