Guidelines for CWU Reps - Indoor Revision Activity using IWT

[Geezer]

Update on Delivery Issues 12th August 2011 – Advice for local CWU reps.



Welfare



The agreement states unequivocally that welfare forms part of the delivery span.

“The Delivery Span is defined as the time between the first and last letter inclusive of all related tasks such as replenishment, welfare etc.”



Royal Mail is reporting to CWU representatives that the inclusion of welfare on delivery has been resolved. This is not true.
A disagreement was raised in an area in the Sth East Division and it was agreed to take the disagreement away from the locality and deal with it at national level through the JWG’s dealing with measurement & performance. The intention was to build the welfare element into the outdoor part of delivery duties by including a relaxation/contingency allowance into Pegasus/Georoute thus removing any potential disagreements locally. However despite some assurances this proved not to be the case and it could not be moved on due to the intransigence of Royal mail managers. The welfare issue therefore remains unresolved.
We were previously led to believe that the outdoor element of all delivery duties was set at 100BSI which instigated our approach to deal with welfare through a relaxation/contingency allowance. Royal Mail then changed tack and stated that the outdoor element was based on actual observation so welfare was catered for. We disputed this and requested the dates and venues for when this was carried out – without our involvement – and all the study data associated with the observations. This has not been forthcoming. In our opinion they are attempting to mislead us.
In our opinion the statement contained in the BT 2010 agreement cannot be clearer and it is our intention to raise this nationally again and at the NDG to seek a resolution. In the interim any statement that this matter has been resolved is untrue.

BSI 100

The BSI issue is not as clear cut as it may seem. For one we are not able to quote anything from the BT 2010 agreement simply because there is no reference to BSI anywhere in that agreement. The reason for this is because during the national negotiations we were told that Royal Mail no longer used BSI as a measure of performance. The absence of any reference to BSI is clear proof that we have not agreed BSI 100 if we had it would be in the agreement.
However it is not BSI that is the real problem it is the level of performance or EP as it is referred to that creates the problems.

All Planning Values used by Royal Mail are set at 100BSI. In certain circumstances they are then down dialled in terms of performance which was the case in the RRP agreement, which was about 1986/7. This was down dialled to a performance level of 85 and remained in place until the PBS agreement reset the performance figure in Mail Centres to 75 and to the best of our knowledge this figure has remained in MC's for determining workload.

The PBS agreement set a performance figure of 90 for delivery offices rising to 95 over a period of time. This was determined by the Delivery Productivity Measurement System (DPMS). When Royal Mail scrapped DPMS delivery did not have a measurement system until the Indoor Workload Tool (IWT). DPMS gave an overall performance figure for indoor and outdoor. An overall performance figure for indoor and outdoor cannot now be established because IWT determines indoor workload and Pegasus now determines the outdoor workload. Also Pegasus is based on observations and not BSI. In the first instance the difference between MC’s and Delivery Offices was mainly due to the fact that there was not work available all the time in MC’s to maintain a performance level of 100; at times people slowed down whilst waiting for work to be put in front of them. In delivery they maintain that this is not the case and that there is no reason why people should not be gainfully employed all the time, in other words have work available all the time. This is the main reason for the difference as stated by Royal Mail; it was also their position that delivery employees made time on the street and as a consequence gained their relaxation allowance in this way. Meaning that if the performance was levelled out over the full duty, including the inactive time (which would depend on when you finished your delivery) then the performance level would have been reduced to similar levels as a MC. However this argument does not hold water any longer as the delivery routes are now optimised removing the likelihood of making time on the street.

It should also be noted that we have never said that 100 BSI cannot be achieved as quite clearly it can. The argument centres around can it be maintained for a full shift or consistently over the period of the duty. Most people achieve levels of 100BSI everyday; it all depends on how long.

We have consistently made the point that MC employees are being treated differently to DO employees, especially now that delivery routes are optimised, and we are continuing to make that point and try and address them through the tools used in delivery. We still contend the principle that they will not accept, that working at 100 BSI is normally associated with a bonus scheme.

