Human Resources

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Workforce Information Report
Issue 01 December 2003

Introduction
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CONTENTS
Introduction Supplementary Notes Staff in Post data By Staff Group Breakdown of the Workforce of the NPS By Areas of Work and Staff Group By Area and Region Vacancy Levels Regional Vacancy Levels By Family Group and Area By Staff Group Starters and Leavers By Area and Family Group By Staff Group Regional Attrition Rates Destination of Leavers

This is the first edition of the Workforce Information Report (previously known as the “National Common Data Set”) st th covering the period from 1 April 2003 to 30 June 2003. The report provides a detailed picture of the workforce employed across the National Probation Service (NPS) and has been compiled using returns submitted by each of the 42 Probation Areas plus the National Probation Directorate (NPD). These reports will be produced on a quarterly basis, providing the NPS with information on staffing that is both useful and timely, and which can be used to inform strategy, planning and decision-making. If you require additional copies of this report, please contact: Helen Smith, HR Manager Workforce Planning Information Helen.smith2@homeoffice.gsi.gov.uk 020 7217 0738/07867 920848 If you have any comments on this report, please send them to: NPD.workforceinforeport@homeoffice.gsi.gov.uk

Supplementary Notes
The period covered within this report is from 1 April 2003 th to 30 June 2003 and the material has not previously been published. The following should also be noted: Data contained within this report on staff numbers represents a “snap-shot” at the th 30 June 2003, with staff starting and leaving on an on-going basis. The data contained within the report is not directly comparable with previous data collected through the RDS Probation Statistics. Consequently, there is limited analysis and narrative contained within this edition. Broader analysis will be included, as comparable information becomes available in the future. It is acknowledged that it may be necessary to adjust the content or context of the information collected in order to
st

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Y Y

Y

provide greater value to the Service. Any such changes will be notified as appropriate. It is envisaged that the information submitted as part of this process will be used to supply most of the central workforce returns currently provided by the Areas. However, a period of crossover can be expected whilst the Workforce Information Report becomes established. The Health and Safety team is currently working on implementing measures to improve the quality and availability of relevant information held locally and nationally on accidents, incidents and workrelated health issues. A number of Areas experienced difficulty in completing this return. We have therefore decided not to report on this information in this edition, but

1

Y

Y

to use the information in a subsequent report when more accurate information is available. Chief Officers should have recently received a report from NPD Finance detailing the outcome of the Fundamental Expenditure Review exercise undertaken during the summer. Whilst this contains broadly similar information to that which is contained within this report, any direct comparisons should be made with caution as the data was collected at different times and under different categories. The report has been compiled on a number of levels, Area, Regional, Family Groups and Nationally. The purpose of ‘Family Groups’ is to support the process of continuous improvement by enabling the comparison of performance results with similar areas. These ‘family groups’ are based on size (budget) and population (age 15-29) density, with the metropolitan areas identified as a distinct group. They are used in the calculations for the weighted scorecard. Further details on this can be found in PC11/03. The NPD regional structure is coterminus with other Criminal Justice Sector Organisations and the inclusion of such information may enable future comparisons. In addition, geographic regions share commonality amongst external factors e.g. cost of living, unemployment rates etc and this will

enable some analysis on the impact of these against the workforce of the NPS. Terminology Some of the terminology used within this report is defined below: -

Y Y

Y

Y Y Y

Y

FTE – Full time equivalent. Establishment – represents the number of staff for which budgetary provision has been made and may be subject to revision and reallocation during the course of the year. The systems in a small number of Areas are not set up to report on establishment levels and separate provisions have been made to collate the relevant information from these. Operational Staff – represents those staff whose work involves direct contact with offenders on a daily basis. Support Staff – all other staff employed within the Service. It is acknowledged that some staff categorised within this group may have some contact with offenders. Attrition - calculated as the number of leavers/average number of staff in post over the period. At Area level, Attrition includes those who have left that Area but who have remained within the Service. At national level, such leavers are not included, as they do not represent Attrition from the Service.

