CHAPTER 3:OIL SPILLS RISK MANAGEMENT SYSTEM: CHALLENGES AND PROSPECTS IN SOUTH ................... AFRICA
3.4 FINDINGS
3.4.2 Future Prospects in managing marine oil spills
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“The effect of sound waves on large mammals like whales, and the constant uncertainty of built- up pressures on the decommissioned wells bothers me, and I don’t think we have enough knowledge on these” (WC XV)
On the other hand, respondents acknowledged that economic vulnerability is also a significant concern for subsistence fishing communities. Moreover, the results further indicate that without active awareness campaigns and training programmes, even those within coastal environmental programmes tend to underestimate the risk of oil spills within the South African waters. This misinterpretation may be related to limited generic knowledge of the frequency and associated technical characteristics influencing the behaviour of oil in the marine environment.
3.4.1.3 Lack of Experience and specialised training
In both KZN and WC, respondents articulated that the marine oil spill’s broad scope and specialised technicality complicate the actual capacity requirement for efficient risk management. To this end, specialised training is equally essential to work experience. Training and experience are critical in strengthening and capacitating personnel within the marine oil pollution management field. In addition to attaining the technical skills required to respond to a marine incident, respondents accumulated knowledge in contingency planning, designing and carrying out exercises and knowledge transfer.
Respondents acknowledge the importance of adhering to a high level of specialisation, such as the IMO, accredited Oil Pollution Preparedness, Response and Co-operation (OPRC Model Training Course). Nevertheless, the findings of this study reveal that there are challenges in accessing such courses in South Africa. Limitation of resources, the exorbitant cost of training courses, and the bureaucracy in sourcing international accredited trainers are the typical barriers in attending and completing these courses. These challenges are more prominent for government personnel than employees of private companies and non-government organisations (NGOs). Thus, deployment of outdated oil spill response mechanisms, implementation of uninformed contingency plans, and limited technical specialities are potential unwelcome outcomes.
3.4.2.1 Closer interagency collaboration and a uniform IMS
Qualitative data indicate that considerable strides in the formation of partnerships, particularly joint government-industry, is made. The Presidential initiative, Operation Phakisa, has outlined the blue economic future of South Africa and has set decisive prospects for proficiently managing the risk of the marine oil spill. The value of partnership brought about by Operation Phakisa is captured from one respondent as follows:
“Working relations have improved now during peacetime, and I hope during the heat of an incident good relations amongst leaders with competing personalities will be a reality” (WC X).
Moreover, respondents re-iterated that although there is a limitation to the number of external participants, organisations invite one another to train, workshop and policy development caucus meetings. Furthermore, a limited number of such events are made to introduce interagency strategic planning sessions for improved organisational collaboration.
The findings further revealed that the most efficient approach to achieving coordination and communication amongst different organisations is institutionalising an Incident Management System (IMS). The newly adopted Incident Management System (IMS) for an oil spill in South Africa is rooted in consistency development, identifying individuals to undertake particular roles within the management system during response, training, and directing specific exercise activities Respondents further believed that such a system would allow government administration to undertake an oversight role while streamlining responders’ communication and decision-making.
Respondents further highlighted that one of the key achievements of this uniform IMS initiative is the establishment of the Decision Support System (DSS). Although at developmental stages, the system is crucial for managing disasters, ensuring the protection of environmentally sensitive areas (Pourvakhshouri and Mansor, 2003). Policy guiding information and communication systems such as the DSS requires that all stages of disaster risk management be encompassed while ensuring the integration of resources within all spheres of government as per the National Disaster Management Framework (SA, 2005). Contrary to this framework, research findings demonstrate considerable coastal data housed in different government and private agencies in South Africa. A multi-sectoral approach in information access will streamline oil spill preparedness and response activities. This coordination will influence how oil spill risk is perceived while collectively enhancing benefits from the existing technical capacity amongst different agencies.
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3.4.2.2 Existing technical capacity in oil spills risk management
Findings on technical capacity highlight three major elements currently enhancing personnel’s ability to manage oil spill risk: level of education, job experience, and maturity status of oil spill management projects implemented.
All the participants interviewed indicated that they have at least a higher education degree in either oceanography, zoology, maritime, disaster management, and the environment and water sciences. Considering the miscellaneous expertise required for managing marine oil spills, combining this variety of highly educated individuals is crucial. It is an indicator of high skilled labour with the ability to effortlessly learn and implement various technics and new concepts.
In addition to formal education and training, job experience is essential for knowledge accumulation and competence (Manuti et al., 2016). The findings of this study indicate that all respondents have at least two years of working experience in their current role. The years of experience ranged from two to thirty years, with more than half of the respondents having more than five years’ experience. This level of expertise is a crucial contributor to implementing oil spill risk management projects because experienced personnel can transfer skills, such as drafting of oil spill contingency plans, conducting risk assessments and environmental protection to the younger generations.
The level of maturity of projects indicates various degrees of competence in an organisation (Andersen and Jessen, 2003). Ultimately, project maturity is an indicator of the technical capacity level. This paper assumes that technical capacity is attributed to knowledge and willingness to implement progressive projects.
Perspectives emerging from a broad spectrum of respondents demonstrate various reasons for different maturity levels. Multinational companies operating in the country indicated that the maturity of oil spill management projects are dependent on the stage of exploration and exploitation schemes that the company is undertaking. One NGO articulated that other marine protection projects are already in the implementation stage, with an enhanced outlook for medium to long-term application. Thus better organisational relations and consolidated technical capacity can be shared for future implementation of projects.
3.4.2.3 Financial arrangements for oil spill management
Access to funds for preparedness, response and recovery influence the overall capacity and capability to manage the risk of marine oil spills. Respondents indicated that international support, including the IMO and the Global Initiative for West Central and Southern Africa (GIWACAF), contribute substantially to implementing preparedness initiatives in the form of policy reviews, training and exercises. These contributions bridge government gaps associated
with budget constraints resulting from competing priorities that places the need for environmental protection insignificant.
Findings further demonstrated that a reasonable number of institutions interviewed had an emergency fund suitable for efficient response. Two sources of emergency funds were highlighted: insurance; and a pre-determined operational budget. All the private companies interviewed indicated having some form of insurance and the operating fund, which will enable post-disaster normalisation. Fewer government agencies, however, preferred to have the pre- determined operating budget as their response contingency. The DoT, however, indicated the importance of the International Oil Pollution Compensation (IOPC) Fund. The IOPC provides compensation for oil pollution damage resulting from spills of persistent oil from tankers. A respondent highlighted that it should be seen as a “risk transfer strategy that increases the country’s capacity to pollution management” (GPI). This form of funding provides an immediate disbursement and procurement process ideal for both response and long-term monitoring and rehabilitation projects.