In essence the level of BSI is the same everywhere it is the level of performance that differs. If you are not comfortable or satisfied that the levels of improvement being proposed are too high or not achievable in your revision then go to disagreement.

See Annex A and read in conjunction with this document.


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Annex A


Guidelines for CWU Representatives undertaking indoor revision Activity using the IWT


These guidelines have been produced as a result of the experiences representatives are having in the planning of the indoor element of revisions, and deployed revisions that have not worked as a result of bad planning and over ambitious performance targets and model weeks.
Firstly the union has never signed up to indoor duties being planned at 100 BSI. We recognise that RM will run the IWT at 100 to determine the optimal performance for a unit based on the model traffic and hours at that time. This does not mean your duties are then constructed on 100 performances.
As far as the issue of Productivity is concerned the process is generic within the National Agreement. The relevant paragraph is reproduced below;

Productivity

In common with all companies productivity is and will continue to be a feature of working life. Royal Mail and the CWU aspire to the company being an efficient and effective world class business with engaged and motivated staff. To achieve this it is essential that systems and processes are in place to help staff be as productive as possible.
There are a range of performance levels in Royal Mail across the country. Both parties recognise the need to fully understand the reasons why and take action to narrow this broad range.
Both parties accept that to underpin this action, employees, managers and union representatives need to fully appreciate the context in which the business operates and the challenges we face. In addition it is essential that measurement systems are fair, objective, equitable, fully understood and benchmarked on a like-for-like basis.
In line with the above-mentioned approach, we want to bring everybody’s actual performance up to the level of the top 10 per cent performance consistent with good employment policy, appropriate equipment, safe working practices and consistent with national agreements. This will be achieved over the course of this agreement in line with any relevant functional sections in this agreement.

As you can see from the above there is no commitment to reach the top 10% on the basis of achieving 100 BSI. Plus the CWU had no input into the measure used to establish the top 10%. In fact the measure used “Weighted Traffic against Gross Work Hours” has no relationship to the workloads used for duty construction.

The above is an outline of the current position below is the
Guidance for Indoor Revision activity using the IWT, and concentrating on the two main areas that generate workload


Model Week

In the main RM are either using weeks 11-17 and 41-44. They are also looking at recent traffic and reducing the model week further if they believe traffic has declined. Adhering rigidly to this approach has resulted in revisions being introduced with insufficient duty time as the extra work above the model week cannot be covered and service failures are common. The model week for duty construction should be based on the number of staff that are prepared to perform overtime on a regular basis in weeks that you flex up. So for example;
Using RM’s proposed model week as a starting point which could be weeks 11-17 in the main;
Establish what your traffic is each week over the last 12 months taking out Xmas and B/H weeks. This leaves you about 44 weeks. If your model week is below 30 of these weeks (31.8%) then you are going to struggle in covering the work when flexing up in the other weeks if staff do not want the overtime.
Based on the above, model weeks should be set at between 40% -65% of the previous 12 months reported weekly traffic. The lower end means more flexing up and overtime, the higher more robust duty structure and absorption opportunities. So if your model week is below 22 of the 44 then it would be 50% of the year.

Performance – BSI Inward sort and Prep

The following is an extract from Royal Mail’s planning guidance to managers;

“The target performance for all revisions is a minimum of 100 BS.
It is recognised that some units currently work in excess of 100BS for at least part of their operation whilst other units with low performance will not be able to move to 100BS in a single revision step.
If a target other than 100 is required for this revision the locally agreed target should be input here”

As you can see from the above even though we have not agreed 100 they still recognise that it cannot be achieved in one step and that a target should be agreed locally.

Below is a guide on what target performance increases we think are reasonable for you to agree to in the indoor part of your revision.


These performance improvements should be applied separately to your current reported IWT inward sorting and preparation figures.