Staff in Post
At 30 June 2003, the end of the first quarter, there were 18,153.5 FTE employed across the NPS in its entirety (including those employed in the NPD and Chief Officers), compared with an average of st st 17,446.1 at 31 March 2003 and 15,744.8 at 31 1 March 2002 . In addition, at this time there were 563 Board 2 st Members in post . This compares with 584 at 31 st March 2002 and 570 at 31 March 2003, audited in the accounts of the NPS for the first two years. Because of the changes introduced in the collection 3 of workforce information , it is difficult to state precisely the levels of growth across the service in 4 the period since December 2001 . However, these latest figures suggest that the NPS has seen a growth rate of 12.21%, excluding the NPD who have not previously been included within published figures, during that 18-month period. The overall
1 2

th

growth of the Service, including the NPD, is 13.78%, since December 2001. By far the largest proportion of employees are those employed in an operational context having direct offender contact, with a ratio of 2.39:1 operational staff:support staff (including those employed in the NPD). Amongst the operational staff the ratio of Probation Officers:Probation Service Officers is 0.94:1 and Probation Officers:Senior Probation Officers is 4.12:1 The lack of sufficient comparable historical data means that it is not possible to state categorically the reasons behind this growth, though the ongoing increases (38.65% during 2002/03) in the number of Trainees recruited since the introduction of the Diploma in Probation Studies is clearly a contributory factor. An increase in the use of programmes, enabling the supervision of low and medium-risk offenders in groups by Probation Service Officers (PSO), reflects an increase of 33.27% in the numbers of the PSOs employed by the service over the past 18 months.

Reported in NPS Annual Accounts This figure includes Board Members prior to the reappointment process. 3 RDS figures produced to December 2001 used a different reporting/organisational structure to that which is in place today. 4 Last published staffing figures – RDS Probation Statistics 2001

2

PROBATION AREAS F.T.E Shown as a % of Total Workforce5 5.98 1.54 24.61 8.37 26.18 0.17 4.05 70.89
Table 1

F.T.E

Senior Probation Officer Senior Practitioner Probation Officer Trainee Probation Officer Probation Services Officers Psychologists Other Operational Staff TOTAL

1084.9 279.5 4466.7 1519.7 4752.4 31.0 735.5 12869.7

Deputy Chief Officers/Directors ACO and equivalent Area/District Managers or equivalent Managers – Section or Function Heads Support Staff – Administration Support Staff Others Other Specialist Workers TOTAL

41.7 281.2 93.5 374.9 3533.2 363.8 194.2 4882.5

Shown as a % of Total Workforce 0.23 1.55 0.52 2.07 19.46 2.00 1.07 26.90
Table 2

NATIONAL PROBATION DIRECTORATE
F.T.E
6

Senior Civil Servant Grade 6 Grade 7 Senior Executive Officer Higher Executive Officer Executive Officer Administrative Officer

11.0 27.0 89.2 60.0 40.0 57.0 32.0

(1.0) (0) (28.5) (7.0) (0) (1.0) (0)

Shown as a % of Total Workforce 0.06 0.15 0.49 0.33 0.22 0.31 0.18

F.T.E

Administrative Assistant Senior Personal Secretary Personal Secretary Consultants Total Chief Officers Total including Chief Officers

6.4 5.0 15.7 18.0 361.3 40.0 401.3

(0) (0) (0) n/a (37.5)

Shown as a % of Total Workforce 0.04 0.03 0.09 0.10 1.99 0.22 2.21
Table 3

DETAILED BREAKDOWN OF STAFF IN POST

Please note that a small number of Areas have been unable to provide the data in this form due to the way in which their systems are currently configured and are looking to amend this over the coming months. In these instances, staff have

been included under the Fieldwork or Other categories as appropriate. With this in mind, the profile of the workforce in terms of areas of operational and support functions, is shown in the graphs below: -

C e n tr a l S e r v ic e s 0 .4 9 % T r a in in g 1 3 .8 6 %

F ie ld w o r k 1 8 .0 0 %

O th e r 3 .1 5 %

C o m m u n ity P u n is h m e n t 1 1 .9 0 %

C o m m u n ity S u p e r v is io n 1 5 .4 6 % R e s e ttle m e n t Team 3 .3 5 % P r is o n 6 .6 4 % C o u rt 6 .9 0 %

