NMSC_strategic8pp 4/9/03 4:45 PM Page 1

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national marine safety committee
www.nmsc.gov.au

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For further information
NMSC Secretariat
PO Box 1773 Rozelle NSW 2039
T 02 9555 2879
F 02 9818 8047
E secretariat@nmsc.gov.au

ISBN 0 642 73630 8 may 2003

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about this strategic plan
The National Marine Safety Committee is an Intergovernmental Committee comprising the
Chief Executive Officer of the government Marine Safety Agencies of the Northern Territory,
Commonwealth and each of the States of Australia. Established by a COAG
Intergovernmental Agreement, the NMSC is tasked with leading reform in the marine sector
and achieving national consistency in marine legislation and administrative practices.
The NMSC reports through the Australian Maritime Group (AMG) to the Australian
Transport Council (ATC).
This strategic plan for 2003-2008 has been prepared by the NMSC and it’s Industry
Advisory Committee, and was endorsed by the Australian Transport Council in May 2003.
Its’ purpose is to provide strategic direction to the NMSC, and inform the NMSC’s work plan
for 2003-2008. The Strategic Plan 2003-2008 builds on the National Marine Safety
Strategy (1998). It is intended that this strategic plan be monitored progressively and
reviewed at the end of its term.
vision for the marine industry
The broader vision for the marine industry has been defined by members of the National
Marine Safety Committee (NMSC) and its’ Industry Advisory Committee (IAC). The NMSC
is one of a number of stakeholders who will influence this future. The key elements of the
vision are listed below:
■ Nationally consistent legislation ends the confused regulatory arrangements and
reduces complexity and costs
■ A fully implemented national standard consistently and uniformly applied to
commercial vessels across Australia
■ The free movement of vessels and crews around Australia
■ Strong growth in the industry without an overall increase in fatalities
■ Recreational boats built to nationally agreed performance standards, which are
recognised internationally.
■ Intelligent, motivated youth attracted to work in a growing, vibrant, profitable marine
industry
■ Marine-related skills are transferable within and outside the marine industry
■ Improved, safe boating infrastructure to enable safe and more enjoyable boating
■ The efficient and effective application of resources to maintain and, where necessary,
improve safety to achieve a cost effective, equitable and competitive domestic maritime
industry
■ A national marine safety system that is developed and implemented on the basis of
sound information and analysis and is monitored regularly.
strategic priorities and actions
strategic priority 1
Accelerate and complete standards for the safety of commercial vessels
The NMSC has already completed a number of Parts of the new National Standard for
Commercial Vessels. There is a need to continue with this process to produce a
contemporary standard that reflects modern marine practices and technology, removes
ambiguity and facilitates consistency of application.
Lack of consistency in the application of the existing Uniform Shipping Laws Code is
causing confusion and uncertainty within the marine industry. It is also leading to
unnecessary duplication of costs and administration.
Strategic Actions
1 Complete the drafting of the National Standard for Commercial Vessels to reduce costs
to stakeholders while maintaining or where justified improving levels of safety by:
■ improving consistency of application.
■ updating for modern technologies.
■ providing flexibility of solutions.
2 Seek ATC endorsement of completed Parts of the NSCV, to replace the USL Code.
3 Prepare for the implementation of the NSCV by:
■ Developing legislation.
■ Designing a detailed, staged implementation plan.
■ Seeking support from the ATC for the implementation timetable; and, having
obtained its support informing stakeholders of the timetable for implementation.
4 Implement new standards for commercial vessels and report progress to ATC.
5 Monitor for consistency of application and on-going review of NSCV.
strategic priority 2
Simplify the regulatory and administrative system for marine safety
The Australian marine industry is regulated by 8 separate government agencies belonging
to the Commonwealth, States and the Northern Territory respectively, with different
jurisdictional arrangements in place.
There is a need to overcome the problems of lack of mutual recognition, unnecessary costs,
duplication of effort, and an increased frustration amongst operators with the level of
compliance required. This situation is clearly an impediment to the growth of the industry.
Strategic actions
1 Produce and implement model clauses for legislation for each national standard and the
administration of marine safety.
2 Seek ATC endorsement of uniform draft legislation.
3 Provide mechanisms for jurisdictions to ensure consistency in the implementation of
legislation, standards and protocols.
4 Identify and simplify the areas of the regulatory and administrative system (both intra
and inter-jurisdictional) that impede Mutual Recognition and create an unnecessary
burden to industry.
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5 To ensure regulations and standards are developed and implemented in a timely
manner, design a visible consultation process that includes:
■ setting timelines/end dates and accountabilities.
■ identifying all potential stakeholders at the outset.
■ ensuring all stakeholders receive relevant information on the proposed project
and how they can be involved.
