Proposals Overview Powerpoint Presentation Slides

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Proposal to move to 2 x 12 hour shifts
Rostering for Duty Project September 2008
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Presentation Aim

• To provide clear information regarding the
  business case for 2 x 12 hour shifts so that all
  colleagues can fully engage in watch focus group
  discussions and influence the development of the
  proposal to extend the duration of day shifts

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Presentation Objectives
By the end of the presentation colleagues will -

• have an understanding of why change is necessary
• have a broad understanding of Phase A and Phase B
  of the Rostering for Duty project
• have a clear understanding of the Business Case
  for 12 hour shifts
• feel confident to contribute views to watch focus
  group discussions and influence the development
  of a final proposal

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Background
External Pressures
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Background
Internal Pressures
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Background

• Corporate Plan 2006 2009
• Review the existing duty systems, including the
  start and finish times and implement any
  improvements necessary

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2008Rostering for DutyProject
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Project Team

• Steve Swarbrick Project Executive
• Steve Fletcher Project Manager / Research
• Steve Chu Communications
• Mick Mason TDC issues
• Donna Staples HR Issues
• Dave Cutting Legal Advice
• Martin Eccles Analysis and Verification
• Stewart Layhe Research / IRMP liaison
• Dick Hutton Initial Research
• FBU have an open invitation
• Others as required

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Project Aim

• Research and introduce a rostering system that
  maximizes our efficiency and effectiveness in
  responding to operational incidents, completing
  safety-critical training and carrying out
  community engagement work, whilst prioritising
  the work-life balance of our staff, employment
  laws and firefighters conditions of service.

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Project Objectives

• Increase the available time for operational staff
  to attend the Training Development Centre to
  undertake risk critical training and skills
  maintenance activities
• Increase the amount of time available for watch
  based staff to undertake community engagement
  activities at the most appropriate times of the
  day
• Ensure that shift arrangements comply with United
  Kingdom and European Law and Health and Safety at
  Work legislation
• Provide the means for the service to offer more
  opportunities for flexible working within the
  fire station environment e.g. job-share,
  part-time working, variable working patterns etc.
• Improve the service delivery capability and
  capacity through a sustainable improvement in the
  day-to-day operational crewing levels Achieving
  efficiency gains to support wider organisational
  capacity building as part of the overall service
  development programme and,
• Enable future flexibility to achieve a closer
  match between the resources provided and the
  varying risk profile between day-time and
  night-time periods.

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Project Plan Timeline
Now
Phase A
Shift Durations
Feasibility Study
Business Case
Communicate With Employees Rep Bodies
Use feedback to finalise proposals
Decision
Rostering for Duty Project
Phase B (Complex)
Rostering for Duty
Feasibility Study
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Phase A2 x 12 hour Shift Proposal
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Business Case

• The 2 x 12 hour shift proposal meets 5 of the
  6 Rostering for Duty project objectives i.e.
  1,2,3,4 and 6.

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Project Objectives

• Increase the available time for operational staff
  to attend the Training Development Centre to
  undertake risk critical training and skills
  maintenance activities
• Increase the amount of time available for watch
  based staff to undertake community engagement
  activities at the most appropriate times of the
  day
• Ensure that shift arrangements comply with United
  Kingdom and European Law and Health and Safety at
  Work legislation
• Provide the means for the service to offer more
  opportunities for flexible working within the
  fire station environment e.g. job-share,
  part-time working, variable working patterns etc.
• Improve the service delivery capability and
  capacity through a sustainable improvement in the
  day-to-day operational crewing levels Achieving
  efficiency gains to support wider organisational
  capacity building as part of the overall service
  development programme and,
• Enable future flexibility to achieve a closer
  match between the resources provided and the
  varying risk profile between day-time and
  night-time periods.

Phase A (12/12) does not hit this objective
However, Phase B (Alternative Rostering
Options) will
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Business Case

• Increased Training Capacity
• More time for watch based training
• Enable courses at TDC to start earlier and finish
  later
• 53 increase in Student / Instructor interaction
  time from 4.25 hours to 6.5 hours (conservative
  estimate)
• Utilise TDC based training facilities fully

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Business Case

• Watch Based Community Safety Training Capacity
• 0700 to 0900hrs - Low Activity Time changed to
  routine activities such as equipment checks etc.
• 1600 to 1900hrs Prime CFS time not
  interrupted by end of shift tasks, shift
  changeover and start of shift tasks
• 2100 to 0000hrs Low Activity Time converted to
  routine work such as appliance checks, standard
  tests, routine work and training. More momentum
  for productive activities up to start of rest
  period
• 3.5 hrs more productive time per appliance per
  day (conservative estimate).
• 22.5 hrs per appliance per week
• 49 working days per appliance per year.

