FREEDOM of INFORMATION REQUEST Ref. RJ25/09 RESPONSE TABLE

FREEDOM OF INFORMATION REQUEST Ref. RJ25/09 RESPONSE TABLE

REQUEST

RESPONSE

ADDITIONAL INFORMATION

Appendix 1

Recommendations of the Shift Review 1997

Attempts to rationalise previous shift systems have faltered for a variety of reasons. Any subsequent shift arrangements may suffer the same fate, unless all of the following form key parts of the implementation process:

1. A new post of Area ‘Resource Manager’ (RM).
2. That training in resource allocation and work scheduling methods be made available, in the first instance, to Resource Managers.
3. Adequate training for first line managers in shift management.
4. The shift arrangements for Enquiry Office Support Staff remain at the discretion of the Area Commanders and the responsibility of the RM - in the absence of a block Sergeant.
5. Areas provide a ‘Patrol Plan’ covering vehicle staffing and deployment, foot patrols and overlap duties - all defined in accordance with Area Plans and local demands, including cover for refreshment breaks and other abstractions
6. Inclusion of Shift System monitoring as part of Planning Process and as a Performance Indicator.
7. The study of available computerised staff management systems, which allow day-to-day planning, future forecasting and historical analysis of operational staff deployment and abstractions - with a view to early implementation.
8. The introduction of IT systems by which accurate analyses of demand, supply and response times may be made available.
9. Communication and marketing of resource management issues to entire workforce.
10. Proven ‘top down’ commitment to the issue of resource management.
11. Recognition of peaks in operational demand when abstractions are being considered (e.g. training days on Fridays, the granting of RDL’s etc).
12. The provision of a process to ensure structured and measured implementation
13. That an advice booklet be produced and made available to those working shifts
14. That a revised, unambiguous, Variable Shift Agreement be negotiated which takes into account operational needs, balanced with the needs of the workforce, incorporating particular attention to demand, Officer safety and cover for abstraction.
15. The maintenance of a Corporate Rest Day System within Merseyside Police

Appendix 2

Original Roster for Response pre-Shift Review

Post-Shift Review “Core” Roster

Rest Day

Please note: These rosters are only examples of what is worked. The Variable Shift Agreement means that although Rest Days and the type of shifts are the same, start and finish times change according to local demand. Therefore, care should be taken when interpreting these tables, as local conditions will require large variations.
Post-consultation Roster (the original roster introduced in January 1999 was changed in September 1999 following consultation, as the lates that finished into a weekend off were seen as creating a work/life balance problem. Advice was sought from Leeds University and, as the psychological effects of allowing staff some control offset the physiological effects of an anti-circadian roster, it was agreed to switch the last two weeks about).

Rest Day

Appendix 3

Current rosters for Response and Roads Policing are generally based on the five-block Variable Shift Agreement style shift. However, each Basic Command Unit and part of Roads Policing have differences, therefore only a generic response to the specific question is possible. It should be noted that Merseyside Police currently have in excess of 7500 shift patterns in use or on record, all of which are healthy, legal and match resources to demand.

N = Night L = Late EP = Evening Patrol D = Day R = Rest Day

Current Neighbourhood Rosters are again subject to variations locally based on staff numbers and local variations in demand. However, the bulk of Neighbourhood Teams are made up of Police Community Support Officer’s who work a variation of the following, due to the costs of employing them on more anti-social shifts:

R = Rest Day L = Late D = Day

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