Agreed Approch Delivery Office Revisions

[pilchard]

Agreed Approach Delivery Office Revisions
1. Background
This agreed approach describes how we will successfully introduce Delivery Revisions in Royal Mail as we respond to workload changes following the Agenda for Growth agreement. Both Royal Mail and the CWU are committed to this process to ensure the successful deployment of all aspects of the delivery revision nationally to ensure a fair and manageable workload.

This document will be reviewed jointly and updated as necessary as more experience is captured from the new 6 phase process.
2. Aims
To deploy a revision into a delivery office which is owned throughout the full 6 phase process by the Unit Manager, Unit CWU Representative supported by a revisions manager which achieves the following aims and objectives:-

Improves Health, Safety and the working environment
Maintains our Universal Service Obligation of delivery to every address 6 days a week Monday to Saturday
Balances workload across duty holders in a fair and manageable way
Improved efficiency which will help retain existing customers and provide opportunities to win new business
Supports achievement of Customer and Regulators requirements
Addresses the people’s concerns of all those affected in the offices involved
To ensure the best possible alignment of resources to workload
To respond to changes in workload experienced within the unit
Full compliance to all Delivery Methods
3. Target Timescales/Deployment
The 6 phase process provides a framework for the deployment of a revision. It is anticipated that once the first phase is completed the average time for the average unit undertaking both an indoor and outdoor revision will be approximately 12 weeks as detailed in Annex 1. As part of the revisions process a jointly conducted review will take place between the local manager and local representative to determine whether an Indoor; or Outdoor, or both the Indoor and Outdoor elements of the unit need to be changed.

The start point for a revision will be the launch meeting between the revisions manager, Unit Manager and CWU Rep and completion will be the phase 6 review meeting between the same parties on the PIR.

A key principle of the new revisions process is that business systems are maintained within the Business As Usual environment and therefore data needs validating rather than updating at the start of the revision process.
4. Success Criteria
The successful deployment of the new revision process will be dependent on:
Ø The focus of the Unit Manager, CWU Rep and Revisions Manager for the full duration of the 6 phase process; with appropriate release time for all parties as required. Learning from previous revisions has shown that this is critical for their success.
Ø The training of the appointed people as required by the revisions process.
Ø It is critical that the traffic data is accurately captured between the Mail Centre and Delivery unit to ensure successful revisions.
Ø The full engagement of operational colleagues throughout the revisions process.
Ø The true alignment of hours to workload within the unit.
Ø The full use of the PIR process including resolution of teething problems in the early days of a revision.
Ø All mails maintaining/improving quality of service.
Ø The agreed staffing arrangements are in place and robust.
Ø Maintaining base data systems on a permanent basis with the unit ensuring the local CWU representative is fully involved in that process; the appropriate release time will be given to ensure this happens.
5. Joint Involvement
The Unit CWU representative; or their nominated individual will be fully involved in all aspects of the revision from launch, through deployment and monitoring of the revision. The appropriate levels of facility time/Union leave will be provided to support the working together principles outlined in the Agenda for Growth agreement to negate all points of disagreement. Local parties need to work together closely to find agreement and the IR framework should only be used as a last resort.

Royal Mail and the CWU are committed to ensure the relevant training is undertaken at the right time to ensure a successful revision. Joint Training will be based on the outputs of a skills analysis undertaken in Phase 1. This will determine the level of training the Unit Manager and Unit representative will require. A number of bite size modules will be developed that cover the following activities and the Unit Manager and Unit representative will confirm the training as completed as part of a review of each phase.

Ø In advance of Phase 1 – Revisions Process, Simulator, Unit Readiness Check, Attendance call count, Call Rate, Mapping Verification
Ø Phase 1 – Model Week, Indoor Workload Tool,
Ø Phase 2 – GeoRoute, Manual Interventions (MIRA)
Ø Phase 3 – Duty Builder, Flightpath
Ø Phase 5 – Post Implementation Review.

At Phase 4 there will be a meeting between the Unit Manager, Unit Rep, DSM, Area Rep, Delivery Director and Divisional Rep to ensure the principles of this approach has been followed. A signed off Model Agreement along with a standard presentation is required (see Annex 4). Any issues arising from this will be escalated through the normal IR framework.

