We publish the document of RLS on the situation of the Municipal Police and the working conditions of staff, with specific reference to the problems of safety and welfare organization. The document, written April 5, 2008, was sent to all officers and interested Councillors and circulated among workers
Florence 04/05/2008
Director Al direction. Dr. Municipal Police. Alessandro Bartolini
The Director General Dr. Charles
Paolini
The Chief Directorate Organization
Piero Cipriani
alderman Municipal Police
Councillor Al Graziano Cioni
Head of Prevention and Protection Center Dr. Ing Guido Bianchi
the RSPP Directorate Municipal Police Remo Grifoni
Al Physician Dr. Adolfo Pompetti
the Coordinator of the pc and MSW
Employees of the Municipal Police in all RLS
Subject: DOCUMENT ON "SECURITY" AND THE "WELL-BEING ORGANISED WITHIN THE POLICE
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The understanding of work organization and job security in general within a company whether public or private, following the entry into force of Decree 626 and subsequent amendments, has been followed by a slow and complex evolution in search of good applications, new approaches to evaluation, dissemination of technical information and operational procedures such procedural to be applied with sufficient effectiveness in the field of security of workplaces and jobs.
Initially the main concern was and has been to apply the new concept of "evaluation" in all aspects of technical, operational and logistics, with the schematic analysis of individual work "that was and is a new element in the security world where required, what is the spirit of the emerging new 626, which is that every employer shall take into consideration working conditions, equipment and offices as a whole and this defines an evaluation of the different degrees of "risk" and then include the methods and time to eliminate or minimize them, also including all the procedures of emergency management in the broadest sense of the word.
While we can not used up the above-mentioned pipeline, in fact, the assessment is a dynamic element can not be assessed in a single moment.
Over the years, and with the experience of many different working situations have revealed a new element in its own way even if expected within the 626 has not yet been developed sufficiently and limited to: the so-called "risk traversal, which is not attributable to a specific aspect of an individual risk, but is in fact the sum of all the risks and their correlation agreement with the organization as a sensation and psychological and physical and mental condition in which each individual or each group of workers find themselves working on their jobs with an effect on security in global sense.
We wanted to do this kind of premise in order to get credit for things such as representatives of the security workers belonging to the Municipal Police, believe to be one of the elements which still must do more within our workplace and the management of "human resources" in the Directorate.
In fact we are talking about the concept of malaise "organization" that has emerged between the workers throughout the Department, and we think that determines a condition of widespread unease that hampers the smooth running of an industry for the donation of a "service "to the community.
fact, our role is and remains one of that body does not produce tangible goods sold at a market, but provides services to the community as possible taking care of the welfare and safety. This may not be so fully effective if it is already within us is never taken into account the concept of "well" or "welfare organization" as defined by the directive of the Ministry of Public Service on measures to improve the organizational arrangements in public administrations.
This is to confirm that your and our greatest asset is the "human resources" and those efforts must be aimed as much organizational and operational, where a person is considered not only as workers but must be located at the center of organization.
Another preliminary observation to say that the conjugation between corporate profit and organizational well-being, Besides being called more or less inherently labor lawyers from the main rule order (Art. 41 of the Constitution and Art. 2087 of the CC), is the goal for which to strive for the organization structure "winning." This is achieved through the choice of a management style characterized the authority, objectives proportionate to the potential of the structure, motivation of workers.
down in particular it seems appropriate to point out those elements that seem to be on what will be appropriate to make some reflections:
• The theoretical grid of staff mobility, with different timing depending Professional Profile (in fact the only part of workers is protected in some way by staff members on the basis of the existing union agreement), is part of a logic that has proved unable to implement and evaluate mediating (especially since the mental disposition to do so) the needs of individuals. Must be considered factors such as the logistics of the journey to work, family needs related to the management of children or elderly dependents, commuting situations of forced and uncomfortable, the modification of experience with the abandonment of areas or departments where they performed specific and specialized skills to get you to play tasks that were not long or occasionally were completed. The mobility of staff in many cases did not take account of the professional skills of individuals with years of work (also including the participation in training courses) and as an element alien to the question of resources but not least from the point of view purely " operational, organizational and productive "(in the capitalist sense) the reduction of the capacity to respond effectively to departments as a whole. Any change involves an adaptation effort by the party concerned, and is causing stress and is more so if the reason for the change is not declared.
• Logic of mobility that a more careful analysis also highlights the lack of assessment on the peculiarities of character and professional staff at all levels examined. Furthermore, it is more serious this situation is when the professionals have high responsibility in fact determines factual discontent among the workers and poor functioning of the "machine" that affects the entire underlying structure. The need to ensure that emerges is not only the professionalism but the hierarchy of the structure with the decay of the component of authority that must be involved in the coordination. So you only create sterile authority figures who must frantically chasing goals preordered but certainly not bring a constructive contribution and consolidation of shared goals within the fabric business as a whole. Hierarchical structures have to be considered as a hierarchy is not properly exercised also a source of tension because of the complexity of interpersonal relationships that are created.
• The creation of new tasks or organization, enlargement of expertise not held to date, the total absence of their assessment by point of view of occupational hazard for a proper structuring of the service, all tied to a lack of information among workers has become another element of "distress" that often leads to some elements of professional isolation in which some workers more than others have been willing to participate in new projects.
• The existence of a specific condition of workers in particular in the night shift, but not all. The staff is in fact engaged in activities where for numerical relationship with the users and the variability and the sum of legislation to be known results in a state of "tension" can be defined as a state of tension before at time of service, while using the service and with the repercussions following the implementation of turn. the latter condition that is experienced with a high degree of tension because there is no guarantee that the external situations that you face are not were analyzed to the end, that there is an organizational structure and logistics personnel available and able to intervene in support. This order established as a mindset among operators that occur in logic such as "learn to fend for themselves with the least damage possible." Basically you can not just talk about policies and procedures, but fell from the top would be the time to plan together (each with their own skills) an analysis of nearly all the procedures of intervention on the territory whether day or night with the aim of ensuring the safety of not only workers but also the certainty that the structure as a whole is ready and respond collectively leaving only a worker in the face of emergencies.
This situation contributes to the global spread of a state of discomfort, stress to lead to some workers in serious and disabling diseases. State of affairs, not least evidenced by the management and distribution of assignments made for certain professions such as the Deputy Inspectors where in fact have been created with responsibility for tasks Part-time (which essentially passes a message of type, if there is a shift in the Deputy Inspector Inspectors are used as mere servants and in the absence of an inspector in the service can be found to fill the role with all the responsibilities connected) with tasks and assignments are often empty of content, given the chronic shortage of staff.
Last but not least, the contradiction related to organizational frameworks other than those contracts, have led some workers to disease states such as having to ask for medical examination by a doctor competent to migrate in administrative tasks. (Can not viable for all).
E 'should also be noted that what we now define as "uncomfortable" or "bad" among workers, there will also phenomena of detachment and estrangement from his profession to become divisive element in any perfect or perfectible work organization.
this affirmation today that now is supported scientifically, recognized as occupational diseases are classified as "diseases of organizational dysfunction (INAIL) that many social costs / financial / health reflect borne by the community. This document
our hope to have what effect the opening of an extremely frank confrontation over the management of personnel and organization, while respecting the competencies of each, what time collaborative to date has characterized our relationship.
The representatives of the Workers' Safety of the City of Florence
Bargelli Massimo Enrico
Cipolat
Forasassi
Francesco Ferretti Alessandro Guidotti Vinicio
Piazzini Mauro
Sieni Luca
