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2011 Seminar - Briefing on Rosters Croke Park Pay Agreement Inspectorate Report Health & Safety at Work The Organisation of Working Time Act Family Friendly.

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Presentation on theme: "2011 Seminar - Briefing on Rosters Croke Park Pay Agreement Inspectorate Report Health & Safety at Work The Organisation of Working Time Act Family Friendly."— Presentation transcript:

1 2011 Seminar - Briefing on Rosters Croke Park Pay Agreement Inspectorate Report Health & Safety at Work The Organisation of Working Time Act Family Friendly Work Practices Supply and Demand of resources

2 2011 Seminar - Briefing on Rosters Westmanstown Working Group Series of Meetings All Associations Involved ‘Westmanstown Roster’ Submitted Negotiations Start

3 Croke Park Agreement – Rosters Term of Reference All parties to this agreement will constructively engage for the purposes of developing in 2010 and to be piloted and implemented as soon as possible thereafter, a more effective Garda rostering system to more closely match the availability of staff with policing demands, while protecting the welfare of members

4 Working Group Principal Guidelines Maximise policing for the community. Comply with the Working Time Directive. Flexibility. Welfare of our members. No overall additional cost. Composition of the present sub group / working party. Matters relating to any proposed service wide roster change will continue to be a matter for negotiations between all the parties.

5 Management’s Stated Position at the Working Group Effective service underpinned by the Welfare of members. Agreement must have good will of all Agreed rosters must be piloted Issues raised by Dr Czeisler’s via Inspectorate Adjust inadequate breaks between shifts Examine requirement for seven consecutive nights; Explore start time of the early shift

6 AGSI’s Stated Position No loss of Pay / Allowances/ pension entitlements There must be a national model Any adjustments to Tours must be agreed at national level Must cater for required staffing levels including sick leave, annual leave and training as appropriate Must provide for the maximum possible numbers working per shift Must provide certainty for members so that they can organise their lives on a stable basis on call must be regarded as duty

7 ..AGSI’s Stated Position Must make provisions for briefing time; 14 days’ notice must be retained; Must be a Work / Life balance; Core/non-core times must be defined; Must be O.T. where necessary; Direction of shift rotation & frequency of shift change must be clear Must be provision for dispute resolution both locally and at National level;

8 Next Steps for Associations Negotiations Continue ICT Support Systems to be Implemented Pay must be Aligned at Killarney Working Time Agreement to be Completed Advice of AG Pilot Start Date Not Decided Yet Pilot Evaluation Criteria to be Agreed

9 Latest Update Management’s Position Work continues on WTA Legal Questions Outstanding Implementation Body Reports Ballot

10 How can harmful effects be minimized ? Avoid too many consecutive night shifts Avoid quick shift changeovers. Adequate rest post nights – More than one day Sufficient weekends off Morning shifts not before 7 a.m. Evening shifts to finish as early as possible.

11 ..How can harmful effects be minimized ? Commuting time a factor in rest periods between shifts. Regular and predictable schedules. Work should be child-care and family-friendly Free health care access for night workers. Work meetings and social programs for shift workers.

12 Management Research Findings All police services examined use Variable Shift Arrangements (VSA). All the police services address the circadian rhythm issue All police services examined use flexible start and finish times. Tours of duty can be changed up to midnight on the day before the duty

13 Staffordshire & Merseyside ‘Effectiveness’ is measured by response times only Both say they have become more cost efficient and reduced their requirement for overtime, Both use single person vehicles as the main plank of their initial response to calls for service.

14 Management Recommendations The Garda is a unique policing model - National Security, Immigration, Crime, Traffic and Public Order Policing Adopt a ‘Do-No-Harm’ approach to allocation and deployment of resources The Garda needs to develop or adopt a suitable flexible rostering arrangement

