Page 46: of Maritime Reporter Magazine (February 1999)

record as both ship owners and managers, must demonstrate their ability to assume full responsibili- ty for this multi-faceted, floating real estate.

Along with operating standards, the experienced ship manager will guide the cruise ship owner/opera- tor in critical programs to assure successful vessel operations. What immediately comes to mind are standards pertaining to vessel san- itation. A sound "Vessel Sanitation

Program" will provide policies and procedures on the correct way to load, store, handle and dispose of various materials and inventories on a cruise ship. These procedures will be in accordance with the standards and regulations of vari- ous governing bodies in whose ports the cruise ships will be trav- eling. For example, the "Vessel

Sanitation Program" for passenger vessels entering U.S. ports, will meet the United States Public

Health Standards and guidelines put forth by the Center for Disease

Control (CDC). In addition, a qual- ity ship manager will be cognizant of vessel sanitation regulations put forth by foreign municipalities and how to achieve compliance.

As part of their "Vessel

Sanitation Program," diligent ship managers will incorporate

Hazardous Analysis Critical

Control Points (HACCP). This

HACCP concept consists of a checklist of various places in which materials are handled, including the point of supply, receiving/load- ing docks, storage areas, ship's gal- ley, etc. All crew members are trained and certified in the 'Vessel

Sanitation Program" to the same extent they are trained on other critical matters pertaining to ves- sel safety (i.e., deck and engine hazards, passenger safety, first aid and CPR, etc.).

Brand Quality Assurance

This matter of safety and the cruise ship's overall quality assur- ance is a key component of the ship manager's role. Not only does the manager assume responsibility for the vessel's high quality and cost- effective performance, but also for the image the vessel projects to the marketplace. Its "brand" is as much a matter of pride for the ship manager as it is for the cruise ship owner/operator. This "branding" will also extend to the ship manag- er's assistance in design and devel- oping a brand on behalf of a client which also may encompass the

February, 1999 adaptation of an existing brand, perhaps for a leisure resort or hotel.

Integral to the vessel's quality assurance, is the ship manager's focus on ISO 9002 and ISM code compliance. Both of these stan- dards form the foundation of ser- vice delivery upon which rests the customized services which ensure the proper attention to critical details required and specified by the cruise ship owner/operator.

Another important value-added component of the ship manager's role is the ability to recruit, train, motivate and retain a qualified marine staff across all ranks.

Maintaining a skilled and motivat- ed staff is no easy task, particular- ly in view of today's rapidly grow- ing world fleet and the demanding work conditions. It is the hallmark of a quality ship manager.

Fiduciary Responsibility

The ship manager's role also

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