O th e r S e c o n d e e s 1 .1 4 % S e c o n d m e n t to YO TS 2 .0 2 % V ic tim L ia is o n 1 .1 7 %

D T T O 's 2 .7 8 %

P rog ram m e s 7 .6 1 %

A p p ro v e d P r e m is e s 5 .5 1 %

Including the National Probation Directorate Figures include those who are employed within the NPD on a secondment basis, excluding 24.0 fte, who have been included within Areas’ return. Figures in brackets show the actual number of secondees.
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5

3

Amongst support staff, the information provided suggests that 30.5% (8.21% of total workforce of

the NPS) are engaged in roles that do not involve direct offender contact, as shown below.

C o m m u n ic a t io n s a n d P u b lic R e la t io n s 0 .7 % T r a in in g & D e v e lo p m e n t 3 .0 %

R e s e a rc h , P a r tn e r s h ip s In fo r m a t io n a n d IT 1 .1 % 9 .2 %

O th e r 5 .7 %

H u m a n R e s o u rc e s 4 .6 % F in a n c e 6 .2 %

O p e r a t io n a l S t a ff 6 9 .5 %

The tables below provide a further detailed breakdown of the areas of work in which staff are OPERATIONAL STAFF Resettlement Team

employed across the NPS (excluding the NPD), shown by grade and in terms of FTE.

Programmes

Community Punishment

Community Supervision

Approved Premises

Senior Probation Officer Senior Practitioner Probation Officer Trainee Probation Officer Probation Services Officers Psychologists Other Operational Staff Total

64.40 16.40 112.30 1065.99 272.80 1531.89

176.70 37.70 1000.91 711.80 2.00 61.10 1990.21 Secondment to YOTS

31.70 12.10 221.20 157.64 2.00 6.30 430.94

101.40 7.00 441.60 303.60 0.50 854.10

67.60 24.30 387.24 397.60 11.10 887.84

71.50 16.80 60.80 338.10 222.20 709.40

106.60 58.30 267.90 513.70 13.80 19.70 980.00

33.10 5.00 119.11 184.10 16.80 358.11

Victim Liaison

Other Secondees

Fieldwork

Central Services

Training

Other

Senior Probation Officer Senior Practitioner Probation Officer Trainee Probation Officer Probation Services Officers Psychologists Other Operational Staff Total

11.30 1.00 22.60 114.70 1.50
151.11

4.80 3.00 224.21 28.10

56.30 5.00 44.90 18.80 1.00 20.80
146.80

45.60 62.60 139.80 1519.70 5.00 11.00
1783.70

24.70 1.50 22.20 5.40 9.20 0.50
63.50

255.50 23.80 1275.30 703.20 3.00 55.20
2316.00

33.70 5.00 126.60 204.70 36.00
406.00

260.11

The implementation of the Criminal Justice Act, and in particular the custody plus provisions, will see a bigger proportion of NPS resources devoted to resettlement work - though this will not necessarily

be through specialist resettlement teams. It will also see a review of the roles and deployment of probation staff in prisons.

Total 1084.90 279.50 4466.70 1519.70 4752.40 31.00 735.50
12869.70
Table 4

DTTOs

Prison

Court

4

SUPPORT STAFF
Communications & Public Relations

Research, Information & IT

Training & Development

Partnerships

Operational Services

Human Resources

Finance

Other

Deputy Chief Officers/Directors ACO and equivalent Area/District Managers or equivalent Managers – Section or Function Heads Support Staff – Administration Support Staff Other Other Specialist Workers

