PORT WELFARE COMMITTEE (PWC) TERMS OF REFERENCE
The Merchant Navy Welfare Board (MNWB) has overseen Port Welfare Committees (PWCs) since its establishment by the UK Government more than 75 years ago, managing welfare provision for merchant seafarers and fishermen. Aligned with International Labour Organisation Maritime Labour Convention, 2006 (ILO MLC, 2006) 4.4. the MNWB serves as the independent co-ordinator for maritime charities in the United Kingdom and Gibraltar. Operating as the National Seafarers’ Welfare Board (NSWB), MNWB handles all administrative aspects of UK port welfare boards, ensuring compliance with the principles of ILO MLC, 2006 for both the United Kingdom and Gibraltar.
2. PURPOSE & OBJECTIVE OF PORT WELFARE COMMITTEES
PWCs are a nationwide network for those stakeholders involved in serving seafarers’ welfare to meet regularly, exchange information, offer mutual support and network at a local and regional level. These committees serve as platforms for briefing members on broader issues impacting serving seafarers in and around their respective ports.
PWCs are the ‘eyes and ears’ of the NSWB and bring together representatives from the local maritime community to enhance and support welfare facilities and services for seafarers. They ensure the delivery of high-quality service provision across regions or major port areas. PWCs also advocate for the implementation of port levy schemes where feasible, aiming to sustain the funding of essential welfare facilities and services such as seafarers’ centres and transportation within ports.
The primary objective is to ensure that serving seafarers and fishermen, including those from abroad, are receiving the highest level of welfare support from the resources available. In pursuit of this objective, the committee conducts regular reviews of seafarers’ welfare needs, taking into account relevant national and local issues, while being mindful of avoiding duplication that can lead to unnecessary resource expenditure.
The role of the PWC Manager is to support the needs of their eight committees, encompassing various administrative tasks related to meeting management. The PWC Manager is the Board’s representative on the PWC and, whilst they are there to represent the Board’s views and act as the PWCs link to the NSWB, they are expected to maintain a neutral position when issues are discussed. To enhance information sharing and foster a deeper understanding of each PWC region, PWC Managers will rotate every two years.
Criteria: Membership comprises those from frontline organisations operating in ports within their PWC region, actively involved in supporting the welfare of serving merchant seafarers and fishermen. These organisations regularly interact with seafarers or hold roles significantly impacting their welfare in the port.
Members contribute tangible benefits to the PWC through their knowledge, skills, experience, and ability to address issues raised. As outlined in MGN486, eligible members include representatives from port authorities, MCA, port agents, ship owners, unions, port health, police, local government, ship welfare visitors/chaplains, and centre managers. Those with specialist expertise or local knowledge may, at the discretion of the Board, be invited to join the PWC from time to time. Membership is not open to private individuals, although they may be invited to attend meetings as appropriate. Ultimately membership decisions rest with the Board, though we will seek approval from members.
Representation is restricted to one member per organisation per port, unless otherwise agreed upon with the PWC Manager and Chair. Organisations primarily catering to retired seafarers will not be invited to join unless they are actively engaged with working seafarers, fishermen, or cadets within their PWC region.
Retirement: To ensure the continued effectiveness of the PWCs, MNWB needs to maintain an active membership. Members who retire from the organisation they represent on the PWC are expected to stand down from the PWC at the next meeting. However, if a member holds the position of Chair or Vice Chair, they may continue in their role until the next AGM.
Succession Planning: Wherever feasible, members transitioning to new roles or departing from their organisation and thus resigning from the PWC, should endeavour to find a replacement representative. If this is not possible, please provide the PWC Manager with a point of contact within your organisation so that alternative representation can be pursued.
Associate Membership: Associate Membership is designated for individuals who hold regional oversight but are not situated locally in the port, such as Senior Regional Chaplains. Associate members do not attend meetings but receive minutes to stay informed about any issues and developments.
