Category Archives: Service
By Mollie Hemingway October 14, 2014
As the Ebola situation in West Africa continues to deteriorate, some U.S. officials are claiming that they would have been able to better deal with the public health threat if only they had more money.
Dr. Francis Collins, who heads the National Institutes of Health (NIH), told The Huffington Post, “Frankly, if we had not gone through our 10-year slide in research support, we probably would have had a vaccine in time for this that would’ve gone through clinical trials and would have been ready.” Hillary Clinton also claimed that funding restrictions were to blame for inability to combat Ebola.
Conservative critics have pointed out that the federal government has spent billions upon billions of dollars on unnecessary programs promoting a political agenda rather than targeting those funds to the fight against health threats.
Other limited government types point to the Progressive utopian foolishness seen in opposing political factions, both sides of which seem to agree humanity could somehow escape calamity if only we had a properly functioning government. People who don’t want an all-powerful government shouldn’t blame it for not having competence when crisis strikes.
What’s particularly interesting about this discussion, then, is that nobody has even discussed the fact that the federal government not ten years ago created and funded a brand new office in the Health and Human Services Department specifically to coordinate preparation for and response to public health threats like Ebola. The woman who heads that office, and reports directly to the HHS secretary, has been mysteriously invisible from the public handling of this threat. And she’s still on the job even though three years ago she was embroiled in a huge scandal of funneling a major stream of funding to a company with ties to a Democratic donor—and away from a company that was developing a treatment now being used on Ebola patients.
Before the media swallow implausible claims of funding problems, perhaps they could be more skeptical of the idea that government is responsible for solving all of humanity’s problems. Barring that, perhaps the media could at least look at the roles that waste, fraud, mismanagement, and general incompetence play in the repeated failures to solve the problems the feds unrealistically claim they will address. In a world where a $12.5 billion slush fund at the Centers for Disease Control and Prevention is used to fight the privatization of liquor stores, perhaps we should complain more about mission creep and Progressive faith in the habitually unrealized magic of increased government funding.
Lay of the Land
Collins’ NIH is part of the Health and Human Services Department. Real spending at that agency has increased nine-fold since 1970 and now tops $900 billion. Oh, if we could all endure such “funding slides,” eh?
Whether or not Dr. Collins’ effort to get more funding for NIH will be successful—if the past is prologue, we’ll throw more money at him—the fact is that Congress passed legislation with billions of dollars in funding specifically to coordinate preparation for public health threats like Ebola not 10 years ago. And yet the results of such funding have been hard to evaluate.
See, in 2004, Congress passed The Project Bioshield Act. The text of that legislation authorized up to $5,593,000,000 in new spending by NIH for the purpose of purchasing vaccines that would be used in the event of a bioterrorist attack. A major part of the plan was to allow stockpiling and distribution of vaccines.
Just two years later, Congress passed the Pandemic and All-Hazards Preparedness Act, which created a new assistant secretary for preparedness and response to oversee medical efforts and called for a National Health Security Strategy. The Act established Biomedical Advanced Research and Development Authority as the focal point within HHS for medical efforts to protect the American civilian population against naturally occurring threats to public health. It specifically says this authority was established to give “an integrated, systematic approach to the development and purchase of the necessary vaccines, drugs, therapies, and diagnostic tools for public health medical emergencies.”
Last year, Congress passed the Pandemic and All-Hazards Preparedness Reauthorization Act of 2013 which keep the programs in effect for another five years.
If you look at any of the information about these pieces of legislation or the office and authorities that were created, this brand new expansion of the federal government was sold to us specifically as a means to fight public health threats like Ebola. That was the entire point of why the office and authorities were created.
In fact, when Sen. Bob Casey was asked if he agreed the U.S. needed an Ebola czar, which some legislators are demanding, he responded: “I don’t, because under the bill we have such a person in HHS already.”
The Invisible Dr. Lurie
So, we have an office for public health threat preparedness and response. And one of HHS’ eight assistant secretaries is the assistant secretary for preparedness and response, whose job it is to “lead the nation in preventing, responding to and recovering from the adverse health effects of public health emergencies and disasters, ranging from hurricanes to bioterrorism.”