Total STAFF IN POST BY AREA

19.0 168.9 57.1 156.8 2753.3 221.1 15.3 3391.5

7.0 26.4 4.0 39.4 191.4 11.4 25.0 304.6

5.0 36.8 5.5 37.8 94.0 12.0 35.9 227.0

2.0 4.8 5.9 25.6 63.7 22.2 20.3 144.5

0.8 1.0 11.9 16.7 0.5 3.7 34.6

4.0 16.6 5.0 64.0 252.5 35.5 69.9 447.5

3.8 6.0 13.4 18.0 4.0 9.0 54.2

4.7 23.1 9.0 26.0 143.6 57.1 15.3 278.8

Table 5

On average, there is a ratio of 2.64:1, operational staff:support staff, though there are no fixed ratios regarding this and across the Areas there does appear to be some significant variation in the levels of support staff employed. However, caution should be
Operational Staff Operational :Support Staff % of Total Workforce Support Staff

exercised before drawing any conclusions from this, as each individual Area operates under very different structures and practices, which may impact upon these levels.

Operational Staff

Operational :Support Staff 2.42:1 2.54:1 1.73:1 2.03:1 2.06:1

2.47:1 0.89 Cumbria 115.2 46.6 161.8 8.28:1 1.77 Cheshire 287.2 34.7 321.9 2.86:1 6.38 Greater 862.3 302.0 1164.3 Manchester 4.04:1 3.10 Lancashire 453.7 112.4 566.1 2.74:1 3.84 Merseyside 513.1 187.1 700.2 North West 2231.5 682.8 2914.3 3.27:1 15.98 3.32:1 1.39 Durham 194.4 58.5 252.9 2.79:1 3.33 Northumbria 446.5 160.3 606.8 2.82:1 1.66 Teesside 223.5 79.4 302.9 North East 864.4 298.2 1162.6 2.90:1 6.37 2.65:1 2.10 Humberside 278.2 105.1 383.3 1.56:1 0.94 North Yorkshire 104.1 66.6 170.7 2.42:1 3.27 South Yorkshire 422.2 174.7 596.9 2.24:1 5.17 West Yorkshire 651.2 291.4 942.6 Yorkshire & 1455.7 637.8 2093.5 2.28:1 11.48 Humberside 2.18:1 1.58 Derbyshire 197.1 90.5 287.6 Leicestershire & 330.3 27.2 357.5 12.14:1 1.96 Rutland 2.91:1 1.05 Lincolnshire 142.7 49.1 191.8 2.25:1 1.10 Northamptonshire 138.9 61.7 200.6 3.19:1 2.38 Nottinghamshire 330.9 103.6 434.5 East Midlands 1139.9 332.1 1472.0 3.43:1 8.07 136.7 2.11:1 0.75 Dyfed Powys 92.8 43.9 1.96:1 1.25 Gwent 151.1 77.2 228.3 3.12:1 1.15 North Wales 159.3 51.1 210.4 2.90:1 2.70 South Wales 366.2 126.4 492.6 Wales 769.4 298.6 1068.0 2.58:1 5.86

Staffordshire Warwickshire West Mercia

265.3 109.6 107.7 42.4 221.7 128.1

374.9 150.1 349.8

West Midlands 794.8 382.3 1177.1 West Midlands 1389.5 662.4 2051.9 Bedfordshire 123.6 50.2 173.8 Cambridgeshire 159.6 50.9 210.5 Essex 316.0 69.4 385.4 Hertfordshire 84.4 68.4 152.8 Norfolk 185.7 44.0 229.7 Suffolk 162.4 40.2 202.6 East of England 1031.7 323.1 1354.8 Avon & Somerset 321.7 180.8 502.5 Devon & Cornwall 319.3 126.2 445.5 Dorset 134.6 55.4 190.0 Gloucestershire Wiltshire South West Hampshire Kent Surrey Sussex Thames Valley South East London 7 NPD 109.1 93.2 977.9 379.7 360.1 152.9 240.6 390.0 1523.3 1486.5 53.8 45.2 162.9 138.4

2.08:1 6.45 2.10:1 11.25 2.46:1 0.95 3.14:1 1.15 4.55:1 2.11 1.23:1 0.84 4.22:1 1.26 4.04:1 1.11 3.19:1 7.43 1.78:1 2.76 2.53:1 2.44 2.43:1 1.04 0.89 0.76