6. Training/Health and Safety
Both parties will ensure prior to going live:
Ø The appropriate training is provided for all employees.
Ø All health and safety risk assessments will be carried out including where necessary preliminary hazard sheets.
Ø Walk Risk Assessments will be undertaken at the appropriate time within the revisions process
Ø Appropriate adjustments will be made for those registered under the DDA (Equality Act 2010).
7. Employee Impact
To assist/address the employees’ concerns the deployment plan will ensure:
Ø All employees are kept up to date on a regular basis with the relevant information on the introduction of the revision
Ø That duty arrangements have been discussed and agreed prior to the revision being deployed.
Ø Unforeseen employee concerns are resolved quickly by regular monitoring and review of the deployment arrangements.
8. Monitoring and Review
The planning, introduction and operation of the changes concerning the revision will be jointly monitored at appropriate regional, area and unit levels.

In addition Joint National Reviews will be held on a regular basis as required and a minimum of every 3 months to confirm the aims of the new 6 phase process are being met.
9. Data Supply
As part of the revisions process the following data will be collected and shared jointly at all levels. These will be formalised in the model agreement

Ø Duty Design Schedule
Ø Duty Structure Deployed
Ø Efficiency Levels Agreed

Annex 1 – The Revisions Process
The role of the revisions manager will be to support the Unit Manager and the Unit CWU Rep through the revision. They will be accountable for ensuring the full elements of the revision are undertaken in a timely fashion within the unit. Their key responsibility will be to coach the Unit Manager and Unit Rep in the revisions process summarised below.

The Revision will be made up of 18 work packages broken down into 6 phases. A work package provides a summary of the tasks that need to be undertaken at that stage of the project lifecycle. The revisions manager will support the unit manager and unit CWU rep on which tasks need to be undertaken within a unit. Additionally the Revisions Manager will support the Unit Manager and CWU rep on the inputs and outputs of the various tools used throughout the process. Specialists in the tools can assist the revisions team at any stage of the process.

The 6 phases are defined as:-

Project Start up –[1]
Base Data Review – 2 weeks
Planning – 3 weeks
Duty Structure Build - 4 weeks
Deployment 1 week (+ phasing dependent)
PIR – 4-8 weeks post deployment of the last phase

All 6 phases are of equal value and weight. A revision is not considered completed until the PIR phase is completed. The timings above are approximate and are based on an average unit and will vary locally.

Throughout the revisions process the following core assumptions will be applied:

That after each phase concurrence is reached and signed off between the unit manager and unit rep; supported by the revisions manager to progress to the next phase

That joint training is received by the unit manager and unit rep in the preceding phase
At Phase 2 the efficiency level will be agreed between the unit manager and unit rep and this will be maintained through this process in line with current national agreements
That all previous joint statements and national agreements are adhered to as part of the revisions process

It is understood a CWU members meeting will take place prior to ratification of the revision at phase 4

Annex 2 – The Work packages
The following details the Business as Usual Delivery Revision Six Phases and the eighteen Work Packages included within the six Phases. They have been created to bring simplicity to the Business as Usual Activity.
`

Phase 1 - Project Start Up
· Project Start Up
· Unit Readiness
· Current TM1
· Joint Sign Off Local Manager and Local Representative
· Revision Verification
Start the Project / Delivery Revision and complete checks of basedata
· UR
· Pegasus Base data
· Mini Duty Builder
· Alignment to RCS & IWT
· Mapping Verification

Phase 2 - Base Data Review
· Model Week
· Phase 2 Planning Review
· Joint Sign Off Local Manager and Local Representative
Checks completed to ensure that the revision is feasible / opportunity is available and concurrence that basedata is correct
· ACST
· Model Week Work Aid












Phase 3 - Planning
· Outdoor Design Review
· Indoor Design Review
· Equipment Requirement
· Joint Sign Off Local Manager and Local Representative
Planning of Outdoor and Indoor changes together with any equipment requirements
· Frame Calculator
· GeoRoute
· MIRA


Phase 4 - Duty Structure
· Duty Design
· Safety and Yard Review
· Headcount Management
· Post Planning Review
· Post Planning Sign Off
· Joint Sign Off Local Manager and Local Representative
Duty design to update current Duty sets as well as a review of safety and manpower planning. Planning Reviewed and Assured ready for revision deployment
Duty Builder
IWT

Phase 5 - Deployment
· Pre Deployment
· Deployment
· Joint Sign Off Local Manager and Local Representative
Deployment planning to implement the assured revision


Phase 6 - PIR
· PIR
· Joint Sign Off Local Manager and Local Representative
Monitoring of the deployed revision and project closure.
Ensuring completion of the daily monitor
Maintenance of Base Data systems