In the video below, the woman who heads that office, Dr. Nicole Lurie, explains that the responsibilities of her office are “to help our country prepare for, respond to and recover from public health threats.” She says her major priority is to help the country prepare for emergencies and to “have the countermeasures—the medicines or vaccines that people might need to use in a public health emergency. So a large part of my office also is responsible for developing those countermeasures.”
Or, as National Journal rather glowingly puts it, “Lurie’s job is to plan for the unthinkable. A global flu pandemic? She has a plan. A bioterror attack? She’s on it. Massive earthquake? Yep. Her responsibilities as assistant secretary span public health, global health, and homeland security.” A profile of Lurie quoted her as saying, “I have responsibility for getting the nation prepared for public health emergencies—whether naturally occurring disasters or man-made, as well as for helping it respond and recover. It’s a pretty significant undertaking.” Still another refers to her as “the highest-ranking federal official in charge of preparing the nation to face such health crises as earthquakes, hurricanes, terrorist attacks, and pandemic influenza.”
Now, you might be wondering why the person in charge of all this is a name you’re not familiar with. Apart from a discussion of Casey’s comments on how we don’t need an Ebola czar because we already have one, a Google News search for Lurie’s name at the time of writing brings up nothing in the last hour, the last 24 hours, not even the last week! You have to get back to mid-September for a few brief mentions of her name in minor publications. Not a single one of those links is confidence building.
So why has the top official for public health threats been sidelined in the midst of the Ebola crisis? Only the not-known-for-transparency Obama administration knows for sure. But maybe taxpayers and voters should force Congress to do a better job with its oversight rather than get away with the far easier passing of legislation that grants additional funds before finding out what we got for all that money we allocated to this task over the last decade. And then maybe taxpayers should begin to puzzle out whether their really bad return on tax investment dollars is related to some sort of inherent problem with the administrative state.
The Ron Perelman Scandal
There are a few interesting things about the scandal Lurie was embroiled in years ago. You can—and should—read all about it in the Los Angeles Times‘ excellent front-page expose from November 2011, headlined: “Cost, need questioned in $433-million smallpox drug deal: A company controlled by a longtime political donor gets a no-bid contract to supply an experimental remedy for a threat that may not exist.” This Forbes piece is also interesting.
The donor is billionaire Ron Perelman, who was controlling shareholder of Siga. He’s a huge Democratic donor but he also gets Republicans to play for his team, of course. Siga was under scrutiny even back in October 2010 when The Huffington Post reported that it had named labor leader Andy Stern to its board and “compensated him with stock options that would become dramatically more valuable if the company managed to win the contract it sought with HHS—an agency where Stern has deep connections, having helped lead the year-plus fight for health care reform as then head of the Service Employees International Union.”
The award was controversial from almost every angle—including disputes about need, efficacy, and extremely high costs. There were also complaints about awarding a company of its size and structure a small business award as well as the negotiations involved in granting the award. It was so controversial that even Democrats in tight election races were calling for investigations.
Last month, Siga filed for bankruptcy after it was found liable for breaching a licensing contract. The drug it’s been trying to develop, which was projected to have limited utility, has not really panned out—yet the feds have continued to give valuable funds to the company even though the law would permit them to recoup some of their costs or to simply stop any further funding.
The Los Angeles Times revealed that, during the fight over the grant, Lurie wrote to Siga’s chief executive, Dr. Eric A. Rose, to tell him that someone new would be taking over the negotiations with the company. She wrote, “I trust this will be satisfactory to you.” Later she denied that she’d had any contact with Rose regarding the contract, saying such contact would have been inappropriate.
The company that most fought the peculiar sole-source contract award to Siga was Chimerix, which argued that its drug had far more promise than Siga’s. And, in fact, Chimerix’s Brincidofovir is an antiviral medication being developed for treatment of smallpox but also Ebola and adenovirus. In animal trials, it’s shown some success against adenoviruses, smallpox, and herpes—and preliminary tests show some promise against Ebola. On Oct. 6, the FDA authorized its use for some Ebola patients.
