The Garda Representative Association having signed up to the Croke Park Agreement acknowledges that our members will be further balloted in respect of the rostering element of the Agreement. 

In addition to the Croke Park Agreement the review of rostering in the Garda Organisation has been impacted by other issues such as

• The European Working Time Directive
• National and International Health and Safety Legislation
• Recent reports from Ms. Kathleen O’Toole of the Garda Siochana Inspectorate
• The Garda Inspectorate was mandated to carry out a review to ensure that the resources available to the Garda Siochana are used so as to achieve and maintain the highest levels of efficiency and effectiveness in its operation and administration as measured by reference to the best standards of comparable police services.

• An appetite for change amongst our membership the majority of who have less than 12 years service.  Many of those members live considerable distances from their place of work and must carry the financial burden associated with that position.

While the Garda Representative Association are cognisant of the need for change in any organisation we are simultaneously under pressure from our membership to minimise the negative impact of any such change and to ensure that the best possible arrangement is arrived at.  

Central to satisfying that expectation it is to ensure that current rest periods and the earning potential of our members (from rostered unsocial hours) are not diluted and that a realistic work-life balance is achieved.

The current rostering review brings unprecedented challenge to the Garda Representative Association particularly as same takes place at a time where there is unprecedented economic decline.   We are also inhibited by the particularly narrow timeframe within which we have to deliver outcome.

In order to ensure that this Association is best equipped to represent our membership on this most important of issues we have engaged external expertise to advise on all facets of rostering.   We have liaised with Mr Joseph Wallace, Adjunct Senior Lecturer at the University of Limerick and former head of Department Personnel and Employment Relations at the University of Limerick on research on the operating of shift working rosters.  The purpose of this research is to obtain empirical data on 24/7 shift rosters in a number of settings nationally and internationally. The research is focusing on rosters in existence in a number of settings and how these work in practice. The objectives of this research are as follows:

Objectives of the Research:

• To provide information that can be used as a barometer in assessing shift patterns in a range of analogue employments both nationally and internationally. 
• To establish the main shift system(s) in operation in other organisations and any variants.

• To identify the advantages of differing rosters from a multiple stake-holder perspective – employees, employer and the public.

• To document issues arising in the operation of shift systems.

• To examine issues resultant from changes in one shift roster system to another.

• To assist in the identifying of rosters that can be considered for implementation in An Garda Síochána.

The objective will be to provide both quantitative and qualitative information on rosters and their operation in practice which can inform the negotiations on changes to the shift rostering system. It is designed to enable this Association to engage fully in a problem solving approach to the design of new rosters to satisfy the best interests of our members prior to presenting any proposal.

Research in respect of this most important of topics in Ireland is limited.  The reports available only provide information on the type of shift systems in place and the payments in respect of same.   The reports available do not hone in on the practical operation of the shift systems or their advantage or disadvantage. 

International research does provide reliable information on the psychological and physiological effects of shift working. It also identifies more and less desirable rostering arrangements.  It is necessary, however, that international research be supplemented with on the ground Irish experience.   Research has shown that acceptability of shift rosters and worker satisfaction with same are key components in aiding a greater tolerance of shift work. 

Acceptability is in part determined by social conditions and expectations which have a cultural and industrial relations context. This obviously dictates the need to examine local Irish shift-rostering practices. It also illustrates the need to look at the operation of rosters in police services in other jurisdictions. This will constitute Phase two of the research where it is intended to examine police work in Scandinavia, the United Kingdom and other countries.

Progress to Date
The research and consultancy is being undertaken on a phased basis.

Phase 1
Phase one is currently ongoing.   It involves the construction of a set of case studies on 24/7 shift rosters pertaining in some six Irish organisations. The sites have been chosen to provide a broad spectrum of shifts pertaining in the private sector, public sector and semi state organisations. It incorporates service and manufacturing employments allowing for comparisons between same. The six organisations identified to date are:

Rusal Aughinish Alumina
This is a heavy process industry that operates a 12 hour four cycle 24/7 yearly roster working 365 days per annum. These rosters are highly structured and consistent across the plant. Rusal Aughinish was chosen because it is widely regarded as an exemplar of best-practice in the area of industrial relations. In the past it also had an 8 hour shift roster which it changed owing to same proving not to be fit for purpose.  In addition, it has seriously considered two alternative rosters as to their suitability.