Phase 1 – Project Start Up
1. Project Start Up
In the Project Start Up work package you will be starting the BAU ACP, starting with the Unit Readiness Check and holding the Start Up meeting where you will complete the Terms of Reference, Roles and Responsibilities; consider duty structures (duty menu of options) and complete other Project Governance tasks.
2. Unit Readiness
In the Unit Readiness work package you will be completing tasks to understand the current state of the unit as well as completing Walk Reviews, and Traffic Arrival checks and patterns.
3. Mapping Verification
In the Mapping Verification work package you will be completing the Basedata Check, creating current A-plus walks in GeoRoute, calculating the current span and undertaking 1-1 conversations with the staff.
4. Revision Verification
In the Revision Verification work package you will be reviewing the unit layout against the last agreed layout and completing the Unit Readiness Check and completing Attendance Call counts.

Phase 2 – Base Data Review
5. Model Week
In the Model Week work package you will be completing the Model Week document and gaining sign off (including agreement on BSI)
6. Phase 2 Planning Review
In the Phase 2 Planning Review work package you will be completing a review of safety, understanding the Opportunity, gaining Assurance and clarify the revision type going forward.

Phase 3 – Planning
7. Outdoor Design Review
In the Outdoor Design Review work package you will be completing planning tasks to creating planned routes in GeoRoute and Batch Plans
8. Indoor Design Review
In the Indoor Design Review work package you will be completing planning tasks to adjust the Indoor Unit Layout (if required)
9. Indoor and Outdoor Equipment Requirement
In the Indoor and Outdoor Equipment Requirement work package you will be completing tasks to remove unrequired equipment, order new equipment (if required) as well as completing MIRA.




Phase 4 – Duty Structure Build
10. Duty Design
In the Duty Design work package you will complete Duty Builder (including an HCT support plan)

11.Safety and Yard Review
In the Safety and Yard Review work package you will be completing tasks to create a dock loading plan, ensuring all safety documentation is up to date (including a Yard Review) and gaining a Collections concurrence. WRAP will also start to be updated.
12.Headcount Management (Manpower Plan Agreed–TM1 and MTSF)
In the Headcount Management work package you will be updating the units Manpower Plan and complete the Flightpath document
13.Post Planning Review
In the Post Planning Review work package you will be finalising any outstanding safety and quality issues to ensure the successful revision
14.Post Planning Phase Sign Off
In the Post Planning Phase Sign Off work package you will gain agreement and the final sign off that the revision is good to deploy.

Phase 5 – Pre Deployment
15.Pre Deployment
In the Pre Deployment work package you will complete tasks to ready the unit for the planned changes and deployment of the revision including duty roster, batch workplan, planning Romec resource, and creating signing on sheets and payroll changes and ensuring all appropriate training has been given.

16.Deployment
In the Deployment work package you will complete the planned changes and deploy the DeliveryRevision (indoor and outdoor changes)

Phase 6 – PIR
17.PIR
In the PIR work package you will complete tasks to monitor the deployed revision and updatevarious paperwork / systems to reflect the deployed changes (including Safety, IWT, DOBI)

18.PIR Sign Off
In the PIR Sign Off work package you will gain the final concurrence that the Delivery Revision has met the requirements of the Terms of Reference, complete the closure of the project finalise the PIR.


Annex 3 – Revisions Checklist

Based on the Good Practice of the BT2010 agreement and deployment of the new delivery methods the revisions checklist has been updated to reflect the new process. This is to be used as a sense check for the completion of each phase of the process.



Annex 4 – Model Agreement

The following model agreement is to be produced for all revisions going forward.


Change Control


Status
Final for Release

Version
4

Owners
Richard Moor RM + Bob Gibson CWU

Authors
Mick Kavanagh; Barry Jennings, Billy Pearce, Lisa Walton, Richard Moor

Release Date
TBC

Document Privacy
National Release.

