STRATEGIC PLAN 2021-2026 - THE NAUTICAL INSTITUTE JANUARY 2021 EDITION
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THE NAUTICAL INSTITUTE STRATEGIC PLAN 2021-2026 JANUARY 2021 EDITION
2 Strategic Plan 2021 – 2025
OUR VISION AND
MISSION FOR THE
NEXT FIVE YEARS
F
or nearly 50 years, The Nautical sector as a whole, benefit from the broadest Quality Education: Ensure inclusive
Institute has represented the and strongest knowledge base possible. and equitable quality education
best of what the shipping and promote lifelong learning
industry has to offer in terms of DIVERSITY AND INCLUSION PLEDGE opportunities for all
dedication and professionalism The Nautical Institute, as the global body Gender Equality: Achieve gender equality
around the world. It is inevitable for maritime professionals, pledges its and empower all women and girls
that the world, and the nature of shipping commitment to encourage, support and Industry, innovation and infrastructure:
itself, has changed considerably over this celebrate a diverse and inclusive maritime Build resilient infrastructure,
period. It is appropriate to review our vision industry, including gender, race, ethnicity promote inclusive and sustainable
and mission to make sure that we are still and age. Furthermore, The Nautical Institute industrialisation and foster innovation
meeting the ideals established then. pledges to embrace equal opportunities and Reduced inequalities: Reduce
As a membership organisation we are visibility in all activities of the Institute. inequality within and among countries
driven by the needs of our members. These The diversity pledge is one way that we Responsible consumption and
were most recently determined through a intend to deliver our contribution to the UN production: Ensure sustainable
comprehensive President’s Questionnaire Sustainable Development Goals. consumption and production patterns
sent to all our members which returned We expect that our Strategic Plan will Climate action: Take urgent action to
almost 4,000 responses – a fantastic level help in six of the 17 areas that the UN combat climate change and its impacts.
of engagement. has identified as a shared blueprint for In line with our pledge and the UN goals,
Drawing upon this feedback and the core a better future for all. In selecting these the Strategic Plan 2021-26 emphasises the
values and aims of our Articles of Association, areas of activity, we expect to give practical need to build capacity and support around
our aspirations are best described through input to government-level proposals for the world. The establishment of The Nautical
our Vision and Mission Statements: improvements in the quality of education, Institute Foundation will allow the NI to extend
gender equality, affordable and clean the scope and reach of its current activities in
VISION energy, economic growth, reduced areas where the NI has an interest but which
To provide inspiration, knowledge and inequalities and climate action. are not the main focus of its own operations.
leadership to maritime professionals around
the world.
MISSION
To inspire maritime professionals
To work together
To share ideas and best practices
To enable better decision making
though the process of professional
development
To provide a safer, environmentally
sound and sustainable maritime
industry.
The actions we take will be centred
on our core mission to support and lead
professional development in the maritime
sector. They will be based on our values and
our diversity and inclusion pledge to ensure
The Nautical Institute, and the maritime
3 Strategic Plan 2021 – 2025
FOCUS Human factors
AREAS Membership and
Branches
Mentoring Seaways
We will realise our vision by focusing our
efforts on four interrelated and inter-
dependent areas of activity. Each of these
Information
will support and strengthen the others, Qualifications
creating interaction and synergy across and Publications
The Nautical Institute as a whole. The four
areas of activity will be: membership and
branches, information and publications,
Industry needs Advisory papers
research and relationships and qualifications.
analysis and guidance
Continuous professional development and
the importance of the human factor will be
central to the work of all four areas.
These activities will be supported by Research and
t
Co
en
a centralised business services hub that
Relationships
optimises general and administrative
in
nt
m
functions across the organisation enabling
technical and department leaders to uin l o p
gp e
ro fe s s i o n a l d e v
concentrate on their core activities.
MEMBER SURVEY
To help inform our decision making a survey
on the NI’s current and future direction was
sent to a total of 15,164 members and non-
members. We received an overall response
rate of 25% – and a response rate of 34% from concentrate our efforts. As in previous OUR STAFF
members. The high level of engagement surveys, there is still a great deal of
shows the importance of our activity to our concern over seamanship, shiphandling
members and to the wider community.