15 Management Roster Proposals In early February 2011, management circulated the following roster proposals as a starting position. AGSI immediately rejected the first proposal (country roster reversed) Country Roster ReversedWk MTWTFSSBreaks 24 Hrs 24 Hrs Week 1EE LLNN- Breaks72Hrs 24 Hrs 24 Hrs Week 2--EEL LN Breaks 48Hrs Week 3NN--EE E/L 24 Hrs 24 Hrs 72HrsWeek 4LL NN--- CORE TIMES FLEXIBLE TIMESE07:0015:00E108:0016:00 E209:0017:00E310:0018:00L15:00 23:00L114:0022:00L217:0001:00L3 18:0002:00N23:0007:00N121:0005:00 N2 20:0004:00N319:0003:00

16 2x2x2 Variable Shift Arrangement (VSA) 5 Unit Roster WkMT WTFSSBreaks 22 Hrs 22 Hrs Week 1EELL1 NN- Breaks 96 Hrs24 Hrs Week 2---E1EL2L1 Breaks22 Hrs 96 Hrs Week 3NN ----E122 Hrs 24 Hrs 96 Hrs Week 4ELLNN --25 Hrs20 HrsWeek 5 --E1E1L2L2NBreaks 96 Hrs Week 6N-- --EE1 Breaks23 Hrs24 Hrs 96 Hrs Week 7LLNN-- - Breaks 25 Hrs20 Hrs Week 8 -EE1L1L2NN 96 Hrs22 HrsWeek 9---- EEL120 Hrs96 HrsWeek 10 LNN---- The proposed working hours for this roster are: E07:0017:00E107:00 16:00L15:0023:00L115:00 01:00L217:00 03:00N23:0007:00

17 Proposal 1 - Variable Shift Arrangement 2x2x2 – 5 Unit Roster Covers a 10-week period. Members get paid a big cheque 5 times a year. Work more Sundays and Night Duty. The public perception of increasing wages in times of recession will be grossly negative and will be difficult to defend. There will be more management overhead in allocating resources. Requirement for resource allocation unit. If changing shifts and rest days are not handled correctly, there could be staff relations issues. 5 th Unit reduces number of supervisory ranks. An additional 41 Rest Days could be perceived as 8 weeks additional annual leave.

18 2x2x2 Variable Shift Arrange ment (VSA) 5 Unit Roster

19 Core/ Flexible Start Times ( Country Roster )

20 AGSI Observations on the 10 Week Roster Length of tours not given. E E1 not clear. L L1 L2 not specified. fear that L 1 and L 2 could be more akin to a night tour ? Nights appear to be a constant shift but hours are not given. Nights are very widespread. Many rest days are recovering from nights 7 x ‘rest’ days are a shift finish at 7 a.m- not rest days then

21 Proposal 2 - Reversal of Current Country Roster. This roster has also been circulated to Executive Members. 4 Units are used, start times 7 a.m., 3 p.m. and 11 p.m. No higher payments for unsocial working hours. Public perception not an issue. No additional costs. No requirement for resource allocation unit. Management of the system simple and straight forward.

22 Country Roster Reversed WkMTWTFSS Breaks 24 Hrs Week 1EELLNN- Breaks72Hrs 24 Hrs Week 2--EELLN Breaks 48Hrs Week 3NN--EEE/L 24 Hrs 72Hrs Week 4LLNN---

23 The proposed working hours within the 2x2x2 roster are :

24 Proposal 3 - Reversal of Current Country Roster / Flexible Start and Finish Times Four Units Core Start times 7a.m., 3 p.m. and 11 p.m plus flexi start times Flexibility to match demand with supply. Managed in advance of an ICT System. Minimum number must work core times and other members allocated to flexible times. Facilitates flexibility to better match policing demand with supply. Allows managers to roster maximum number for duty at peak hours and minimum numbers at off peak hours. No negative effect on circadian rhythm. Could result in financial savings associated with overtime. No requirement for resource allocation unit. No additional Rest Days or Extra Payment.

25 Garda Management-Only Working Group Work carried out by this group in advance of discussions with Associations Their report examined by AGSI and observations follow

26 Working Group Members A/C Feehan. A/C Keane. Chief Supt Leahy, D.M.R. Chief Supt. Finn, Cork City. Supt Keith Murray Professional Standards. Supt. Margaret Nugent, Change Management. Insp.Gerry Donnelly, Fitzgibbon Street. Insp. Jimmy Keane, Command / Control. Sgt. Jarlath Keogh, Store Street. Sgt. Annette Browne, Anglesea Street. Philip Clarke (Analyst) D.M.R.