Disability Care Organisation 
This organisation is a voluntary body operating under Sec. 39 of the Health Act 2007 receiving funding through the Health Services Executive (HSE). While the organisation is an independent employer it primarily works on the basis of public sector HSE pay scales and conditions. The organisation employs some 600 employees covering a wide geographical area embracing some urban settings but largely rural ones. Its remit is to provide services for people with learning disabilities and autism. It delivers residential, respite, day and community-based services. It operates a range of differing 4 cycle 24/7 shifts, including some that are only worked on some weeks due to financial constraints. In contrast to the Rusal Aughinish rosters, the 24/7 rosters in this organisation differ widely across the organisation. This makes it useful for providing information on variable and flexible rosters in a service setting.

A Private Sector Security Service
This is a world leader in private sector multinational security.  They have been chosen because of the security element of their organisation. Beyond the fact that they have 24/7 rosters further information is not yet available.

An ESB Control and Power Generation Centre
This is a semi-state organisation. It operates a mix of 12 hour and 8 hour 24/7 rosters in the one plant. This will enable a comparison of the two rosters types to be made.

The Prison Service
This case study looks at shift rosters in one of the 14 institutions in the Irish prison system.  The study will also look at variants across the institutions.

It is a useful analogue because of the parallels with police work. There are also differences however, excluding the transport of prisoners; prison work is largely conducted in a single place. It will also provide information on the operation of the annualised hours system in a prison setting.

Airport Police
The Airport Police operate under section 15 of the Air Navigation and Transport Act 1950 and are operated by the Dublin Airport Authority a semi-state organisation. The Airport Police have been chosen because they provide a police service in a different Irish setting.

Phase one will be complete with the submission of a written report which will also provide the following:

• Executive summary
• Information on shift systems operating generally in Ireland

• The case studies

• Preliminary commentary on the suitability or otherwise of identified shift systems arising from the above to the members of the Garda Representative Association

• Phase 2:

It is intended that this phase will be completed by mid-April 2011.  Phase 2 will involve the accumulation of data on the design of 24/7 shift systems in a number of police forces internationally. We will be liaising with a number of foreign police forces and their representative organisations in order to undertake a set of case studies. Contact has been made with Fafo - the Institute for Labour and Social Research in Norway who are facilitating the research.

A composite report on all the information emanating from the foregoing research will be presented for analysis and commentary to a Working Group under the auspices of the Garda Representative Association.  This group will be tasked with developing on behalf of the Association membership a roster proposal.  The proposal will endeavour to address all the necessary requirements under the Croke Park Agreement while simultaneously ensuring that cognisance be taken of issues including that of work-life balance which are of concern to our membership.  

The Working Group will comprise of:

• The General Secretary of the Garda Representative Association
• The President of the Garda Representative Association

• Members of the Strategy and Services Sub Committee of the Central Executive Committee of the Garda Representative Association

• Mr Joseph Wallace, Adjunct Senior Lecturer at the University of Limerick, (Expert on industrial relations negotiations)
• Dr. Andrew Coogan, Department of Psychology, NUI Maynooth, (International expert on various shift arrangements in the workplace)

• A legal expert to advise on the various aspects of the European Working Time Directive and other Health and Safety legislation 

• A financial expert to provide cost analysis in respect of any proposal

• A Human Resource/Change Management expert to advise on the implications of any proposed change.

It should be noted that each member of the Central Executive Committee has been asked to provide a resume on all rosters currently operating in their Divisions. They have been further asked to engage in consultation with their local committees and membership in order to identify the perceived shortcomings and/or benefits of existing arrangements. 

Central Executive Committee members have also been requested to submit possible alternative rostering arrangements that, while meeting the needs of their membership, will simultaneously comply with compulsory requirements of legislation.