Survey respondents were asked to
identify which of the membership benefits
and competency assessments. MASS and
cyber security are matters of considerably
more concern than in the previous surveys,
7
Membership and branches
they value most. The highest-scoring indicating the speed of development in 1 + 2 HQ + 4 regional reps
responses were: these areas. By far the area where most
5+
Seaways magazine respondents wanted to see us focus
CPD and networking was human performance and limitation,
Status as a maritime professional including issues around fatigue and mental
Representation at the IMO. health on board. Information and publications
Members were also asked to comment It is evident from the survey responses 1 + 4 + outsiders
on their level of engagement with their that members highly value our technical
3+
local NI branch, and the perception of the expertise and the opportunities that we
NI’s impact at international, regional and offer for professional development. In order
local levels. From the responses to this to further capitalise on these strengths, it is
Research and relationships
section, it was clear that the NI enjoys a high important that we have a structure in place 1 + 2 + outsiders
professional reputation at the international that allows us to respond quickly and flexibly
level, but in some areas support is lacking at to the evolving demands of the industry and
the local level.
One of the key questions to consider
when planning our areas of focus was
our members. We may not know exactly what
the maritime sector will look like in five years,
but we can make sure that we are in position Qualifications
12
in which technical areas we should to respond to the changing situation. 1+ 11
4 Strategic Plan 2021 – 2025
MEMBERSHIP AND BRANCHES
The Institute aims to increase the number GROUP MEMBERSHIP
of individual members to 10,000 by 2026, Lastly, a stronger focus will be placed
up from just under 7,000 in 2020 – a level on establishing group membership
it has been at for over 20 years. It will seek arrangements for maritime employers.
to continue to diversify the organisation Offering the advantage of a sizeable
and draw on our diversity pledge when discount, these arrangements allow
attracting new members. organisations to support the
professional development of their key staff
STRENGTHENING THE with benefits for both employer
BRANCH NETWORK and employee.
We will do this through re-energising the
NI branch network, as it is clear from the KEY DELIVERABLES
survey that members value this, to enhance 10,000 members by January 2026
the value of membership and deepen Establish local administration support
members’ engagement with the Institute. to welcome new members, liaise
There will be efforts to meet the needs frequent reminders about how to make the with speakers, deal with admin etc.
and aspirations of younger members and most of the benefits available to them. Free membership for students
a push to attract more group membership Effective membership
arrangements through employers. YOUNGER MARINERS mobile application
The NI branch network is one of the The Institute will improve its appeal to Growth of our Nautical
Institute’s most important assets. Branches younger mariners. Greater emphasis will Affiliate programme
will be supported through the appointment be placed on the work of the NI’s Younger
of regional administrators. Their role will be Members Council while students will be OUR MEMBERSHIP REVENUES
to support the branch secretaries, to retain offered free digital membership of the Members make an important contribution
existing members and to give impetus Institute. NI branches will be encouraged to to the organisation through their
to recruitment of new members. appoint at least one young mariner to their membership subscription fees. These fees
committee and a NI Young Mariner of the are collected centrally and disbursed in the
ENHANCING MEMBERSHIP VALUE Year award will be launched during 2021. following areas:
The Institute is committed to enhancing
the value members derive from their
membership. A member app will be
launched by mid-2022, to ensure that
members have easy access to a variety MEMBERSHIP OPERATING EXPENSES
of tools to assist them in their continuing
professional development (CPD). We will Overheads
9%
provide exclusive member content, for
example recordings of NI webinars and Printing and membership
branch technical presentations. communication
A one-to-one mentoring scheme will be 6%
introduced, drawing on the wealth of Seaways
Travel and events 33%
knowledge that exists among Institute
14%
members. And the Institute will continue
to provide meaningful career support to
members, helping them to progress in their
chosen fields.
Technical
A SENSE OF BELONGING representation
The creation of a greater sense of belonging 14%
among members is another important goal
for the Institute over the coming five years.
Ensuring each member is part of an active Branches and
branch is an important part of this, but other developments
9%
initiatives will include a better, and more Employment Legal
welcoming, onboarding experience for costs insurance
new members. Existing members will get 16% 6%5 Strategic Plan 2021 – 2025
INFORMATION AND PUBLICATIONS
Our practical, expert-led publications will
continue to set the standard for industry
knowledge. As an Institute the development
and publication of best practice has been
central to our values. In our ambitions to
monetise our knowledge we must keep at
the core of our strategy the quality of our
technical input.