■ communicating the benefits the project will bring to the industry.
6 Develop a conflict resolution process that can be used to address those issues that
impede the reform process.
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strategic priority 3
Support alternative approaches to marine safety
The marine industry is struggling to cope with the cost and complexity of complying with
marine legislation and regulation. The traditional marine safety framework is seen to create
barriers to entry of people and is unnecessarily difficult for operators.
Viability of Australia’s domestic marine industry needs to be supported through reform to
achieve improvements in safety, while reducing regulatory complexity and cost.
Strategic actions
1 Develop a framework that enables alternative regulatory solutions or technical solutions
to be evaluated in terms of risk to safety, potential growth opportunities, and the cost
and ease of implementation.
2 Identify the barriers to entry to the marine industry and develop initiatives to try and
address those barriers where gains could be made in terms of both marine safety and
employment opportunities.
3 Develop a consultation process that enables regulatory impact statements to be:
■ developed with stakeholder input.
■ better understood.
■ better utilised in the public consultation process.
4 Establish systems that encourage informed and objective decision-making in respect of
matters of marine safety.
5 Consult with stakeholders to ensure that safety outcomes, including standards genuinely
meet their needs.
6 Report to AMG and ATC the industry preference for one regulator to deal with
commercial vessels to overcome issues arising from the current multiplicity of regulators
and regulatory regimes.
strategic priority 4
Gain greater government commitment to marine matters
Marine transport has a low profile relative to other modes. This is due to a number of factors
including the marine industry being made up of a large number of stakeholder groups and
not having one national umbrella body to represent them. Other transport modes, with the
help of their national bodies, have received more attention due to concerns over economic
or safety issues.
At present, there is not one source that can adequately provide information on the size and
scope of issues impacting on the marine industry, particularly with respect to safety. This
makes it difficult for any stakeholder, whether government or a private organisation, to put
forward a compelling, fact-driven case as to why additional resources should be applied to
raise the profile and bring about further safety improvements.
Strategic actions
1 Gain an accurate picture of the scope, nature, magnitude, distribution and value of the
marine industry in Australia.
2 Seek opportunities to advise the public and industry of safety reforms in the marine
industry.
3 Undertake and promulgate research into marine safety including collating marine
incident data.
4 Publicise outcomes of safety programs.
5 Develop mechanisms for more effective stakeholder involvement.
strategic priority 5
Improve training to meet industry and regulatory needs
The current training regime for marine safety is not adequately matched to the needs of
industry. It sometimes lacks a national approach and current training regimes can be
inefficient, cumbersome and in some areas outdated. This may result in inadequately
trained recruits.
Industry feels there are many barriers to entry and advancement in the maritime sector. As
training doesn’t promote transferability of skills to and from other industries, working in the
marine industry is seen as career-limiting. If the industry fails to attract and retain high
calibre personnel, the future credibility and viability of the industry is at risk.
Strategic actions
1 Facilitate the rapid and consistent implementation of competency-based training and
assessment by registered training organisations.
2 Establish processes by which competency-based training and assessment is uniformly
and consistency accepted by the jurisdictions for the purposes of the issue of a
Certificate of Competency.
3 Determine the need for a common approach for education and training of recreational
boat operators.
4 Encourage professional development and the maintenance of competency in the marine
industry.
strategic priority 6
Complete the national safety system for recreational boating
The majority of boating fatalities and incidents in Australia involve recreational vessels,
with many being linked to lack of judgement or human error.
The NMSC has developed the framework for a marine safety system for recreational boats
that involves competency standards for recreational boat operators, builders plates for
recreational boats to provide basic information regarding a vessels performance, and
national standards for safety equipment to be carried onboard recreational vessels. There
needs to be a continuation of a program of measures to improve safety outcomes for the
boating public.
Strategic actions
1 Finalise the development of the Australian Builders Plate Standard for recreational
boats and produce an implementation plan and mechanism to monitor its impact.
2 Develop an implementation plan for the national standard for safety equipment for
recreational boats and a mechanism to monitor its impact.
3 Determine whether there is a need for mandatory operator competencies for recreational
boats.
4 Determine the need to develop nationally agreed performance standards for recreational
vessel construction that are recognised internationally.
5 Continue national safe boating education programs.
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actions supporting the strategic plan NMSC’S quality principles