It was given to Ebola patient Thomas Eric Duncan, who died, and Ashoka Mukpo, who doctors said had improved. Mukpo even tweeted that he was on the road to recovery.
Back to that Budget
Consider again how The Huffington Post parroted Collins’ claims:
Money, or rather the lack of it, is a big part of the problem. NIH’s purchasing power is down 23 percent from what it was a decade ago, and its budget has remained almost static. In fiscal year 2004, the agency’s budget was $28.03 billion. In FY 2013, it was $29.31 billion—barely a change, even before adjusting for inflation.
Of course, between the fiscal years 2000 and 2004, NIH’s budget jumped a whopping 58 percent. HHS’s 70,000 workers will spend a total of $958 billion this year, or about $7,789 for every U.S. household. A 2012 report on federal spending including the following nuggets about how NIH spends its supposedly tight funds:
- a $702,558 grant for the study of the impact of televisions and gas generators on villages in Vietnam.
- $175,587 to the University of Kentucky to study the impact of cocaine on the sex drive of Japanese quail.
- $55,382 to study hookah smoking in Jordan.
- $592,527 to study why chimpanzees throw objects.
Last year there were news reports about a $509,840 grant from NIH to pay for a study that will send text messages in “gay lingo” to meth-heads. There are many other shake-your-head examples of misguided spending that are easy to find.
Indeed. The Progressive belief that a powerful government can stop all calamity is misguided. In the last 10 years we passed multiple pieces of legislation to create funding streams, offices, and management authorities precisely for this moment. That we have nothing to show for it is not good reason to put even more faith in government without learning anything from our repeated mistakes. Responding to the missing Ebola Czar and her office’s corruption by throwing still more money, more management changes, and more bureaucratic complexity in her general direction is madness.
This $57.5 million acquisition includes 29 actively marketed liftboats ranging from class 105 to class 229, 10 inactive liftboats and additional related assets.
All Coast is a limited liability company, newly formed for this transaction, with John Powers and John Nesser III leading as Managers and Co-CEOs.
Powers and Nesser, All Coast managers and co-chief executive officers, each have more than 40 years of experience in the oil and gas, engineering and maritime industries.
Throughout his career, Powers has owned and operated numerous energy and marine services companies including Power Offshore Services, LLC; Reeled Tubing, LLC; Seatrax, LLC; and Coastal Drilling Co.
Previously, Nesser served as the executive vice president and chief operating officer for McDermott International, where he held executive positions for more than 10 years.
All Coast domestic operations will be led by Byron Allemand, vice president and chief operating officer, and the operations center will remain in Lafayette, La.
Nesser commented that “John and I have been looking for the opportunity to re-enter the liftboat industry as owners and operators for several years.
“We look forward to the challenge of serving the offshore market with the highest standards of service and safety,” Nesser further noted. “We expect to grow All Coast and expand our fleet with new acquisitions and new builds.”
Joining Powers and Nesser is The Fleming Corporation, a private equity investment firm that will provide capital and a long-term perspective on value creation. The new owners are committed to growing the fleet’s market-leading position. Financing for the acquisition and working capital has been provided by Whitney Bank.
Advancement in technology is permitting the offshore oil and gas industry to move into progressively deeper and colder waters in remote locations. ULSTEIN supports this development by providing products and solutions that contribute to safer, smarter and greener operations.
A case in point is the versatile and flexible OCV/subsea vessel design SX121, which ULSTEIN is currently building customized versions of for GC Rieber Shipping and Island Offshore. The design can be tailored for a multitude of offshore construction and subsea operations in deep and ultra-deep waters both below and above the Arctic Circle.
Deepwater and ultra-deepwater projects occur outside of the continental shelf at water depths between 400 and 1,500 metres and depths greater than 1,500 metres respectively. Deep waters mean remote locations, harsh weather conditions and sensitive ecosystems. This type of environment requires vessels that are reliable and safe, cost-efficient and environmentally sound.
“We aim to develop ships that can operate reliably, safely and efficiently in harsh conditions with as small an environmental footprint as possible. The robust configuration, system integration and X-BOW® hull line of the SX121 ensure safety and comfort for the crew, an increased operational window and significantly reduced environmental impact,” says sales manager in Ulstein Design & Solutions, Lars Ståle Skoge.