27 Report Introduction (Pages 19 – 22). The group in preparing the report were mindful that any new rosters should: Match Policing demands of the community. Have due regard to health / safety needs. Comply with European Working Time directive. Provide sensible Work Life Balance for Gardai.

28 Report Identified Advantages Current Rosters in place since 1970’s served the organisation well. Provided a good level of service in matching Supply / Demand. Current Rosters easy to manage and plan. Previously identified there are approximately 300 different Rosters currently in existence.

29 Demand / Supply Fit ( Pages 23 – 78) Examined 15 Garda Districts and 4 Specialist Sections for Roster period ending 25 th July 2010. Included all types of duty that District members are employed on 51 Inspectors, 380 Sgt, 2351 Gardai working in the Districts. 50% employed on Regular Duty. 24-hour cover by Regular Shift. Rosters also complete by Specialist Section – 24 Inspectors, 112 Sgt., 226 Gardai. Same number of Gardai working the regular system over 24 hr. period results in a mismatch of Availability / Demand. Does not always provide sufficient flexibility to meet Demand for Services.

30 …Demand / Supply Fit System is Rigid when planning for major Events. Not possible to account for every activity that any Garda completes on daily basis. Court appearances source of Garda O/T. Investigations can often be done on a flexible basis if collecting C.C.T.V. footage, taking statements, etc when people home.

31 Using overtime as a means to meet demand for services Page 67 shows analysis of overtime in the 16 Districts for 2 Rosters. Court Attendance accounted for highest at 25%. Crime investigations, and special operations such as Anvil came next at 18%. Public Order issues resulted in 2,344 hours expended in 12 of the 16 Districts ( 4% ) By the introduction of a new Rostering System this would provide scope for significant savings in Public Order & Crime Prevention Cost

32 European Working Time Directive (Pages 79 – 87) Recommendations Roster arrangements to consider maximum working week of 48 hours including overtime and rest period of 11 hours between shifts in 24 hr. period. Recording of working time: Consideration should be given to how individuals record working time and how this could be improved to support supervisors to monitor working time. A key input to this will be confirmation from individuals of time spent on second jobs. Technology should be considered for recording and monitoring working time. Exceptions: Need to consider the circumstances under which we are exempt from the 2003 Directive i.e., Emergency Response, Surveillance and Public Order Teams and those at certain ranks. An Garda Síochána is currently excluded from the Organisation of working Time Act 1997 under national legislation. The updated 2003 Working Time Directive replaces previous versions of the Directive.

33 Health / Safety and Work Life Balance (Pages 88 – 95) Uses Inspectorate Report as basis for findings Three compelling reasons for urgent action Legal Developments. The need for greater flexibility in deployment. Health and well-being of individual Gardaí.

34 …Health / Safety and Work Life Balance (cont) Point 3 was addressed by Dr. Charles Czeliser : A break of 8 hours or less in between shifts is inadequate. Should be policy limiting consecutive work hours. Requirement to work 7 consecutive nights in each 4 week cycle is contrary to best practice & leads to chronic sleep deprivation, with its consequent effects on health and safety. Starting of the early shift 6 a.m. not acceptable Frequency of Shift Changes between early and late shifts occur twice as frequency as necessary.

35

36 Evaluation of potential rosters for An Garda Síochána (Pages 110 to 134). The Working Group were also conscious of a number of other matters Inadequate breaks between shifts. Requirement to work 7 consecutive nights. Start time of the early shift at 6 a.m. Direction of shift rotation. Frequency of Shift Change. Three Options Identified to deal with the problems…

37 Financial Implications of Rosters (Pages 130 – 131) 2x2x2 increase of 13.3%. Country Reverse Roster increase of 0.8%. Country Reverse Flexible (1) decrease –6.2%. Country Reverse Flexible (2) increase 5.6%. Country Reverse Flexible (3) increase 9.1%.

38 Recommendations. The four unit (Reverse of the Country Roster with flexible start and finishing times) is a variable shift arrangement (VSA) and should be considered in the context of addressing the issues identified and therefore the group are recommending the adoption of this shift pattern.