Documentation History

Version
1
2
3
4




Status
DRAFT
DRAFT
DRAFT
DRAFT




Release Date
NO
NO
NO
YES




Effective From
Apr 14
May 14
June 14
Sept 14




Document Change History

Issue / Version
Summary of Change

0.1
Initial Draft Approach

0.2
Updated version from RGM issued to CWU

0.3
Updated version with comments from Barry Jennings.

0.4
Updated with pictorial on Work Packages

0.5
Updated with feedback from Mick Kavanagh and Barry Jennings received 22/05/14

0.7
Updated with Barry Jennings and Billy Pearce feedback.

0.8
Updated with Barry Jennings and Billy Pearce feedback.

0.9
Updated with Barry Jennings for IDP on 27th June

0.10
Updated following IDP.

0.11
Minor Tweak Richard Moor

1
First release ready for PEC / OLF

2
Updated release ready for PEC

3
Updated release ready for PEC correction included

4
Final integrated version ready for release.

[houseoflords]

Makes no sense to me, confused.com made an easy job hard.

[Alfreton]

Where’s the mention of repick? What order is that done? Before PIR? After PIR?

[Navalron]

They really do make a easy job very difficult. This is just smoke and mirrors to try and justify all these new and existing managers that RM REALLY don't need. All an office needs is the posture ( one for each walk) the RLO and dom plus one lino, maybe 2 in a big office, 100 walks and over. There's no need for dsm, delivery directors, reorganizing managers and the rest who sit about thinking up the next head f..k to make the job a lot harder than it needs to be. There all on good money and the shareholders should get to know exactly how much is getting paid out to none contributing fuds.

[fishtank]

Where’s the mention of repick? What order is that done? Before PIR? After PIR?

The repick should always be completed before implementation otherwise you're going to have two separate PIR processes, there's absolutely no point in implementing a revision just to play musical chairs a couple of weeks later. No manager could possibly justify that kind of unwarranted upheaval twice. If your manager won't agree to the repick first then stop the process and ask for a meeting with the operations manager, call their bluff and see how they can explain the cost of two PIR processes to their boss.

[BELIAL]

Agreed Approach Delivery Office Revisions
1. Background
This agreed approach describes how we will successfully introduce Delivery Revisions in Royal Mail as we respond to workload changes following the Agenda for Growth agreement. Both Royal Mail and the CWU are committed to this process to ensure the successful deployment of all aspects of the delivery revision nationally to ensure a fair and manageable workload.

This document will be reviewed jointly and updated as necessary as more experience is captured from the new 6 phase process.
2. Aims
To deploy a revision into a delivery office which is owned throughout the full 6 phase process by the Unit Manager, Unit CWU Representative supported by a revisions manager which achieves the following aims and objectives:-

Improves Health, Safety and the working environment
Maintains our Universal Service Obligation of delivery to every address 6 days a week Monday to Saturday
Balances workload across duty holders in a fair and manageable way
Improved efficiency which will help retain existing customers and provide opportunities to win new business
Supports achievement of Customer and Regulators requirements
Addresses the people’s concerns of all those affected in the offices involved
To ensure the best possible alignment of resources to workload
To respond to changes in workload experienced within the unit
Full compliance to all Delivery Methods
3. Target Timescales/Deployment
The 6 phase process provides a framework for the deployment of a revision. It is anticipated that once the first phase is completed the average time for the average unit undertaking both an indoor and outdoor revision will be approximately 12 weeks as detailed in Annex 1. As part of the revisions process a jointly conducted review will take place between the local manager and local representative to determine whether an Indoor; or Outdoor, or both the Indoor and Outdoor elements of the unit need to be changed.

The start point for a revision will be the launch meeting between the revisions manager, Unit Manager and CWU Rep and completion will be the phase 6 review meeting between the same parties on the PIR.

A key principle of the new revisions process is that business systems are maintained within the Business As Usual environment and therefore data needs validating rather than updating at the start of the revision process.
4. Success Criteria
The successful deployment of the new revision process will be dependent on:
Ø The focus of the Unit Manager, CWU Rep and Revisions Manager for the full duration of the 6 phase process; with appropriate release time for all parties as required. Learning from previous revisions has shown that this is critical for their success.
Ø The training of the appointed people as required by the revisions process.
Ø It is critical that the traffic data is accurately captured between the Mail Centre and Delivery unit to ensure successful revisions.
Ø The full engagement of operational colleagues throughout the revisions process.
Ø The true alignment of hours to workload within the unit.
Ø The full use of the PIR process including resolution of teething problems in the early days of a revision.
Ø All mails maintaining/improving quality of service.
Ø The agreed staffing arrangements are in place and robust.
Ø Maintaining base data systems on a permanent basis with the unit ensuring the local CWU representative is fully involved in that process; the appropriate release time will be given to ensure this happens.
5. Joint Involvement

As if