Currently, there are four sailing SX121 vessels designed and built by ULSTEIN. The vessels, which operate in different segments such as offshore construction, riserless well intervention and inspection/maintenance/repair, have received very good feedback.
Gordon L. Wilkinson in Veolia ES said the following about ‘Viking Poseidon’’s work in the Gulf of Mexico: “She is the Queen of the Gulf.”
At the end of 2012 shipowner Island Offshore, together with their American partner Edison Chouest Offshore, ordered another SX121 vessel from ULSTEIN currently under construction at Ulstein Verft. “We’ve received very good feedback on our two operating vessels of this design, ‘Island Constructor’ and ‘Island Intervention’,” says Technical Manager in Island Offshore, Trond Hauge. “I’m confident that this type of vessel is a safe and comfortable platform for the performance of advanced work in the years to come.”
Optimized for heavier installations
“The SX121 is a compact vessel that can perform deepwater and ultra-deepwater operations for which currently larger vessels are frequently used, thus providing the customer with a more cost-efficient solution,” says Håvard Stave, Sales Manager in Ulstein Verft.
“The typical SX121 vessel operates at depths down to 3,000 metres, which comprises most current oil & gas activities. The need to deploy heavier equipment in deep waters such as offshore Brazil and Africa and in the Gulf of Mexico, has spurred market interest in OCV vessels with a 400-tonne crane, which we’ve now incorporated in the SX121 design.”
ULSTEIN has drawn on experiences from its latest SX121 projects, and optimized the utilization of the hull with regards to work from deck as well as crane construction work, resulting in an even more versatile OCV/subsea vessel.
The robust platform is optimized for efficient operations in deep waters with a crane capacity of up to 400 tonnes and a substantial remaining deck loading capacity, and it can be configured for a variety of mission equipment. There is a large deck area of 1,750 m2, and the area around the main moon pool is reinforced in order to sustain a VLS or module handling system. The ROV installation is designed and chosen for operations in significant wave heights of 4.5 metres or more. Two heavy-duty work ROVs are situated in the enclosed hangar, one to be deployed from the starboard side, the other through a dedicated moon pool.
A reliable vessel is key for cost-efficiency, as down-time and aborting on-going operations are costly affairs, particularly when operating far from shore.
The SX121 vessel meets the highest standard for position keeping, DYNPOS-AUTRO, with redundancy on all major components. Featuring the ‘Operation+’ concept, an increase in redundancy in AUTR operations if a single major failure occurs, the vessel will still maintain system redundancy throughout the most critical areas. The typical configuration is diesel electric propulsion powered by six identical medium speed main generator sets. The switchboard system, propellers and diesel motors can be configured in groups of two, three or four. If a major failure occurs, the vessel will only lose one third of its power and propulsion. The combination of system architecture and power stations, three side thrusters and three main thrusters, ensures that the operation can be safely completed using two thirds of its capacity.
Smart and safe
In order to optimize capacities and performance of the vessel, the freeboard has been increased by one metre compared with the previously built vessels of this design. This increase also improves safety and ensures a dry work deck. In addition, the helideck has been moved further back in order to increase the weather window for helicopter landings.
The vessel’s X-BOW provides good motion characteristics for safe operations. It also reduces the vessel’s environmental footprint through lower fuel consumption and reduced emissions. With optimized resolution of the power generation plant, the vessel will have high fuel efficiency in all operational modes.
The vessel accommodates a crew of 130 and complies with all international requirements for comfort and safety.
Cal Dive International, Inc. has been awarded two additional contracts from Pemex Exploración y Producción that are expected to generate combined total revenues of approximately $188 million.
The first contract is for the procurement, installation and commissioning of 47 kilometers of 20 inch subsea pipeline and associated tie-ins to an existing platform. This contract is expected to generate revenues of approximately $129 million and will utilize two of the Company’s vessels as well as a third party vessel. The offshore construction is expected to commence in the third quarter 2013 with a portion of the work expected to be performed during the first quarter 2014.