Frequency: Committees meet three times per annum, one of which is designated as an Annual General Meeting (AGM). The AGM will be used to confirm changes in the membership and elect a Chair and Vice-Chair.
AGM: Organisations that do not meet the membership criteria outlined in item 4 but operate within the broader community will be invited to attend the AGM. This invitation aims to provide an opportunity for them to raise awareness of their work and network with others.
Location: Members are encouraged to hold meetings at different venues within the PWC region to enable members to familiarise themselves with the work of their colleagues. MNWB may cover reasonable refreshment expenses upon prior agreement with the host. However, members’ organisations are responsible for covering their travel and other associated costs.
Agendas: The PWC Manager will distribute agenda papers, including an update from the MNWB, via email.
Reports: A written organisational update is requested for distribution along with the agenda papers, enabling members to review the report beforehand and address any queries during the meeting.
Quorum: A quorum must comprise at least four members representing four separate organisations. The Chair, in collaboration with the PWC Manager, shall have the right to decide whether the numbers attending are sufficient to allow for a productive meeting.
Attendance: To assist the PWC Manager in coordinating venues, logistics, and refreshments, members are requested to notify their attendance or absence at a meeting to the PWC Manager at least 10 days prior to the scheduled date. If a member misses three consecutive meetings, the MNWB will contact them to ascertain their commitment to continue representing their organisation. Continued absence may lead to the removal of the member from the PWC.
Voting & Conflict of Interest: In instances where committees are called to vote, each organisation present will be entitled to one vote only. In the event of a tie, the Chair or acting Chair will hold the casting vote. Organisations with a vested interest in the matter under consideration must disclose any conflicts of interest and refrain from voting.
Minutes: Draft minutes of meetings will be circulated by the PWC Manager within three weeks of the meeting; the draft minutes are then approved at the next meeting. Additionally, the draft minutes are shared with the MNWB executive, a designated representative from each of the primary welfare societies, and the unions.
6. ELECTION OF CHAIR AND VICE-CHAIR
The honorary posts of Chair and Vice Chair will be for a maximum term of 3 years. The PWC Manager will solicit volunteers from members for these positions, and formal elections will take place at the beginning of the AGM. Ideally, and where feasible, the Board would like the position of Chair to be filled by a port authority representative. Where this is not possible, the PWC Manager will initially seek a volunteer from non-charity members. If a Chair or Vice Chair departs from their representing organisation between elections, they may continue in their roles independently until the subsequent AGM.
Role of Chair: Conduct the meeting following the guidance notes provided by the PWC Manager. Represent the PWC at events upon request by the MNWB, subject to availability.
Role of Vice Chair: Similarly, in the Chair’s absence, fulfil the duties outlined above.
The MNWB seeks input from local PWCs regarding any proposed capital or start-up projects specific to the port area. Examples of grant requests may include initiatives related to the establishment, closure, or significant renovation of seafarers’ or fishermen’s facilities within the region, such as seafarers’ centres, fishermen’s missions, and port welfare vehicles.
To facilitate this process, suitable applications must be forwarded to the PWC Manager at least 21 days before the upcoming meeting for agenda inclusion, allowing members ample time for review and feedback. The local member or their parent organisations’ representative should attend the PWC meeting where their application will be discussed, providing a brief overview of the proposal, and addressing any queries.
The committee’s recommendations or comments will be conveyed to the Board, which always considers PWC feedback in its decision-making. Additionally, the PWC will oversee the progress of each application and subsequent work until its completion.
When evaluating grant applications, PWC members should consider the following points:
- Whether the proposal will benefit the welfare of seafarers, fishermen and/or those domiciled in that area.
- Whether there may already be sufficient existing alternative welfare coverage provided either by the applicant or from another source.
- Whether there are any alternative suggestions or recommendations.
- Whether the members can make any suggestions to improve the project outlined within the application.
- If an application is unsuccessful, whether local seafarers’ welfare provision will be adversely affected.
PWCs are NOT empowered to approve or veto any grant application as the ultimate decision will lie with the Board.
01.08.2024