Security Levels
![National Threat Level: Elevated](https://webarchive.library.unt.edu/eot2008/20081006133435im_/http://www.dhs.gov/threat_level/current_new.gif)
National Maritime Center (NMC)
Mariner Licensing and Documentation (MLD)
CHAPTER II
GUIDANCE REGARDING THE MASTER AND THE DECK DEPARTMENT
Section B-II/1 (back to top)
Guidance regarding the certification of officers in charge of a navigational
watch on ships of 500 gross tonnage or more
Training
- 1 Every candidate for certification as officer in charge of a navigational
watch should have completed a planned and structured program of training
designed to assist a prospective officer to achieve the standard of
competence in accordance with table A-II/1.
- 2 The structure of the program of training should be set out in
a training plan which clearly expresses for all parties involved the
objectives of each stage of training on board and ashore. It is important
that the prospective officer, tutors, ships' staff and company personnel
are clear about the competences which are to be achieved at the end
of the program and how they are to be achieved through a combination
of education, training and practical experience on board and ashore.
- 3 The mandatory periods of seagoing service are of prime importance
in learning the job of being a ship's officer and in achieving the overall
standard of competence required. Properly planned and structured, the
periods of seagoing service will enable prospective officers to acquire
and practice skills and will offer opportunities for competences achieved
to be demonstrated and assessed.
- 4 Where the seagoing service forms part of an approved training
program, the following principles should be observed:
- .1 The program of on-board training should be an integral part
of the overall training plan
- .2 The program of on-board training should be managed and coordinated
by the company which manages the ship on which the seagoing service
is to be performed.
- .3 The prospective officer should be provided with a training
record book* to enable a comprehensive record of practical training
and experience at sea to be maintained. The training record book
should be laid out in such a way that it can provide detailed information
about the tasks and duties which should be undertaken and the progress
towards their completion. Duly completed, the record book will provide
unique evidence that a structured program of on-board training has
been completed which can be taken into account in the process of
evaluating competence for the issue of a certificate.
- .4 At all times, the prospective officer should be aware of
two identifiable individuals who are immediately responsible for
the management of the program of on-board training. The first of
these is a qualified seagoing officer, referred to as the shipboard
training officer who, under the authority of the master, should
organize and supervise the program of training for the duration
of each voyage. The second should be a person nominated by the company,
referred to as the company training officer, who should have an
overall responsibility for the training program and for co-ordination
with colleges and training institutions.
- .5 The company should ensure that appropriate periods are set
aside for completion of the program of on-board training within
the normal operational requirements of the ship.
ROLES AND RESPONSIBILITIES
- 5 The following section summarizes the roles and responsibilities
of those individuals involved in organizing and conducting on-board
training:
- .1 The company training officer should be responsible for:
- .1.1 overall administration of the program of training,
- .1.2 monitoring the progress of the prospective officer
throughout, and
- .1.3 issuing guidance as required and ensuring that all
concerned with the training program play their parts.
- .2 The shipboard training officer should be responsible for:
- .2.1 organizing the program of practical training at sea,
- .2.2 ensuring in a supervisory capacity that the training
record book is properly maintained and that all other requirements
are fulfilled, and
- .2.3 making sure, so far as is practicable, that the time
the prospective officer spends on board is as useful as possible
in terms of training and experience, and is consistent with
the objectives of the training program, the progress of training
and the operational constraints of the ship.
- .3 The master's responsibilities should be to:
- .3.1 provide the link between the shipboard training officer
and the company training officer ashore,
- .3.2 fulfill the role of continuity if the shipboard training
officer is relieved during the voyage, and
- .3.3 ensure that all concerned are effectively carrying
out the on-board training program.
- .4 The prospective officer's responsibilities should be to:
- .4.1 follow diligently the program of training as laid down,
- .4.2 make the most of the opportunities presented, be they
in or outside working hours, and
- .4.3 keep the training record book up to date and ensure
that it is available at all times for scrutiny.
INDUCTION
- 6 At the beginning of the program and at the start of each voyage
on a different ship, prospective officers should be given full information
and guidance as to what is expected of them and how the training program
is to be organized. Induction presents the opportunity to brief prospective
officers about important aspects of the tasks they will be undertaking,
with particular regard to safe working practices and protection of the
marine environment.
SHIPBOARD PROGRAM OF TRAINING
- 7 The training record book should contain, amongst other things,
a number of training tasks or duties which should be undertaken as part
of the approved program of on-board training. Such tasks and duties
should relate to at least the following areas:
- .1 steering systems;
- .2 general seamanship;
- .3 mooring, anchoring and port operations;
- .4 life-saving and fire-fighting appliances;
- .5 systems and equipment;
- .6 cargo work;
- .7 bridge work and watchkeeping; and
- .8 engine-room familiarization.
- 8 It is extremely important that the prospective officer is given
adequate opportunity for supervised bridge watchkeeping experience,
particularly in the later stages of the on-board training program.
- 9 The performance of the prospective officers in each of the tasks
and duties itemized in the training record book should be initialed
by a qualified officer when, in the opinion of the officer concerned,
a prospective officer has achieved a satisfactory standard of proficiency.
It is important to appreciate that a prospective officer may need to
demonstrate ability on several occasions before a qualified officer
is confident that a satisfactory standard has been achieved.
MONITORING AND REVIEWING
- 10 Guidance and reviewing are essential to ensure that prospective
officers are fully aware of the progress they are making and to enable
them to join in decisions about their future program. To be effective,
reviews should be linked to information gained through the training
record book and other sources as appropriate. The training record book
should be scrutinized and endorsed formally by the master and the shipboard
training officer at the beginning, during and at the end of each voyage.