The second contract is for the procurement, installation and commissioning of nine kilometers of two medium diameter subsea pipelines and associated tie-ins to existing platforms. This contract is expected to generate revenues of approximately $59 million and will utilize a third party vessel and a Company dive support vessel. The offshore construction for this contract is expected to commence in the fourth quarter 2013 and is expected to be completed by the end of the second quarter 2014. On a combined basis, approximately 50% – 60% of the contracts are expected to be performed during 2013.
Quinn Hébert, Chairman, President and Chief Executive Officer of Cal Dive, stated, “With the $63 million Pemex contract we announced in March, total contract awards with Pemex this year currently stand at $250 million. These awards increase our total Company backlog to over $400 million, our highest level in five years. We believe these awards demonstrate Pemex’s confidence in Cal Dive as a reliable contractor. These recent contract awards not only secure work for the second half of 2013, but also provide significant visibility for the first half of 2014 when our domestic business is historically slow due to the winter work season. Also, we continue to bid for additional work in Mexico that would mostly benefit our 2014 results.”
Cal Dive International, Inc., headquartered in Houston, Texas, is a marine contractor that provides an integrated offshore construction solution to its customers, including manned diving, pipelay and pipe burial, platform installation and salvage, and light well intervention services to the offshore oil and natural gas industry on the Gulf of Mexico OCS, Northeastern U.S., Latin America, Southeast Asia, China, Australia, West Africa, the Middle East and Europe, with a diversified fleet of surface and saturation dive support vessels and construction barges.
The U.S. Department of the Interior’s Bureau of Safety and Environmental Enforcement (BSEE), Noble Energy, Inc. and the Helix Well Containment Group (HWCG) announced Tuesday the successful completion of a full-scale deployment of critical well control equipment to assess Noble Energy’s ability to respond to a potential subsea blowout in the deepwater Gulf of Mexico.
BSEE Director James Watson confirmed that the HWCG capping stack deployed for the exercise met the pressurization requirements of the drill scenario, marking successful completion of the exercise.
The unannounced deployment drill, undertaken at the direction of BSEE, began April 30 to test the HWCG capping stack system – a 20-feet tall, 146,000-pound piece of equipment similar to the one that stopped the flow of oil from the Macondo well following the Deepwater Horizon explosion and oil spill in 2010. During this exercise, the capping stack was deployed in more than 5,000 feet of water in the Gulf of Mexico. Once on site, the system was lowered to a simulated well head (a pre-set parking pile) on the ocean floor, connected to the well head, and pressurized to 8,400 pounds per square inch.
“Deployment drill exercises like this one are essential to supporting President Obama’s commitment to the safe and responsible development of offshore resources,” said Director Watson. “BSEE continually works to ensure that the oil and natural gas industry is prepared and ready to respond with the most effective equipment and response systems.”
BSEE engineers, inspectors and oil spill response specialists are evaluating the deployment operations and identifying lessons learned as the bureau continues efforts to improve safety and environmental protection across the offshore oil and natural gas industry.
“The quick and effective response to a deepwater well containment incident, demonstrated during the drill, was enabled by collaborative communication and planning between the industry and regulatory agencies with a focus on solutions-based outcomes,” said John Lewis, senior vice president of Noble Energy. “BSEE, the U.S. Coast Guard, Louisiana Offshore Coordinator’s Office and Noble Energy brought unique perspectives together in a Unified Command structure to achieve a shared goal. Through excellent coordination within the Incident Command System structure that included elevating the Source Control Chief to report directly to Unified Command, the dedication of hundreds of people and activation of the HWCG rapid response system, all objectives were met.”
“HWCG’s ability to quickly and effectively respond to a call from Noble Energy and every operator in our consortium is made possible by a combination of the mutual aid agreement committed to by each consortium member and the contracts we have in place for equipment that is staffed and working in the Gulf each day,” said Roger Scheuermann, HWCG Commercial Director. “Mutual aid enables members to draw upon the collective technical expertise, assets and resources of the group in the event of an incident. Utilizing staffed and working vessels, drilling and production equipment helps ensure there is no down time for staffing or testing equipment readiness in a crisis situation.”