461.4 1439.3 118.7 498.4 92.7 452.8 69.3 222.2 64.1 304.7 157.5 547.5 502.3 2025.6 684.0 2170.5 401.3

2.12:1 7.89 3.20:1 2.73 3.89:1 2.48 2.21:1 1.22 3.75:1 1.67 2.48:1 3.00 3.03:1 11.11 2.17:1 11.90 2.21
Table 6

7

Including Chief Officers

% of Total Workforce 2.06 0.82 1.92

Support Staff

Total

Total

Total
41.7 281.2 93.5 374.9 3533.2 363.8 194.2 4882.5

5

Vacancy Levels
Vacancies across the NPS have been calculated on two levels; as a gross figure showing the actual number of vacancies across the service against agreed establishments and a net calculation taking account of areas where staff may have been recruited over-establishment at one level to cover vacancies at another level. This may be necessary where difficulties arise in recruitment into these posts. There are currently 1,127.1 FTE (1,059.9 net) vacancies across the service nationally (excluding the NPD), equating to 5.97% (5.61% REGIONAL VACANCY LEVELS
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net) of the total workforce. The available information suggests that Areas may be utilising agency staff and overtime to maintain staffing capacity at a level where service delivery is not affected.

Future reports, will aim to analyse this data in greater detail, to distinguish between posts that are actively being advertised against those which are contained within a notional complement of staff.

Local unemployment figures, although not the sole factor, are generally recognised as having a significant effect on the number of vacancies in each organisation. Based on this premise, there appears to be some correlation between the number of vacancies in each of the NPS Regions and the corresponding levels of unemployment in that region, as reported by the Office of National

Statistics. The national unemployment rate currently stands at 5.1%. The South West and South East appear to have the most significant issues with regards to vacancies, compounded by the lowest unemployment rates, but clearly consideration to other factors such as the high cost of living within these regions has to be given.

North West 3.44% (3.51%) [4.9%] West Midlands 1.42% (1.42%) [5.6%] Wales 6.70% (6.94%) [4.6%]

North East 3.12% (3.56%) [6.0%] Yorkshire & Humberside 5.81% (6.01%) [5.1%] East Midlands 6.03% (6.91%) [4.3%] East of England 5.95% (6.01%) [4.0%]

South West 9.29% (9.29%) [3.6%] South East 10.05% (10.44%) [3.9%]

London 5.44% (6.69%) [7.1%]

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Figures in brackets show gross vacancy figures as defined above and those in square brackets show Total Unemployment Rates per Region (taken from Labour Force Survey, Office of National Statistics).

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VACANCIES BY STAFF GROUP Number of Vacancies Vacancies shown as a (FTE) Percentage
Senior Probation Officer Senior Practitioner Probation Officer Trainee Probation Officer Probation Services Officers Psychologists Other Operational Staff 37.1 24.3 345.0 58.2 329.6 0.5 20.7 3.30 Deputy Chief Officers/Directors 8.00 ACO and equivalent 7.15 Area/District Managers or equivalent 3.69 Managers – Section or Function Heads 6.46 Support Staff – Administration 2.49 Support Staff Others 2.64 Other Specialist Workers

Number of Vacancies Vacancies shown as a (FTE) Percentage
2.0 7.7 0.6 10.9 203.9 14.7 4.7 4.58 2.65 0.62 2.79 5.45 3.89 2.35