STRENGTHENING TECHNICAL
RESOURCE
For the future this means a continuing
emphasis on the robustness of the technical
resource that we draw on. A dedicated
technical person will help to advise on the
subject matter that should be delivered and
help steer publications through the writing
and peer review processes.
Creating and maintaining a database EXPANDING OUR DELIVERY The expectation is that that the wider
of member knowledge and expertise – Information sources will not be limited to knowledge library will make an even
and showing which projects members books and magazines. We will identify other bigger contribution in the future. This
have worked on in the past – will help forms of delivery, keeping our popular print will be another opportunity to highlight
us leverage this asset to strengthen our books, building our ebook offering while key issues and resources around human
offering in the future. determining what best supports mariners performance and limitation.
These activities build on the strength from cadet to more senior posts. We will
of the current products that seafarers utilise apps and other digital and physical KEY DELIVERABLES
appreciate because the content draws media that are helpful to mariners. £1 million annual income from
on a wide range of experts in their information and publications
field, including serving seafarers and CREATING A KNOWLEDGE LIBRARY Expand webinar and digital offering
contributors from all over the world. The We are ambitious about the contribution Create and populate database of
volunteer contributors find the process that we broadly call our ‘knowledge library’ technical expertise by end of 2021
a rewarding one, as they share ideas to will make to the Institute’s turnover. The Digital library of expert resources
identify best practice and identify gaps in books have been a major fund raiser available to our members by end
training and knowledge. for the Institute’s activities in the past. of 2022.6 Strategic Plan 2021 – 2025
RESEARCH AND RELATIONSHIPS
Since the Institute’s foundation, strong provide practical input to government work of the NI in a number of ways. They
relationships have been formed with other consultations in this area. We will develop contribute to our books and magazines, to
organisations such as universities, training SDG templates for our branches customised the work of our committees and through
centres, governments and international for national use and leverage our active our involvement with industry bodies.
bodies. Through these links we work participation with the IMO and WOC As a membership organisation we are as
together for the furtherance of nautical to address SDGs from a regulatory and powerful and effective as our ability to share
science and practice. We have gained NGO commercial perspective. our ideas on a global basis.
status at the IMO and sister organisation
status at IALA. We also work closely with UNDERSTANDING OUR ASSETS KEY DELIVERABLES
a myriad of nationally and internationally The greatest asset the Institute has is its Ensure an effective cross-discipline
recognised organisations such as the people. The 2020 pandemic has really shown presence at the IMO
International Hydrographic Organization, how effective these people can be when Consult with our members and
the International Chamber of Shipping utilising technology. Our members are some customers to align our outputs with
and InterManager. of the leading experts in shipping both at their expectations through an annual
sea and ashore. The creation of a database of formal survey
FORGING LINKS their interests and expertise will help us to Create industry consultation groups
In our fast-changing world, the need for share ideas and identify best practice more during 2021 to establish emerging
strategic relationships to collaborate towards effectively. As a starting point, we will send needs
establishing best practice has never been so a questionnaire asking members how they Set up funded research activities that
important. These links will help us to identify are willing to share their knowledge with the support development of future skills
research opportunities to understand the membership and the wider industry. initiatives
skills of the future and to develop short Build relationships and partnerships
courses to help people gain them. SHARING EXPERTISE with leading companies and
We will continue our work at the IMO and We will also consult on how traditional organisations
other organisations to, for instance, input skills can be retained and understand what Work with branches at local
user feedback into the design process on we can learn from those using the latest and national level to promote
human centred design. technology. Members participate in the engagement with flag states.
SUSTAINABLE DEVELOPMENT
GOALS (SDG) We will continue our work at the IMO and other
We will work to support the United Nations
Sustainable Development Goals (SDGs
organisations to, for instance, input user feedback
https://sdgs.un.org/goals) as the NI can into the design process on human centred design7 Strategic Plan 2021 – 2025
QUALIFICATIONS
We will identify new technology and
knowledge within the industry and
move to fill the skill gaps. Technological
improvement in the industry is taking place
in so many fields.
At the same time, advances in
technology and remote assessment offer
possibilities to develop and expand training
and CPD opportunities for revalidating
DPOs. We will develop standards and
design training programmes, working
with technical forums, industry working
groups, our customers and DP training
providers worldwide. These standards
will meet industry aspirations to improve
knowledge, keep seafarers safe and protect
the environment.
