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What change is a course supposed to make?
A maritime management and governance programme is valuable when, after the course, a manager can analyse a real problem, assess the options and produce an output for decision-making. Showing slides or counting attendance hours is not evidence that learning has happened. Design based on constructive alignment links three components: the learning outcome, the learning activity and the method of assessment.
Observable outputs
For example, in training on the III Code a suitable output is a “gap matrix and roadmap”; in port governance, a “map of decision rights and KPIs”; and in negotiation, a “delegation briefing book”. Assessment should check whether participants can really produce and defend these documents. Bloom’s taxonomy helps in designing objectives that go beyond memorising information.
Quality control of sources
Every training pack should have a reference and version, a source document, a legal status, a review date and an academic owner. In regulatory subjects, distinguishing a binding decision from recommended guidance is part of training quality. A hypothetical case study must also be clearly labelled as hypothetical so that it is not mistaken for a real case.
The framework of the full programme
In the training documents provided, a structure of 12 courses and 56 sessions, 112 hours in total has been designed. This structure is for executive training and should not be confused with a seafarer’s certificate of competency or a course officially approved by IMO. It is suggested that each course include a decision-based project and peer review as well as a knowledge test.
Practical checklist
- Define measurable learning outcomes
- Link exercises and assessment to the outcome
- Record the version and official source of every lesson pack
- Do not claim official IMO approval for a management programme
Frequently asked questions
Does this programme replace statutory STCW training?
No. A programme in management and governance training does not replace seafarers' professional competence training.
Editorial note: this article is written for awareness and management decision-making. Applying any rule depends on the authentic current text, the legal position of the State concerned and the facts of the case. The content is independent and implies no endorsement by, or affiliation with, IMO.