1. Offices with inward or prep performances below 75 a five point minimum improvement in year 1 and a five point improvement in year 2.
2. Offices with inward or prep performances above 75 a five point improvement in year 1 and a four point improvement in year 2.
3. Offices with inward or prep performances above 80 a four point improvement in year 1 and a four point improvement in year 2.
4. Offices with inward or prep performances above 85 a three point improvement in year 1 and a two point improvement in year 2.
5. Offices with inward or prep performances above 90 a two point improvement in year 1 and a two point improvement in year 2.
6. Any improvement targets for year three and beyond will be set after a review has taken place no later than three months before the end of the two year period.

Example

CURRENT PERFORMANCE

............................. Mon Tue Wed Thu Fri Sat Week
Inward Performance...... 47.5 58.3 67.6 65.3 67.3 55.6 60.5
Prep Performance........ 80.6 94.7 93.3 93.6 90.7 106. 592.8
Indoor Performance...... 69.2 82.2 84.5 83.9 82.8 87.1 81.5

Looking at the table above you would set your inward sort at 65.5 for year 1 and 70.5 for year 2, and your prep at 94.8 in year 1 and 96.8 in year two. Inputting these figures into your summary page of the IWT it will then set your workload and saving target for the indoor part of your revision. This represents an 8.3% improvement on inward and 2.2% improvement on prep in year one.

[spen]

can some1 read it n let us know wtf its on about

[fishtank]

can some1 read it n let us know wtf its on about

[pop it in pete]

Would be great to get an LBT to this effect. Cause ive been making this arguement for weeks with no joy. Come on Mr Gibson lets be aving yer.

[Geezer]

This is from GIBSON

It was sent out from his office !

[pop it in pete]

The downloads dont say that and its not attached to an LTB. Is it??

[Geezer]

The downloads dont say that and its not attached to an LTB. Is it??

Nice to be TRUSTED

Capture.JPG

This is the EMail i received with the 2 attachments above !

[Danelectro]

..you say tomato i say tomahto,potato,potahto,tomato,tomahto,lets call the whole thing off.

[POSTMAN]

“The Delivery Span is defined as the time between the first and last letter inclusive of all related tasks such as replenishment, welfare etc.”

Ok fick POSTMAN alert,when they say welfare,do they mean meal break,or part of it ect?

[gerardy]

I thought welfare meant our meal breaks and any toiletry needs we may have - hopefully someone can confirm or deny

[TrueBlueTerrier]

I am guessing its the time taken to both relieve yourself, and to have drinks and snacks on the outdoor part. By snack, I mean a choccy bar not a 3 course meal of course. It could also mean customer interaction when they ask work related questions (something that happens to me nearly every day),

[keithposty]

may i ask why that ltb has been posted on an open forum

it states that it is not to be put on any notice board

i include a forum as a notice board

[fishtank]

may i ask why that ltb has been posted on an open forum

it states that it is not to be put on any notice board

i include a forum as a notice board

Any rep who didn't put this information on the notice board would be failing his/her members.
If Bob doesn't realise that perhaps he needs a reality check.
It's the Union's stated position so it shouldn't be a secret from management....should it?
Or are we saying one thing to the members and another to management?

[Geezer]

keithposty

In all Honesty, my loyalty is with the members, they trusted me to represent them and if HQ or anyone else send me stuff that i believe the members have a right to know then i will post it.
If people have a problem with this so be it, The union is not meant to be some kind of secret club, where Reps know what's going on but the members don't.
If your a member then in my humble opinion you have every right to know everything that's happening END OF. I'm not some patsy for HQ my Loyalty is for the people i work with and those around the country,
then my Branch and Finally HQ. Remember there is no CWU without US and as such we all have a right to be kept Informed of everything that's going on.

[clashcityrocker]

Is there any explanation as to why it shouldn't be displayed on noticeboards?
How do you share the information with your members without also sharing it with the one who will run back and tell management everything? (Or is that just my DO?)