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Riordan and Riggs helped Owens in the operation and maintenance of the plant, doing cleanup, servicing, and other chores. Goessling directed Riordan and Timothy Riggs, cleanup and maintenance man, to go to the plant to help plant operator, David Owens. they recommended that persons be removed from the dredge until the problem could be resolved. Utility company personnel concluded that a phase had gone to ground. He called the electric company that supplied power to the mine. Goessling came to the dredge and found low voltage problems. Riordan was having difficulty using the winches and called Goessling.

Riordan attempted to reposition the dredge using electric winches to pull in and play out wire ropes attached to anchor points, away from the dredge. A weekend storm pushed the dredge about 200 feet from its mining location. After meeting with Richard Goessling, supervisor, Riordan traveled to the dredge where he performed his normal maintenance and pre-startup duties. Riordan (victim) reported for work at 7:00 a.m., his normal starting time. Another inspection was conducted following this investigation. The last regular inspection at this operation was completed August 14, 2003. When the dredge was not running, a front-end loader would feed the plant using this stockpiled material. This material was hauled to the plant by articulating haul trucks and stored at a stockpile located near the plant feed hopper. A dragline was also used to mine sand and gravel. The system was designed to dump material directly into the plant feed hopper for further screening and sizing.

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The material was conveyed to the plant using a series of floating and overland conveyors. Sand and gravel was mined from the pit with a clam shell dredge. The mine was normally operated one, 10-hour shift per day, five and one-half days per week. The principal operating officials were Charles Welch, president and James Welch, vice-president. Topics include: congressional legislation and regulatory programs impacts and costs of dredging policies and regulations innovative management and techniques environmental dredging project plans DMMP (dredged material management plan) and pilot studies modeling and simulation of dredging operations specialty dredging equipment trends in dredging equipment and instrumentation prediction of dredging equipment behavior alternative dredging methods sediment characterization monitoring for dredging projects treatment of contaminated sediments contaminated material in Europe DMS (diagnostic modeling system) material disposal testing confined aquatic disposal CDF (confined disposal facilities) water quality impacts geotechnical aspects beneficial uses of dredged material impacts from dispersion of disposed material effectiveness of dredging as a remediation tool economic aspects of dredging and capping remediation sites dredging for navigation dredged material disposal dredging as a tool for port expansion and case studies for special dredging projects.East Miami Pit, a sand and gravel operation, owned and operated by Welch Sand & Gravel, Inc., was located in Cincinnati, Hamilton County, Ohio. The papers emphasize the economic impacts of dredging and offer economic viewpoints on the increasing costs of dredged material disposal the necessity for deepening projects to maintain port viability and the benefit and cost considerations of dredging as a large-scale environmental remediation tool. This collection contains 145 papers sharing new ideas and real-world experiences in dredging and the dredged material process. Sponsored by the Coasts, Oceans, Ports, and Rivers Institute of ASCE. Proceedings of the Third Specialty Conference on Dredging and Dredged Material Disposal, held in Orlando, Florida, May 5-8, 2002.

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