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Business Case

• Legislation
• EU Working Time Regulations
• Must have 11 hours of uninterrupted rest in any
  24 hour period. (We currently only have 9 between
  night shifts)
• NJC Scheme of Conditions of Service
• Duty System should comply with the relevant
  United Kingdom and European law, including the
  Working Time Regulations 1998, and Health Safety
  and Welfare at Work Regulations

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Business Case

• Flexible Working Opportunities
• Same length of day and night shifts means much
  easier to develop flexible working options such
  as different combinations of day and night shifts
  to meet individual employee needs.

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Business Case

• Flexible Risk Based Approach to Fire/Emergency
  Cover
• Much easier to consider options for matching
  Emergency Cover to the Risk Profile when day and
  night shifts are of equal length.

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Commuting

• Likely that start and finish times will not be
  affected by rush hour traffic

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Are 2 x 12 hour shifts about saving money?
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Incident profile over the 24 hour period
Increased overtime costs
Decreased overtime costs
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Business Case

• No significant overtime savings
• 0700 to 1900 will save approx 375 per year
• 0800 to 2000 will cost approx 1785 per year
• However, limited costs would be justified by the
  significant improvements in Capacity for
  Training, Community Safety and the opportunities
  of more flexible arrangements for staffing and
  emergency cover

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Equality Impact Assessment

• Initial EIA complete
• Initial thoughts are that proposal could have
  some impact on -
• Parents / Carers
• People who follow routines for religious
  observance
• People with disabilities
• Data on above is now to be collected
• Full EIA to be completed when info collected in
  December

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Is the proposal in line with Conditions of
Service (Grey Book)?
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Extract from Section 4 Hours and Duty and Duty
Systems

• Duty systems will need to meet the requirements
  of the fire and rescue authoritys IRMP. Any
  proposed system should be discussed with the
  recognised trade unions and be based on the
  following principles -
• Average 42 hours per week
• 2 x 24hrs free from duty each week
• Should comply with European Law, including the
  Working Time Regulations and Health, Safety and
  Welfare Legislation
• Should have regard to special circumstances of
  individual employees and be family friendly

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Where can I get further information about the
proposal?
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Staff Information Pack Contains

• Information Sheet
• Questions and Answers
• Project Aims and Objectives
• Proposals Overview - PowerPoint Presentation
  Slides
• FBU Pay and Conditions Grey Book Sixth Edition,
  Section 4A (Hours of duty and duty systems
  extract)

• Chief Fire Officers Statement
• Fire Rescue Authority Report
• 12/12 Shift System Business Case
• Initial Equality Impact Assessment
• Employees Form Proposed New Shift System
  Support Request
• Change Briefing Note

These documents are also available on the intranet
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12 hour shifts will cause me significant problems
i.e. childcare. What can I do?

• Fill in the support request form which is on the
  intranet or contact a member of the Rostering
  for Duty Project Team directly.
• Individual difficulties will be dealt with on
  case by case basis

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Who can I speak to about the proposal?

• Any Watch Officer
• Any Station, Group or Area Manager
• Any Member of the Rostering for Duty Project
  Team

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What happens now?

• A lot of work still needs to be done before the
  proposal is finalised.
• SM and GM will facilitate a discussion with each
  watch to generate feedback of pros and cons
• Info needs to be collected from all employees
  regarding parental and childcare responsibilities
• Specific Info needs to be collected in order to
  complete a full Equality Impact Assessment.
• Individual employee concerns/difficulties need to
  be collected and analysed
• During December all the Feedback will be analysed
  enabling informed decisions to be made so that
  the proposal can be finalised.

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Review of Presentation Objectives
By the end of the presentation colleagues will -

• have an understanding of why change is necessary
• have a broad understanding of Phase A and Phase B
  of the Rostering for Duty project
• have a clear understanding of the Business Case
  for 12 hour shifts
• feel confident to contribute views to watch focus
  group discussions and influence the development
  of final proposal

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Watch Discussion

• The SM/GM will facilitate a discussion around the
  key topic areas, record the main points raised
  and return the feedback form to the Project Team
  immediately.
• Discussion Topics
• Initial Comments following presentation
• Safety Critical Training
• Community Safety Are we currently making best
  use of our working hours
• Start and Finish times
• What rest periods/rest facilities would be
  appropriate for a 12 hour shift
• Impact on work/life balance
• Overall feedback on 12/12 proposal following
  discussions