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5 DISCUSSION ON LESSONS LEARNT
Frequently oil spill response training focuses on the
initial phase of the response operation, such as alert
and notification procedures, oil containment booming
and other straightforward response countermeasures,
whereas maintaining the long-term process of the
operation is paid scant attention to (Gleason 2003;
Leonard et al. 2014; Narin van Court & Robinson
2014). This is mainly driven by economical reasons.
Training is resource-intensive and costly as it need to
be arranged during extra working hours of the
personnel in order to maintain adequate readiness to
actual emergencies. Restricted amount of time forces
setting the goal to the first critical response tasks.
Gleason (2003) suggests that the narrow scope of
training objectives is partly linked to increased
operational demands of authorities as well as the
personnel turnover requiring repetition. Based on the
authors experience, the tabletop exercise format
proved its usefulness in meeting these challenges.
Careful design of the exercise script makes it possible
to study a longer time span in order to gain a holistic
view of the response operation. By manipulating time,
different elements of the response operation - alerting
and notification, resource identification, protection
prioritisation, oil containment booming, oil recovery,
shoreline protection and clean-up, oil waste logistics,
waste disposal, wildlife issues, human resources,
communication, claims management, maintenance,
decontamination etc. can be covered in a relatively
short period of time and thus with minimal
disruption to daily operations. The feedback
confirmed that setting the focus beyond the crisis
phase of the incident to the later phases of the
operation was beneficial, gave wider perspective on
spill response issues and clarified many questions the
participants have had.
It was also noted that, though the systematical
establishment of the objectives would allow all
elements of the contingency plan to be dealt with, it
requires a progressive approach. In addition, the
focus must be limited to the oil spill response
excluding competitive goals. When planning the
exercises, a following guideline was kept in mind:
“two or three primary objectives are better than a long
list of secondary objectives” as defined by both IMO
& IPIECA (2005) and IPIECA & IOGP (2014). Also
Patrick & Barber (2001) underline that a tabletop
exercise should focus on one key objective and one or
two sub-objectives at a time. However, distraction
due to “competitive” objectives was detectable during
the Northern Savonia tabletop exercise, where the
salvage of the vessel itself rose to a central role and
controlling the oil spillage would have been
overlooked without the facilitators’ intervention. The
authors assume that this was contributed by the fact
that the participants were more acquainted with
salvage routines than spill response operation. Thus,
the attention tended to focus on more familiar tasks.
Distraction was even more evident in the South
Karelia Full-scale Exercise, during which the
management of SAR operations ran over other tasks
while the spill response countermeasures were almost
neglected by the IC. This proved that, since saving
human lives is the first priority, it is advisable not to
incorporate rescue tasks to exercises with
environmental protection goals if the time allocated
does not allow staggering of the objectives. With
several simultaneous objectives, the common
operating picture seemed to be lacking and, as far the
authors observed, it managed to not form within the
given exercise time.
One of the greatest advantages of the tabletop
exercises, which was also confirmed by participant
feedback, was the opportunity to strengthen
collaboration. Tabletops provided non-stressful
situations to clarify inter-agency roles and
responsibilities in contingency planning and in joint
operations. The participants stated that especially the
involvement of the maritime authorities, pilots, safety
inspectors and VTS operators, alongside the
environmental specialists of ELY Centres, contributed
to a better understanding of the incident management
as the authorities have usually had separate exercises
of their own. Discussions helped to share experiences
and to gain regional agreements on i.e. response
priorities.
On the other hand, the discussions-based nature of
the tabletops is also recognised to be its potential
weakness. Failures in setting appropriate objectives
can easily lead to ineffective exercise facilitation i.e.
too broad nature of the tabletop discussions (Leonard
& Roberson 1999; IPIECA & IOGP 2014). Vague
discussions do not provide tangible results or
measurable improvements, nor provide any learning
value (Leonard & Roberson 1999). Unlimited
possibilities in conducting tabletop exercises can
therefore be two-faced; the scenario-building needs
balancing between pre-planning and improvisation.
Exercise manuscripts should include a master list of
events or injects and their expected timeline, but leave
room for the chain of events the participants
themselves will set off. Pre-scripted injects help to
ensure that the exercise advances but remains within
the designed parameters. The main task of the
facilitators is to ensure that the discussions are
focused and the objectives of the exercise will be
fulfilled. Autonomous-driven scenarios will lead to
dead-end or on the sidelines from the exercise goals.
It was recognised that the effortlessness of the
response actions within tabletop exercise may create
assumptions that may not be grounded on reality. For
example, the true deployment times of the equipment
are easily obscured as the exercise format allows vast
resources to be deployed in seconds. Therefore
realistic delay and response times based on field
exercise results, should always be brought out. It is
also essential to not just base the estimates on
resource availability on written lists in contingency
plans, but to verify them by actually contacting the
resource providers. In three tabletop exercises out of
four, the participants found outdated information in
their contingency plans and they were mostly related
to the available resources and contact lists. Updated
information saves time in actual emergencies and
contributes also to other activities, not just oil spill
response issues.
Arrangements for tabletops and simulating the
exercise scenario can be carried out with a few
facilitators. The actual exercise can be executed with a
relatively small group of key personnel, however the
number of the participants can be easily increased in
order to achieve the benefits of a mutual planning