Pipeline Monitoring and Real Time Accident Management

Author(s):  
Hamid Assilzadeh ◽  
Yang Gao

Pipeline accidents are usually caused through failures, vandalizations, or other environmental accidents like hurricanes, earthquakes and floods. This paper describes the design of an integrated system for real time monitoring and management of pipeline accidents in land and sea environment. This study focuses on oil, gas and other hazardous spill accidents caused by the pipeline transportation system. Multisensor applications for pipeline failures detection and hazard monitoring can be conducted with appropriate models in GIS and internet based communication infrastructure to provide a solution for real time pipeline accidents contingency planning and emergency response. The system architecture includes several models in GIS environment which support disaster management and decision making through provision of various thematic maps, and a module called command and control which is designed for managing and coordinating pipeline accidents response. Command and control system coordinates all tasks related to the accident emergency response through management and administration office. The structure also includes web based accident data dissemination scheme through internet portal which act as a communication system to connect accident managers in administration office with accident relief and operators on the ground. These new approaches in geomatics applications for pipeline accident emergency response can be implemented in other accidental hazards monitoring and management in the environment.

2017 ◽  
Vol 372 (1721) ◽  
pp. 20160306 ◽  
Author(s):  
Emma Ross

Management, coordination and logistics were critical for responding effectively to the Ebola outbreak in Sierra Leone, and the duration of the epidemic provided a rare opportunity to study the management of an outbreak that endured long enough for the response to mature. This qualitative study examines the structures and systems used to manage the response, and how and why they changed and evolved. It also discusses the quality of relationships between key responders and their impact. Early coordination mechanisms failed and the President took operational control away from the Ministry of Health and Sanitation and established a National Ebola Response Centre, headed by the Minister of Defence, and District Ebola Response Centres. British civilian and military personnel were deeply embedded in this command and control architecture and, together with the United Nations Mission for Ebola Emergency Response lead, were the dominant coordination partners at the national level. Coordination, politics and tensions in relationships hampered the response, but as the response mechanisms matured, coordination improved and rifts healed. Simultaneously setting up new organizations, processes and plans as well as attempting to reconcile different cultures, working practices and personalities in such an emergency was bound to be challenging. This article is part of the themed issue ‘The 2013–2016 West African Ebola epidemic: data, decision-making and disease control’.


Author(s):  
David W. Jones ◽  
Robert J. Carr ◽  
Benji Schwartz-Gilbert

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