Interview: Setting the Course with a Strategic Approach

COCATRAM had the opportunity to have a pleasant conversation with Mauricio Riquelme (M.R.) and Roberto Annichini (R.A.), the two consultants behind the Strategic Approach Workshop (EER), a transformative model that has accompanied the ROCRAM-CA countries on their way to effective implementation of IMO instruments.

Together with COCATRAM’s Executive Director, Otto Noack, we met through video call to discuss his impressions and perspectives on the implementation of the Strategic Approach Workshop, to deepen the objectives achieved and to gain a clearer perspective on the challenges still facing the ROCRAM-CA member countries in this process.

With a pleasant and dynamic tone, Mauricio and Roberto shared their vision of how this model was born, the lessons learned throughout the process, and how they experienced the challenges and achievements during these years of work.

Interview by : Lissette Moreno (Social Networks, COCATRAM)
To read or download the interview in PDF format, click here

1.-What was the main objective in developing the EER model and how has it evolved from its conception to date?

(M.R.) The main objective we had in developing the EER model was to provide the MAs with strategic management tools that would allow them to approach the whole process from ratification to implementation of the IMO instruments in a systematic and orderly manner, through clearly defined stages and phases, thus contributing to the development of maritime capabilities.

2.-What were the main weaknesses identified in the analysis of the ratification process of the IMO instruments that justified the creation of the EER model?

(M.R.) From a technical point of view, as consultants we observed a significant gap between what Member States wanted to achieve and what they were able to achieve, resulting in long delays between ratification or accession to the Convention and its effective implementation. Some of the main weaknesses identified were the lack of a defined model or process for adopting instruments; a primary focus on operational issues; a lack of understanding of the Conventions due to a shortage or high turnover of trained personnel; and a lack of strategic commitment and resources in the organizations involved.

3.-In relation to the role played by government participation in the ratification processes of IMO Instruments, how has the EER model facilitated the involvement of other governmental entities in the implementation process?

(R.A.) The proposal of the EER has to do precisely with its main characteristic, being a process ex ante of the ratification itself and that considers the implementation of all the obligations and rights granted by the new instrument, among others and very important, the interested parties that within the framework of the socialization of the process must be informed and involved, each one to the extent that such obligations and rights involve them. This socialization, according to the EER, culminates with the feedback of previous steps, since it should not be thought of as a linear process, but rather each phase should dare to dialogue with previous phases as new inputs arise.

4.-On the bilateral work developed with the IMO and PICT, and considering that the EER model has several phases: Planning, Implementation, Follow-up, and Adjustments, among others, could you describe how the monitoring of these phases was carried out, what were the control mechanisms used to ensure the success of the process?

(M.R.) As a Consulting Team we monitored all phases by establishing goals associated with each Stage of the model. Each goal was informed through a formal document and answered by the AAMMs through documents of different complexity, which allowed us to support the decision to ratify an instrument, such as the implementation process. Subsequently, we carried out a review of the work done, validating the fulfillment of each goal with some recommendations for improvement. In addition, the communication of the achievements to the Member States served as motivation, thus establishing an effective control mechanism for the development of the EER Model.

5.-As consultants, what challenges have you faced during these 4 years of working with Central American countries in the application of the EER model to advance in the ratification processes?

(R.A.) The challenges we faced with Mauritius are related to the management of the weaknesses identified, which to a great extent impacted the capacity of the Maritime Authorities to apprehend (yes, with h, not to learn but to take, to make their own) the logic of the model in their own management.

However, I believe that, for the first time, through the implementation of the Thematic Programs concept and the IMO’s decade-long strategy on technical cooperation, a line of technical assistance is sustained over time and allows going through the management layers of MEAs with this concept. It is also worth remembering that MEAs are organizations that deal with management challenges in a sequential and “transactional” manner and that we normally receive competency-based training, where organizations know how to “do” but are deprived of abstraction capacity and therefore limited in their ability to absorb the concepts of a strategic approach.

This was modified over time and also with the strategy we deployed to refer to each goal, that is, each step of the process, with concrete, objective, measurable and visible actions that can be observed and touched.

6.-In terms of application, how have you managed to ensure that the EER model is adapted to the specific realities and needs of each ROCRAM-CA country?

(M.R.) This is an aspect that we discussed a lot with Roberto, and we decided to adapt our approach to the leadership and work styles of each Member State, respecting their reality and motivation.

The Maritime Authorities were induced to assume for the simulation process an instrument that represents a need for them (a non-ratified instrument) but also that is, as far as possible, of low technical density to facilitate the analysis, although the latter was partially achieved since the AAMMs prioritized “need” over technical complexity.

Thanks to this, and considering that each team selected its instrument for the simulation, we were able to customize and adapt the support needs oriented to technical aspects of each instrument.

7.-In your experience, how has been the reception of the Maritime Authorities of the participating countries to the EER Model? How have you managed to overcome resistance or obstacles?

(M.R.) The reception we have had has been similar from the two levels where we have been able to focus our efforts for the deployment of the Model.

In the first place, we were able to work with all the AA.MM of the EE.MM of ROCRAM-CA, in different instances, achieving their understanding, commitment and leadership to support their respective teams for the fulfillment of the goals.

Secondly, working directly and with a high frequency of on-line meetings and in the Guatemala Workshop, we were able to achieve the understanding and appreciation of the EER Model by those who have the mission of ratifying/implementing the IMO instruments in their respective AA.MM.

In this way we oriented our efforts to achieve an understanding of and adherence to the use of the EER Model at the different levels in the maritime organizations of the USA.
We also believe that the Guatemala workshop contributed a fundamental aspect, which was to link the logic of the strategic focus process to observable products.