TOTAL

815.4

5.93 TOTAL

244.5

4.76
Table 7

VACANCY LEVELS BY FAMILY GROUPS9 These ‘family groups’ are based on size (budget) and population density (15 – 29 year olds), with the metropolitan areas identified as a distinct group, as identified in Probation Circular 11/2003. Number of Vacancies Vacancies shown as a (FTE) Percentage Gross Net Gross Net 6.7 6.7 3.98 3.98 7.7 7.7 5.33 5.33 16.5 16.5 9.20 9.20 21.7 21.7 10.16 10.16 25.3 33.9 9.9 3.0 124.7 18.2 0 11.3 11.7 28.7 12.6 82.5 30.2 31.3 14.4 6.0 40.1 43.5 15.9 11.9 193.3 20.9 33.9 9.9 3.0 120.3 17.2 0 11.3 11.7 23.9 12.6 76.7 30.2 31.3 13.4 6.0 40.1 43.5 15.9 8.0 188.4 12.91 13.88 4.66 2.12 7.21 9.48 0.00 5.61 5.51 11.44 7.74 6.71 8.58 9.81 5.39 2.56 20.79 10.85 4.07 3.78 7.82 10.66 13.88 4.66 2.12 6.95 8.96 0.00 5.61 5.51 9.53 7.74 6.24 8.58 9.81 5.01 2.56 20.79 10.85 4.07 2.54 7.62

Cumbria Dyfed-Powys Gloucestershire Lincolnshire Norfolk North Yorkshire North Wales Suffolk Wiltshire Family Group 1 Bedfordshire Cambridgeshire Dorset Northamptonshire Surrey Warwickshire Family Group 2 Cheshire Derbyshire Durham Gwent Hertfordshire Leicestershire & Rutland Staffordshire Teesside Family Group 3

Avon & Somerset Devon & Cornwall Humberside Sussex Thames Valley West Mercia Family Group 4 Essex Hampshire Kent Lancashire Nottinghamshire South Wales Family Group 5 Greater Manchester London Merseyside Northumbria South Yorkshire West Midlands West Yorkshire Family Group 6

Number of Vacancies Vacancies shown as a (FTE) Percentage Gross Net Gross Net 74.9 74.9 12.97 12.97 41.7 41.7 8.56 8.56 19.6 19.6 4.86 4.86 29.4 27.9 8.80 8.35 32.5 30.0 5.60 5.17 198.1 18.5 15.0 130.6 37.3 1.0 32.07 234.5 155.9 31.9 16.6 6.0 1.0 83.0 294.4 194.1 18.5 15.0 130.6 35.2 (12.8) 29.3 215.8 126.5 31.9 16.2 6.0 1.0 83.0 264.6 7.25 4.58 2.92 22.39 6.18 0.23 6.11 7.65 6.73 4.36 2.66 1.00 0.80 8.09 3.85 7.11 4.58 2.92 22.39 5.83 (2.94) 5.58 7.04 5.44 4.36 2.60 1.00 0.80 8.09 3.46
Table 8

With regards to the figures provided by Nottinghamshire, the following should be borne in mind: since submitting the data, a higher establishment level has been agreed and
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implemented. In addition, over the period of the year, a process of ‘juggling’ vacancies operates, ensuring that work can be covered by employing greater numbers of PSOs, whilst retaining sufficient

At the time of publishing this report, three Areas had been unable to provide their vacancy rates due to the way in which their systems are currently operating. This will be rectified in future data collection periods by the development of an additional form to capture this information.

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vacancies for TPOs to occupy upon successful completion of their training. It is therefore expected that at the year-end the establishment will have balanced out. There are currently a number of Areas with significantly higher than average vacancy levels. The National Probation Directorate (NPD) and the NPS, as part of the delivery plan for the Service's people management strategy, are working on a wide range of initiatives to aid recruitment and retention of staff in the Service.

These include: Developing policies on flexible working, job sharing and alternative types of leave. The examination of the effect of housing costs on recruitment and retention, working alongside the National Health Service in identifying sources of affordable housing.

