Review of New Garda Roster and Working Time Agreement Primary Research Findings – April 2014 Date: Friday 25 th April 2014 Location:Westmanstown Centre, Clonsilla

 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

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

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

79 GRA Members : 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

 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

 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

“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

 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

 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.

“ The WTA provides for a minimum 11-hour consecutive rest in 24 hours and failing that the provision of compensatory rest ”

 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”

 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 ”

“ 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

 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

 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

 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

 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

 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/  Pilot changes – agreed time period