The training record book should also be examined and endorsed by the
company training officer between voyages.
ASSESSMENT OF ABILITIES AND SKILLS IN NAVIGATIONAL WATCHKEEPING
- 11 A candidate for certification who is required to have received
special training and assessment of abilities and skills in navigational
watchkeeping duties should be required to provide evidence, through
demonstration either on a simulator or on board ship as part of an approved
program of shipboard training, that the skills and ability to perform
as officer in charge of a navigational watch in at least the following
areas have been acquired, namely to:
- .1 prepare for and conduct a passage, including:
- .1.1 interpreting and applying information obtained from
charts,
- .1.2 fixing position in coastal waters,
- .1.3 applying basic information obtained from tide tables
and other navigational publications,
- .1.4 checking and operating bridge equipment,
- .1.5 checking magnetic and gyro-compasses,
- .1.6 assessing available meteorological information,
- .1.7 using celestial bodies to fix position,
- .1.8 determining the compass error by celestial and terrestrial
means, and
- .1.9 performing calculations for sailings of up to 24 hours;
- .2 operate and apply information obtained from electronic navigation
systems;
- .3 operate radar and ARPA and apply radar information for navigation
and collision avoidance;
- .4 operate propulsion and steering systems to control heading
and speed;
- .5 implement navigational watch routines and procedures;
- .6 implement the maneuvers required for rescue of persons overboard;
- .7 initiate action to be taken in the event of an imminent emergency
situation (e.g. fire, collision, stranding) and action in the immediate
aftermath of an emergency;
- .8 initiate action to be taken in event of malfunction or failure
of major items of equipment or plant (e.g. steering gear, power,
navigation systems);
- .9 conduct radiocommunications and visual and sound signaling
in normal and emergency situations; and
- .10 monitor and operate safety and alarm systems including internal
communications.
- 12 Assessment of abilities and skills in navigational watchkeeping
should:
- .1 be made against the criteria for evaluation competence for
the function of navigation set out in table A-II/1;
- .2 ensure that the candidate performs navigational watchkeeping
duties in accordance with the principles to be observed in keeping
a safe navigational watch (section A-VIII/2, part 3-1) and the Guidance
on keeping a navigational watch (section B-VIII/2, part 3-1).
EVALUATION OF COMPETENCE
- 13 The standard of competence to be achieved for certification as
officer in charge of a navigational watch is set out in table A-II/1.
The standard specifies the knowledge and skill required and the application
of that knowledge and skill to the standard of performance required
on board ship.
- 14 Scope of knowledge is implicit in the concept of competence.
Assessment of competence should, therefore, encompass more than the
immediate technical requirements of the job, the skills and tasks to
be performed, and should reflect the broader aspects needed to meet
the full expectations of competent performance as a ships' officer.
This includes relevant knowledge, theory, principles and cognitive skills
which, to varying degrees, underpin all levels of competence. It also
encompasses proficiency in what to do, how and when to do it, and why
it should be done. Properly applied, this will help to ensure that a
candidate can:
- .1 work competently in different ships and across a range of
circumstances;
- .2 anticipate, prepare for and deal with contingencies; and
- .3 adapt to new and changing requirements.
- 15 The criteria for evaluating competence (column 4 of table A-II/1)
identify, primarily in outcome terms, the essential aspects of competent
performance. They are expressed so that assessment of a candidate's
performance can be made against them and should be adequately documented
in the training record book.
- 16 Evaluation of competence is the process of:
- .1 collecting sufficient valid and reliable evidence about the
candidate's knowledge, understanding and proficiency to accomplish
the tasks, duties and responsibilities listed in column 1 of table
A-II/1; and
- 17 The arrangements for evaluating competence should be designed
to take account of different methods of assessment which can provide
different types of evidence about candidates' competence, e.g.:
- .1 direct observation of work activities (including seagoing
service);
- .2 skills/proficiency/competency tests;
- .3 projects and assignments;
- .4 evidence from previous experience; and
- .5 written, oral and computer-based questioning techniques.*
- 18 One or more of the first four methods listed should almost invariably
be used to provide evidence of ability, in addition to appropriate questioning
techniques to provide evidence of supporting knowledge and understanding.
Section B-II/2 (back to top)
Guidance regarding the certification of masters and chief officers on
ships of 500 gross tonnage or more
(See section B-II/1 for guidance.)
Section B-II/3 (back to top)
Guidance regarding the certification of officers in charge of a navigational
watch and of masters on ships of less than 500 gross tonnage
(See section B-II/1 for guidance.)
Section B-II/4 (back to top)
Guidance regarding ratings forming part of a navigational watch
In addition to the requirements stated in table A-II/4 of this Code,
Parties are encouraged for safety reasons to include the following subjects
in the training of ratings forming part of a navigational watch:
-
- .1 a basic knowledge of the International Regulations for Preventing
Collisions at Sea;
- .2 rigging a pilot ladder;
- .3 an understanding of wheel orders given by pilots in English;
- .4 training for proficiency in survival craft and rescue boats;
- .5 support duties when berthing and unberthing and during towing
operations;
- .6 a basic knowledge of anchoring;
- .7 a basic knowledge of dangerous cargoes;
- .8 a basic knowledge of stowage procedures and arrangements
for bringing stores on board; and
- .9 a basic knowledge of deck maintenance and tools used on deck.
(back to top)
Licensing Questions and Concerns, Contact:
IASKNMC
NMC Help Desk: 1-888-IASKNMC (1-888-427-5662)
Web Site Questions and Concerns, Click here