Delivery will be through short courses,
new qualifications, self-study schemes,
accreditation and recognition of third party
activities. New qualifications could include
dynamic position engineering qualifications
and a qualification for DP station keeping for
autonomous vessels.
Standards, training and certification are
being developed for those conducting
bunker, draft cargo, condition surveys,
DP for remote operations and DP vessel
maintenance engineers.
DELIVERING TRAINING
We will investigate new means of training
delivery, including the possibility of cloud-
based technology for augmented reality (AR)
and simulation training. This does not mean
that traditional technology or skills training Advances in technology might also cover supply, administration,
will be ignored. certification and security.
The unique quality and experience of and remote assessment
those who deliver our short courses is our
huge strength. We will continue to maintain
offer possibilities to KEY DELIVERABLES
£2 million annual income from
the high quality of selection and training of develop and expand qualifications, courses and
NI instructors and facilitators.
As a responsible organisation, we will
training and CPD accreditation services
Expand our range of qualifications,
support training institutes, including opportunities courses and scope of accreditations
DP training providers, to achieve our services in new areas such as remote
accreditation standards and, in their turn, e-certificates. The possibility of payment for control centres for autonomous ships.
deliver high quality new training. online bookings in local currencies will also Develop online learning resources
be explored. Develop consultancy services.
CUSTOMER EXPERIENCE Encourage training institutes to aspire
Our customers are key to our success. CONSULTANCY to the NI Certificate of Excellence
We will introduce customer service We will use our expertise in training to offer Increase the number of training
improvements such as a seamless booking consultancy services to other organisations institutes achieving certificates
system, continued high quality delivery seeking to develop their own solutions in of excellence
of courses with emphasis on knowledge areas such as identifying standards and Revise the NI’s self-study schemes and
retention, easy to read course material and criteria for behaviour competency. These provide online technical library facility.8 Strategic Plan 2021 – 2025
THE NAUTICAL INSTITUTE
FOUNDATION
The work of the four technical focus areas
will be supported and expanded by the
development of The Nautical Institute
Foundation (NIF). This new charitable initiative,
formally launched in 2020, will enable the NI
to extend the scope and reach of its current
activities. The NIF has its roots within the NI
and aims to improve standards in areas where
the NI has an interest but which are not the
main focus of its own activities.
The NIF was established after research
identified maritime safety initiatives that
would attract potential donors keen
to support such projects but only via a
separate charity. It is well placed to develop
and strengthen networking contacts with
industry stakeholders, other foundations and
specialist interest groups.
The NIF’s vision is to be recognised
by key industry stakeholders as a
leading organisation to fund capacity-
building solutions for the wider maritime
community. These might, for example,
include projects related to work such as
marine surveying and training in port safety
or environmental awareness.
Among other things, the NIF will look
at training and accreditation in the many calls from industry bodies, NGOs or maritime The first of these projects will look at
maritime industries which are currently communities. For example, if a region suffers bulk carrier safety, in particular at awareness
unregulated, focusing on areas with less a series of incidents in a particular sector, the surrounding cargo liquefaction. Proposed
developed safety cultures and standards. NIF may consider running local training. This measures include a short distance learning
It will plan its project delivery based on would aim to address the issues that caused course, which would be followed by a two-
perceived need, by assessing safety and the accidents and provide workers with skills day workshop in relevant locations, leading
environmental statistics or by following up to avoid repeat incidents. to formal certificates valid for five years.
DEVELOPING A SUPPORT HUB
The business support hub will provide contact for various outsourced activities effectively and cohesively across all teams,
general and administrative functions, and contracts to ensure standardisation improving communication and capability.
allowing technical and department leaders to across the organisation.
concentrate on their areas of expertise. This Activities covered by the hub will include KEY DELIVERABLES
will enable us to streamline our processes and systems and IT to ensure that our CRM is Skills audit of all staff to identify gaps
develop better ways of working that make providing the best possible support for the and underutilised strengths
the most of our strengths. It will ensure that NI. Processes will be automated and aligned Internal reorganisation to make skills
our work is supported by well trained, skilled where possible to allow staff to concentrate available across the whole organisation
and flexible staff. on other, higher level, activities. The Identify where process can be aligned
The hub will be the main point of system will streamline and centralise work and simplified.You can also read