In accordance with the plan, all 15 member companies were activated for this incident through the HWCG notification system.
For the safety of personnel and equipment, a Unified Command comprised of BSEE, the US Coast Guard, Louisiana Oil Spill Coordinators Office and Noble Energy decided to temporarily hold operations May 2 and 3 due to rough weather over the Gulf of Mexico. The safety of personnel remained a top priority throughout the exercise.
Since the Deepwater Horizon tragedy in 2010, BSEE has worked to implement the most aggressive and comprehensive offshore oil and gas regulatory reforms in the nation’s history. This deepwater containment drill tested one critical component of enhanced drilling safety requirements.
Press Release, May 8, 2013: Source
InterMoor, an Acteon company, has successfully completed a contract with Cross Group, Inc. that included the provision of heave-compensation services for the installation of a Cross 7.0 workover riser package (WRP).
An InterMoor compensated anchor-handler subsea installation method (CASIM) unit played a key role in deploying and recovering the WRP.
“The CASIM system enabled us to provide effective heave compensation and to recover the delicate WRP on a vessel without an active heave-compensated crane or stern roller,” said InterMoor vice president of business development David Cobb. “That was the only way to achieve the WRP installation from this vessel. The success of this project underlines the value of the CASIM system as a cost- and time-effective solution, and explains why more and more subsea contractors and operators are choosing it to facilitate the installation of workover packages.”
Each standard CASIM unit has a maximum stroke of 3 meters and can accommodate loads up to 50 tons.
The heave compensation operation was in water depths of about 140 meters and used Cal Dive’s Uncle John DP saturation diving vessel to install the 29-ton WRP. The project took place at East Cameron well 378#3, offshore Louisiana, USA. The Cross Group is conducting a plugging and abandonment (P&A) program in the field for EPL Oil & Gas, Inc.
This project demonstrates how InterMoor can provide cost-effective solutions for the installation of subsea workover equipment using vessels of opportunity. Operators trust InterMoor to be part of their P&A campaigns and to help them meet BOEMRE NTL No. 2010-G05 requirements for timely decommissioning of idle infrastructure on active leases.
Halliburton announced today the successful completion of three wells in the Deep Water Gulf of Mexico utilizing Halliburton’s Enhanced Single-Trip Multizone (ESTMZ™) FracPac™ System.
ESTMZ™ downhole tool system enables the operator to stimulate and gravel pack multiple production zones in a single trip. Designed for use in Dee Water and Ultra-Deep Water offshore completions, the ESTMZ™ system allows the highest treating rate with the greatest volume of proppant in the industry.
Halliburton developed the multi-zone completion technology in collaboration with Chevron U.S.A. Inc. The two companies conducted numerous system integration tests and two field trials to prove the technology.
The time savings realized for each of the three Chevron-operated wells completed with the ESTMZ™ system averaged 18 days, equating to approximately $22 million.
“ESTMZ™ system allows more reservoir to be stimulated in a shorter amount of time, thus increasing efficiency, reliability and production, which is key to the success of the Lower Tertiary,” said Ron Shuman, Senior Vice President of Halliburton’s Southern and Gulf of Mexico regions.
“In addition, this system allows us to deliver a very aggressive stimulation with rates up to 45 barrels per minute and volumes greater than 400,000 pounds of 16/30 high strength proppant. We deliver this with weighted frac fluid and 10,000 horsepower per interval for up to five intervals, providing a total cumulative proppant volume of greater than two million pounds per well with one service tool. Having to make multiple runs in and out of the wellbore equates to a large expense for operators. The ‘single trip’ element of this system provides significant time savings with improved reliability and better asset optimization,” Shuman concluded.
Providing wellbore assurance through various critical operations such as wellbore cleanout, completion services, pumping and fluids also contributed to the success of these three wells. This integrated approach in planning and execution mitigated risks while promoting efficiency and providing an optimal conduit for the reservoir to flow.
The proven reliability of Halliburton’s ESTMZ™ tool system and the continual evolution of these smart technologies are critical to the changing landscape in the Gulf of Mexico. To date, Halliburton has successfully deployed nearly 20 ESTMZ™ systems around the globe including the Asia Pacific region.