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Review of New Garda Roster and Working Time Agreement Primary Research Findings – April 2014 Date: Friday 25 th April 2014 Location:Westmanstown Centre, Clonsilla
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Research Brief Recruitment and Selection Respondent Profile Findings › Impact of roster change › Temporary changes to roster times › Implementation of roster › WTA – Compensatory Rest Provisions › WTA – Compliance Weekly Rest Period › WTA – 48-hour Week › WTA – Holiday and Rest breaks › WTA – Raising issues › Roster Preferences › Suggestions for Improvements Concluding Observations Q & A
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Objective “ To provide a membership perspective and input into an evaluation of the new roster and working time agreement ” Methodology: Qualitative research via Focus Groups Greater depth of data Detailed insights Rigorous research principles and practice Independence – Impartiality - Confidentiality Data protection: Compliance with Data Protection Act 1988 & Amendment (2003) Collected for a Specific purpose Kept and Processed in accordance with the specified purpose Information housed in a Safe and Secure manner Information retained - adequate, relevant and not excessive Information kept for no longer than necessary
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Selection Selection process Independently managed by MCSB. Randomised selection of GRA Members Selection letters issued via GRA Outlined GRA & MCSB roles. Purpose of research Contact information Multiple criteria utilised Location Gender Roster Length of Service Family composition Formation of 6 representative groups – 1 for each Garda Region Recruitment Pre-Christmas Recruitment Timeframe: December 2013 Regions: 6 Members Selected: 360 RR:15.6% Post-Christmas Recruitment Timeframe:January 2014 Regions: 6 Members Selected: 720 RR:21.3% - Well attended - Approximately 14 participants attended each session - Representative groups of GRA members - Feedback received representing a range of viewpoints
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79 GRA Members : 51 28 Roster classification: Core……………………46.8% Non-core………………38.0% DDU……………………8.9% Other/ mixed…………..6.3% Years of Service: x ̄ 15.8yrs 5 – 9 years…………….24.1% 10 – 19 years………….46.8% 20 – 31 years………….29.1% Members with dependents: Yes…………………….72.2% No………………………27.8% Pre-school…………………50.9% Primary……………………..61.4% Secondary………………….33.3% GRA Members/ Attendees DistributionGRA Representatives Composition
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Family Friendliness Poor quality time at home Childcare difficulties Working more weekends Social Life Greater impact on social life Working more unsociable hours Sporting pursuits restricted Impact on core principles Predictability of time on/ off Smartphone application essential Confusion - Family/ Child carers Not as consistent Fatigue Varying levels of fatigue Positive & Negative elements Working more nights Commuting Start & finish times Rush-hour traffic Fatigue Start & Finish Times Sunday rosters Weekdays Vs. Weekends Volume of staff – Peak/ Non-peak
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Matching policing demands to staffing 5 th Unit concerns Overstretched resources Anomalies in staffing arrangements Too many/ too little staff at key times. Availability of Patrol cars/ Drivers Local arrangements to meet needs Supervisory Support Limited support Flexible roster hours for supervisors “work their own hours” 5 th Unit is stretching resources Ability to work effectively Difficulties in completing work Incident follow-up restricted Large time-gaps Limited overtime Public View – “Guards are not working” Safety Considerations Dedicated Drivers – fatigue concerns End of shift commuting Insufficient rest periods Staffing considerations
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“In the new roster temporary changes can be made to rostered shift starting times but require a minimum of 14 days’ notice except in the case of exceptional events (major unpredictable events) or by agreement with members” Observation of 14 days notice 14 days notice generally given Greater tendency not to occur in busier stations Not always for ‘major and predictable’ events Major sports and cultural events St. Patrick’s Day Payment of overtime Payment of Overtime – Mixed results Time in Lieu
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Compliance Rank & file guards (rigid application) Management (flexible application) Limited local arrangements Particular units/ divisions Agreements between members and supervisors/ managers Preferred roster Positive and negative aspects attributed to both Important to qualify these when discussing preferences Varying impact dependent on roster - Core/ Non-core/ Other
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Members level of familiarity with WTA Majority – Unfamiliar with WTA Minority – Reasonable understanding Very few – Au fait with WTA provisions WTA Training received via Garda Management Majority – No training from Management Minority – Received some training GRA – Key Source of training and advice (well received) Familiarity of Supervisors/ Managers with WTA “Very unfamiliar/ vague” knowledge Aware of WTA when suits Difficulties enforcing entitlements - Lack of understanding “The WTA is designed to give effect to the European Working Time Directive and sets the conditions for the rosters to operate.” Effectiveness of WTA in practice Awareness of WTA on Portal Phrasing/ Wording of document - Very confusing / ambiguous - Restricts understanding overall WTA – Positive Overall - Members positive about principles of WTA - Issues around understanding, (different interpretations a problem), enforcement and compliance.