Starters and Leavers
At Area level, attrition includes all leavers from that Area, regardless of whether or not they have moved within the NPS as, at this level, they represent attrition from that particular Area. The figures that reflect the national picture do not BY STAFF GROUP During Quarter 1 2003/04 there was an attrition rate of 2.31% (416.5 FTE) across all staff groups within the service (including the NPD). Assuming that quarter one proves to be typical and the level of leavers remains constant, this equates to an annual attrition rate of 9.24%. At the same time, there were 556.6 FTE starters into the service who were either completely new to or were returning into the service. In broad terms, this suggests that nationally 100% of all those who left the service were replaced, with a further 33.96% recruited into new or vacant posts. However, it is acknowledged that this level of replacement will not be replicated in each of the Areas. Amongst Probation Officers (including Senior Probation Officers and Senior Practitioners) this attrition rate was 1.73% (6.9% aggregated annual rate), equating to 101.2 FTE. The actual recorded number of Probation Officer leavers by each of the 42 Areas was 127.8 FTE. However, of these 26.6 FTE (20.8%) transferred from one Area to another and were retained within the service. During the same period, the Areas recorded a total of 78.5 FTE starters, of which 37.9 FTE were new/re-entrants into the service. There is evidence to suggest that the volume of successful recruitment of PSOs is exceeding the attrition of these staff at a rate of 2.15:1.
Number of Starters (FTE) Number of Leavers (FTE) Attrition Rate (%) 0 0.7 4.2 1.3 2.6 9.2 4.4

include those who have moved within the Service, as they do not represent attrition from the Service. This also applies to the figures on starters, where national figures reflect only those who are new to or re-entering the service.

Number of Starters 10 (FTE)

Number of Leavers (FTE)

Senior Probation Officer Senior Practitioner Probation Officer Trainee Probation Officer Probation Services Officers Psychologists Other Operational Staff

4.0 0 33.9 2.0 239.0 0 30.4

20.0 3.0 78.2 11.0 111.3 0 56.2

Attrition 11 Rate (%) 1.8 1.1 1.8 0.7 2.4 0 7.5 Deputy Chief Officers/Directors ACO and equivalent Area/District Managers or equivalent Managers – Section or Function Heads Support Staff – Administration Support Staff Others Other Specialist Workers

1.0 1.0 2.0 4.0 187.8 44.1 7.4

0 2.0 4.0 5.0 87.2 13.0 6.6

TOTAL

309.3

297.7

2.2

TOTAL

247.3

117.8

2.5

Table 9

10

11

Excluding those transferring within the NPS Excluding those transferring within the NPS.

8

BY AREA AND FAMILY GROUP Transfers within NPS (%) 7.7 10.9 0 6.5 19.1 25.0 14.3 0 35.1 7.7 0 0 3.5 1.5 0 6.9 20.0 0 8.3 0 Number of Leavers (FTE) Number of Leavers (FTE) Number of Starters (FTE) Number of Starters (FTE) Attrition Rate (%)13 Attrition Rate (%) 2.6 2.1 1.2 3.1 3.8 3.5 2.3 5.5 2.2 1.3 2.3 0 2.1 2.0 2.5 3.0 2.3 2.4 0.9 1.0 1.3 20 4.6
Table 10

Transfers within NPS (%)12 0 0 27.5 9.1 22.5 0 0 0 0 20.0 57.1 0 0 0 0 0 30.8 0 0 18.2 0 26.7 0

Cumbria Dyfed-Powys Gloucestershire Lincolnshire Norfolk North Yorkshire North Wales Suffolk Wiltshire Family Group 1 Bedfordshire Cambridgeshire Dorset 14 Northamptonshire Surrey Warwickshire Family Group 2 Cheshire Derbyshire Durham Gwent Hertfordshire Leicestershire & Rutland Staffordshire Teesside Family Group 3

6.0 2.6 5.5 7.0 10.7 12.0 1.5 3.8 9.0 58.1 12.0 6.0 9.0 0 5.5 4.0 36.5 0 7.0 0 5.0 0 18.0 13.6 0 43.6

6.0 1.8 18.2 11.0 8.9 10.0 3.4 1.0 6.2 66.5 5.0 7.0 6.0 0 11.0 0.7 29.7 0 13.0 4.7 2.7 11.0 10.0 7.5 6.8 55.7

3.7 1.3 10.8 5.7 3.9 5.9 1.6 0.5 4.5 3.6 2.9 3.3 3.2 0 4.9 0.5 2.2 0 4.5 1.8 1.2 7.0 2.8 2.0 2.2 2.09

Avon & Somerset Devon & Cornwall Humberside Sussex Thames Valley West Mercia Family Group 4 Essex Hampshire Kent Lancashire Nottinghamshire South Wales Family Group 5 Greater Manchester London Merseyside Northumbria South Yorkshire West Midlands West Yorkshire Family Group 6 NPD