39 Findings and Recommendations (Pages 137 to 141) Variable Shift Arrangements (VSA) facilitate effective demand management especially for Friday and Saturday nights Such roster arrangements address critical health and safety issues associated with shift work and circadian rhythm Flexible roster arrangements can be achieved and maintained in advance of any ICT enabled HRIS being implemented. Flexible roster arrangements can be achieved within existing resources without any implications for current supervisory numbers. Flexible roster arrangements can be achieved and maintained without any increased costs to the Garda organisation or loss of earnings to individual members. Flexible rostering arrangements can conform to any potential requirements of the European Working Time Directive.

40 Recommendations. Consideration of the four unit (reverse of the country roster with flexible start and finishing times) – The four unit (reverse of the country roster with flexible start and finishing times) Variable Shift Arrangement should be considered in the context of addressing the issues identified.

41 Recommendations Implementation – pilot basis in one D.M.R. and one Country Division. Resource Management Capability – required at Regional level to support both the pilot and long-term implementation. Allocation of working time and rest periods – maximum working week of 48 hours, including overtime, and a rest period of 11 hours between shifts in a 24 hour period. Overtime – An Garda Síochána should differentiate between the two classes of overtime (ordinary & exceptional or emergency circumstances). Recording of working time – consideration should be given to how individuals record their working time and how this could be improved to support supervisors to monitor working time. The recording and monitoring of working time – rest periods and breaks using technology should be considered. Exceptions – An Garda Siochana need to consider the circumstances under which they are exempt from the 2003 Directive, for example, emergency response, surveillance and public order teams, and those at certain ranks

42 AGSI Rosters Group Notes The working group are conscious of the requirements for some further work in progressing these matters. Significant engagement with the various Representative Associations will be required to bring this work to a successful conclusion. It is important to note that as of this time NO DEFINITIVE ROSTER is on the table or agreed form any side and intensive discussions are due to take place over the coming weeks. There is a good co-operation between the Garda Associations in relation to Rostering When agreement is reached on proposed rosters, these rosters will be piloted in the D.M.R. and a Country Division.

43 Management & Associations Discussion Sessions Meetings at Westmanstown on 30 /31 st May and 1 st June, Next sessions on 15 th and 16 th June. Management’s research documentation makes reference to restructuring of court related activities by Gardaí as follows: “ It is evident that the most significant expenditure on overtime is court attendance. It accounts for 25% of the overtime analysed over the two roster periods and was consistently the highest driver in each roster period. Court attendance to a large extent is planned and predictable. With the introduction of Court Presenters in a number of areas the overtime exposure in this category is still high. The potential to reduce the 25% liability by the introduction of a new rostering system provides scope for significant savings. A further examination of the current court process across the country may be required which is beyond the remit of this working group.”

44 AGSI Favoured Roster Week 1 UnitMon.Tues.Wed.ThursFri.Sat.SunTotal wkly hours A NNNN RD 40 9pm-7am 10 hrs B LLL RD E (1) 46 1pm-11pm 7am-3pm 10 hrs 8 hrs C E(1) RD NNN 46 7am-3pm 9pm-7am 8 hrs 10 hrs DRD LLLL 40 1pm-11pm 10 hrs ERD E(2) E(1) RD 28 7am-5pm 7am-3pm 10 hrs 8 hrs

45 Over to YOU What aspects of Rostering have been missed or misunderstood Is there a glaring need to address any particular aspect of current Roster What would you DEFINITELY not like to see in new Roster What would you DEFINITELY have to have in a new Roster Etc etc etc …

46 Week 2 UnitMon.Tues.Wed.ThursFri.Sat.SunTotal wkly hours A LLL RD E(1) 46 1pm-11pm 7am-3pm 10 hrs 8 hrs B E(1) RD NNN 46 7am - 3pm 9pm-7am 8 hrs 10 hrs CRD LLLL 40 1pm-11pm 10 hrs DRD E(2) E(1) RD 28 7am-5pm 7am-3pm 10 hrs 8 hrs E NNNN RD 40 9pm-7am 10 hrs


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