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“ The WTA provides for a minimum 11-hour consecutive rest in 24 hours and failing that the provision of compensatory rest ”
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Compensatory rest provisions Overall compliance levels Varied Incidents of less than 11 hours rest Court Serious incidents Provision of rest period over following shift(s) Inconsistent Confusion surrounding its application Instigated by Staff more than Management Suggestions for improvement - Increase training - Simplify via scenarios 16-hour shifts Frequency of occurrence – quite rare Reasons “Poor planning on the part of management”
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Compliance Vs. Non-compliance High levels of compliance Potential reasons for non-compliance Recording of weekly rest periods Level of maintenance Record keeping and compliance could be greatly improved with an appropriate IT system Accessibility by members “ Members are entitled to not less than 59-hours uninterrupted rest in a 14-day period ”
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“ As required by the European Working Time Directive (EWTD) the WTA provides for a maximum average 48-hours working per week averaged over 6 months ” Effectiveness of this provision Limited sense of this in practice Re-evaluate over a shorter timeframe Compliance with provision Overall – Provision is being met Limited overtime available. “An objective of the GRA in relation to the 48- hour provision is that overtime should be more evenly allocated between members” Overtime distribution Little or no overtime available Not evenly dispersed Dependent on requirements Special incidents (Crime) Festivals/ Matches Groups Supervisors Special Units Limited OT for rank and file Gardaí
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Commentary Positive elements Four day rest period Holiday entitlements Negative elements Leave & required timeframes Applying/ Requesting Obtaining Organising Shift Swaps (due to overlap) Core issues Resource constraints Impact of 5 th Unit
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Commentary Freedom to raise issues Senior Vs. Junior Members Concerns in approaching management/ supervisors Insisting on entitlements Labelled – “troublemaker”, “not a team-player” Level of understanding of the WTA & provisions
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Roster Preferences - Positive and negative points of roster to be qualified - Some small improvements could make a big difference Start/ finish times Configuration of units Local discretion to suit policing needs of area Views on current core/non-core roster Shift Pattern: 2 Early / 2 Late / 2 Night - Day shift versus Late shift versus Night shift - Concern - late shifts more akin to night shifts 12 hour Shifts – Some calls, some contradictions - Calls from a minority, many had concerns (particularly those on core roster) that it wouldn’t be suitable for frontline policing
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Suggestions for Improvements Rosters Review start/ finish times Staff volumes – Peak/ off-peak 12-hour shift patterns (careful consideration required) Configuration of 4 units Vs 5 units (resource issue) WTA Overall satisfied with provisions, issues lie with awareness, understanding and enforcement Greater levels of training on WTA Management & Staff Simplify the language – aid understanding Clarify via examples of situations Consistency in terms of application of the provisions
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Compensatory Rest Restricted uptake Loss of allowances WTA Information requirement GRA Rep’s = Key source Require knowledge via CPD Role of Gardaí ‘Divisional resource’ Vs. ‘Local resource’ Movement between areas – poor knowledge of ‘local’ areas Causing difficulties Roster Difficulty identifying colleagues days on/ off Ability to liaise Follow-up with members of the public Restricted flexibility Shift swaps Leave Rigid system - “one size fits all” Feedback from Members New proposals/ Changes Ballot via Portal/ Email Pilot changes – agreed time period
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