Review of New Garda Roster and Working Time Agreement Primary Research Findings – April 2014 Date:...
Transcript of Review of New Garda Roster and Working Time Agreement Primary Research Findings – April 2014 Date:...
Review of New Garda Roster and
Working Time Agreement
Primary Research Findings – April 2014
Date: Friday 25th 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 : 51 28
Roster classification:Core……………………46.8%Non-core……………… 38.0%DDU……………………8.9%Other/ mixed…………..
6.3%
Years of Service: x̄, 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
5th 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”
5th 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 5th 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/ Email
Pilot changes – agreed time period