ABSTRACT
The Trans Mountain Pipeline Expansion Project is the most largest technically challenging pipeline project ever constructed in Canada and possibly in North America. This project consists of 987 km (613 mi) of NPS 36 and NPS 42 pipeline, 11 pump stations, 3 berths, addition of 19 petroleum storage tanks, and elevation changes not normally designed for in liquid pipelines. The challenges are many and diverse. With similar challenging projects like Keystone XL being cancelled, Trans Mountain stands out in that this challenging project is under construction now with completion planned for late 2023. Challenges include environmental, regulatory, technical, geotechnical, geological, topographical, equipment, manpower, COVID-19, safety, schedule, public perception, design, and recent concerns in BC like fires, extreme temperatures, and overland flooding as well as others. Conceived by Kinder Morgan Corporation (KMC) as an expansion of its existing pipeline to expand offshore markets, ultimately the risk for the pipeline completion was such that KMC sold the pipeline to the Canadian government, essentially the people of Canada. It is very likely that once completed, Trans Mountain Corporation, the owners of the TMC system, will be sold to a major pipeline operator as the Canadian government is not in the pipeline operating business. This paper will outline where the project is now, how it got here, and how it managed all of the challenges faced. © 2022 ASCE.
ABSTRACT
This paper presents the comparative results of surface and satellite measurements made during the Phase 1 (25 March to 14 April), Phase 2 (15 April to 3 May) and Phase 3 (3 May to 17 May) of Covid-19 imposed lockdown periods of 2020 and those of the same locations and periods during 2019 over India. These comparative analyses are performed for Indian states and Tier 1 megacities where economic activities have been severely affected with the nationwide lockdown. The focus is on changes in the surface concentration of sulfur dioxide (SO2), carbon monoxide (CO), PM2.5 and PM10, Ozone (O-3), Nitrogen dioxide (NO2) and retrieved columnar NO2 from TROPOMI and Aerosol Optical Depth (AOD) from MODIS satellite. Surface concentrations of PM2.5 were reduced by 30.59%, 31.64% and 37.06%, PM10 by 40.64%, 44.95% and 46.58%, SO2 by 16.73%, 12.13% and 6.71%, columnar NO2 by 46.34%, 45.82% and 39.58% and CO by 45.08%, 41.51% and 60.45% during lockdown periods of Phase 1, Phase 2 and Phase 3 respectively as compared to those of 2019 periods over India. During 1st phase of lockdown, model simulated PM2.5 shows overestimations to those of observed PM2.5 mass concentrations. The model underestimates the PM2.5 to those of without reduction before lockdown and 1st phase of lockdown periods. The reduction in emissions of PM2.5, PM10, CO and columnar NO2 are discussed with the surface transportation mobility maps during the study periods. Reduction in the emissions based on the observed reduction in the surface mobility data, the model showed excellent skills in capturing the observed PM2.5 concentrations. Nevertheless, during the 1st & 3rd phases of lockdown periods AOD reduced by 5 to 40%. Surface O-3 was increased by 1.52% and 5.91% during 1st and 3rd Phases of lockdown periods respectively, while decreased by-8.29% during 2nd Phase of lockdown period.
ABSTRACT
Background: Comprehensive cancer control (CCC) plans are region-specific blueprints that identify cancer priorities and health equity informed strategies to address cancer burden and are supported by the National Comprehensive Cancer Control Program through the Centers for Disease Control and Prevention (CDC). Although CCC plans are created by stakeholder coalitions, few have focused on community engaged approaches, which may diminish their applicability for community members. Thus, in preparation for its forthcoming 2022-2027 CCC plan, the Illinois Comprehensive Cancer Control Program collaborated with the University of Illinois Cancer Center's Community Engagement and Health Equity office to implement a community engagement strategy to address cancer burden. Objective: To describe the development and implementation of a community engagement strategy for the 2022-2027 Illinois CCC plan. Method: The goal of the community engagement strategy was to identify barriers, facilitating factors and recommendations related to cancer burden and equity in Illinois by engaging diverse community stakeholders. A statewide town hall and focus groups (FGs) were implemented in early 2021. Thedevelopment and analysis of the community engagement strategy were guided by the Model for Analysis of Population Health and Health Disparities, CDC's CHANGE Action Guide, and the Community ToolBox. Semistructured guides included questions about fundamental causes of health, social and physical contexts, individual demographics and risk factors, and biologic responses and pathways. The town hall was open to Illinoisians over 18 years of age. FG participants were selected using purposive sampling to maximize group heterogeneity. Eight FGs were held, one each for: rural residents, survivors, young survivors, caregivers, and Spanish speakers, and three that were a mix of community members. Town hall notes and FGs were analyzed using content analysis. Results were synthesized and a final report was included in the forthcoming plan. Results: Town hall and FG (n=8) participants (n=115) included cancer survivors (36%), caregivers (27%), Latinos (17%), African Americans (23%), and rural residents (14%). Throughout the development of the plan, data were continuously reviewed with the coalition developing the CCC Plan. The final report described multi-level factors that contribute to cancer disparities among Illinoisians, proposed recommendations to improve health across the cancer continuum across multiple levels, funding priorities, and the impact of COVID-19 on cancer care. Participant quotes supported strategies throughout the plan. Conclusion: A robust community engagement strategy for the forthcoming 2022-2027 Illinois CCC Plan was implemented through a successful academic-state public health department partnership. This strategy ensures that the plan reflects the expertise and voices of Illinoisians impacted by cancer. This engagement strategy, framed around health determinants that impact cancer risk and outcomes, may be replicated by other coalitions creating CCC plans.