1 Draft new standards and legislation in accordance with COAG principles. Principle 1
2 Develop and promulgate standards based on recognised and approved national and Stakeholder focus
international standards for the design, construction and operation of vessels. NMSC depends on meaningful interaction with other stakeholders in the industry. NMSC
3 Encourage the development of professional competence in vessel design, should therefore understand current and future stakeholder needs, meet stakeholder
construction, operation and survey. requirements and strive to exceed stakeholder expectations.
4 Introduce and support performance based standards as an alternative to prescriptive
standards. Principle 2
5 Establish practices for assessing new technologies or operations in a timely manner Leadership
and facilitate rapid transfer into standards. NMSC will work with Leaders of stakeholder organisations to establish unity of purpose and
6 Incorporate Occupational Health & Safety (OH&S) principles into the standards for the direction of marine safety. They should create and maintain the internal environment in
design, construction and operation of vessels. which stakeholders, NMSC members’ staff and NMSC can become fully involved in
7 Incorporate public accessibility standards into the standards for the design, achieving the committee’s objectives.
construction and operation of vessels.
8 Adopt world’s best practice for competency based crew training, navigational aids, Principle 3
communications and dangerous goods. Involvement of People
9 Encourage vessel operators to recognise their duty of care to employees and NMSC recognises that people at all levels are the essence of an organisation and their full
passengers. involvement enables their abilities to be used for the committee’s benefit.
10 Develop and implement the safety system on the basis of sound information and
analysis that is monitored regularly. Principle 4
11 Prepare statements on the outcome of public consultation. Systems Approach to Management
12 Put arrangements in place for local consultation, including advisory groups for ongoing NMSC’s effectiveness and efficiency will be improved if the resources for a given objective
consultation. are identified, understood and managed as a system of interrelated processes.
13 Publish, distribute and promote standards to stakeholders and facilitate education
and training in their use. Principle 5
14 Share information about successful and unsuccessful approaches between Efficiency
jurisdictions in Australia and elsewhere. NMSC will manage and control the related resources and activities to ensure the desired
15 Prepare and distribute national guidance material applicable to the use of standards result is gained efficiently.
to facilitate national uniformity and consistency of application and safety outcomes.
16 Develop model legislation in a timely and consistent manner that enables the adoption Principle 6
of common or uniform standards and enhances mutual recognition. Continual Improvement
17 Develop standards for marine investigations for safety purposes (as opposed to Continual improvement should be a permanent objective of the NMSC.
investigations for judicial proceedings and prosecutions).
18 Publish a national marine safety newsletter to circulate information to all stakeholders Principle 7
about successful safety programs and approaches. Factual Approach to Decision Making
19 Draft Regulatory Impact Statements with consideration of cost/benefit of safety In order to make effective decisions, NMSC should ensure decisions are based on the
solutions. analysis of data and information.
20 Maintain a central register of stakeholders for ongoing consultation on major reform
issues. Principle 8
21 Strike an appropriate balance between education and enforcement approaches. Mutually Beneficial Stakeholder Relationships
22 Develop a program of broad safety initiatives, which reflects relative risk, based on an NMSC’s relationships with other stakeholders should be on a win-win basis wherever possible.
assessment of incident and other safety data.

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