8.-Returning to the workshop held in Guatemala City, to what extent has the application of the RSE model to hypothetical situations such as the case of “Marlandia” been useful to prepare countries to face real situations of ratification of IMO instruments?

(R.A. ) I believe that our invented country, Marlandia, and the fictitious scenario we developed, where, based on a social demand as a result of a series of incidents, it decided to promote the ratification of MARPOL Annex V, allowed the participants, two for each AMMA involved, to deploy the model in an almost real environment, playing with the variables and also, We believe that this diversity of knowledge, backgrounds, profiles and attitudes contributes to enrich the experience and ultimately to transfer this value to their own organization.

9.-Regarding the sustainability of the project and the work developed through IMO’s PICT, how do you ensure that the EER model is not seen only as an external aid, but as a useful long-term tool in the planning for the implementation of IMO instruments and the modernization of the national maritime sector of each participating country?

(R.A.) It is a very sensitive aspect of the model and fortunately it was closely monitored by the Technical Cooperation and Implementation Division of the IMO, they themselves attended workshops, participated in virtual meetings and I believe that it is undoubtedly one of the projects that the IMO monitored most closely. The EER is a far cry from the traditional “fire and forget” models of cooperation and represents a step forward in the way IMO delivers technical cooperation and hopefully can be sustained over time.

How is this ensured? By generating demonstrable capabilities, we did this by setting goals at each step, guiding each AAMM on how to achieve them, documenting them thoroughly, socializing individual progress among all participants and formally responding to each document sent by the AAMMs with a review report that validated the goal or proposed improvements.

Likewise, and this is what we put into practice in the Marlandia exercise, we proposed to use the EER tools in other activities involving the Maritime Authority, such as the deployment of the Corrective Action Plan that “Marlandia” presented after the IMSAS audit and, similarly, in the development of the Maritime Strategy recommended by Code III.

In both cases, the workshop attendees worked with the proposed scenarios using the EER, selecting the tools that they considered useful to the objective of the exercise, we believe that this broadened the vision of the usefulness of the model in applications other than the one thought when we developed it.

10.-From the perspective of progress and future projection, in your opinion, what are the next goals or key steps expected to be achieved in relation to the ratification of the IMO instruments in the Central American ROCRAM-CA countries?

(M.R) On the one hand, there is the challenge of using the EER Model in the ratification/implementation of an instrument in a real way, following the corresponding stages and phases.
Additionally, considering the high turnover of people who are part of the AA.MM, it is essential to generate EER training cycles to create the necessary critical mass to disseminate its use.

We also consider it convenient to extend its use to other ROCRAM MS that could benefit from a model that contributes to a better Ratification/Implementation of IMO Instruments.

Finally, there remains the challenge of getting the attention and appreciation of the authorities at the political and strategic level to achieve their commitment, through the allocation of resources, more agile processing of laws and regulations, and the implementation of policies that allow providing a more robust framework for the AA.MM that face the processes of Ratification/Implementation of IMO Instruments.

At the end of the interview, along with thanking Consultants Mauricio Riquelme and Roberto Annichini for their time and pleasant conversation, Otto Noack shared his assessments on the evolution of the collaborative work in these matters, pointing out:

From the platform of COCATRAM’s Executive Directorate, and based on the existence of the IMO-COCATRAM Memorandum of Understanding that dates from 2006 to date, the application of the “Thematic Programs” Working Model has really been an instrument that has allowed the International Maritime Organization to transcend in the technical assistance model towards our region.

We are currently implementing a working model that is helping us to comply with the final spirit required by the IMO, that is, to provide technical assistance to the countries that will ultimately result in the correct ratification and subsequent implementation of the IMO Instruments. The model used on strategic planning is really a driving model, and I will use the word I like, exemplary, because through the simulation made by the instructors of having created the fictitious Marlandia scenario, it allowed the participants to understand the dynamics of the scope that means the implementation of the IMO Instruments.

It is also necessary to empathize that our region, despite the fact that its Maritime Authorities are comparatively speaking, “smaller”, have the particularity that they are involved from their highest hierarchy in the activities derived from the Integrated Technical Cooperation Program through ROCRAM-CA, and it is essential to highlight the fact that from the Vice Minister of the Navy in Guatemala, to the Commander of the National Navy in El Salvador, to the Director General of the Merchant Marine in Honduras, to the Director General of Aquatic Transport in Nicaragua, to the Director General of the Maritime Division in Costa Rica, to the Commander of the Port Captaincy in the Dominican Republic, including the Maritime Authority of Panama, they are involved in the activities derived from the Integrated Technical Cooperation Program through ROCRAM-CA, the Director General of Aquatic Transportation in Nicaragua, the Director General of the Maritime Division of Costa Rica, the Commander of the Port Captaincy of the Dominican Republic, including the Maritime Authority of Panama, intervene and participate at the highest level of hierarchical representation, and we have seen how the migration from the traditional practice of holding national or regional workshops, which brought together officials to deal with certain issues, was not so beneficial or effective in the end.

The model that is currently being developed certainly allows for more involvement, more direct contact with the technical issues, and it allows for more and better follow-up, which we hope will translate into concrete facts in the short term. It is therefore gratifying to arrive at the meetings and listen to the delegates from each ROCRAM CA Member State talking about the basic terms and concepts of the IMO instruments that they have received technical assistance from through this new working model, whether it is the MARPOL Annex, the London Protocol, the Facilitation Convention or the establishment of Maritime Search and Rescue Services (SAR).

I firmly believe that the Thematic Programme model is working very productively in our region, and it is a model that could be very useful to replicate in other latitudes, where it would certainly bear good fruit, as it does here in Central America”.

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Interview | December 20224 | OMI-COCATRAM Technical Cooperation