0 13.4 12.0 20.5 7.0 16.0 68.9 23.9 8.8 5.0 28.0 19.2 47.0 131.9 36.0 62.0 36.0 26.0 29.0 25.9 72.0 286.9 0

13.0 9.2 4.5 9.3 21.0 12.0 69.0 21.0 11.1 5.7 13.0 0 10.0 60.8 29.0 65.0 16.0 14.5 5.0 11.9 12.0 153.4 19.0

More detailed trend analysis on starters and leavers will become possible over a period of time as the information is collected.

12 13

Calculated as a percentage of the total number of leavers Calculated as – (Total number of leavers/average number of staff in post during period)*100; includes those employees transferring within the NPS as they represent Attrition at this level. 14 Northamptonshire was unable to provide any information on Starters and Leavers for Quarter 1 due to its current system configuration. It is hoped this can be adjusted for future returns.

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REGIONAL ATTRITION RATES As with the figures provided at Area level, the Attrition rates shown here at Regional include all leavers recorded by each of the Areas. At this time, there is limited data available to determine the extent of Attrition from each of the Regions. As with other aspects of the data collection process, Areas are developing their systems to enable this level of reporting in the future.

North East 2.15% North West 2.14% Yorkshire & Humberside 1.44%

West Midlands 3.15%

East Midlands 5.07%

Wales 1.71%

East of England 3.10%

South West 3.15% South East 2.54%

London 2.95%

DESTINATION OF LEAVERS The information currently collected concentrates on where employees go upon leaving the Service, where this is available (again this is information that has not necessarily been routinely collected by Areas, particularly in this level of depth). With the exception of retirement and death, the reasons for those employees leaving the service are not currently collected at a national level, due to the limited information available within the Areas. Work is planned to look at how this data can be captured and reported upon in the future. The data below considers the actual recorded number of leavers from each Area. The graphs overleaf illustrate the destination of leavers, broken down into the broad categories of Operational and Support Staff. The information available suggests that the greatest proportion of Operational Staff (49.7%) who leave the service do 15 so to pursue alternative careers, with at least 21.9% of these moving into related areas of work such as Social Services, Youth Justice, Drugs Projects, Voluntary Sector and Prison Services.
15 Some Areas have been able to determine from information held where employees have left to pursue alternative employment but do not have the specific details of where this employment is, consequently, this figure could be higher.

This information is perhaps indicative of a transfer of skills and exploration of the reasons behind this should form a key part of the development of any strategies around retention. The dispersion of leavers amongst Support staff differs from that of Operational staff with 39.1% of staff pursuing other careers outside of the service, but what perhaps could be of more concern is the 33.1% who are leaving with no other employment to go to. Again, there is a need to explore the reasons behind this, as it may be suggestive of extreme dissatisfaction with particular aspects of the Service amongst this group of staff. Anticipated changes in the delivery of our services once the detail of the Criminal Justice Act is known, could potentially change the way in which Support staff work within operational teams. It is important to include consideration of this group of staff within the development of strategies to support recruitment and retention across the service.

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OPERATIONAL STAFF

Retirement - Due to Ill Health 43.1%

Retirement 56.9%

Retirement 13.5% Education/ Training 1.9%

Death 0.3%

Em ployment w ithin NPS 11.8%

No O ther Em ployment 22.8%
Other Private Sector Employment 6.3%

Other Public Sector Employment 12.5% Prison Service 4.0% Other Voluntary Sector 5.1%

Self-Employed 0.8%

O ther Em ployment 49.7%

Other Employment (Destination not specified) 58.4%

Social Services 5.1% Drugs Projects 3.2% Youth Justice 4.5%

SUPPORT STAFF

Re tirem ent - Due to Ill He alth 1 9.3%

Retirement 21.3% Education/Training 3.3%

Death 0.0%

Employment within NPS 3.3%

Re tirem ent 8 0.7%

Other Employment 39.1%
Other Employment (Destination not specified) 25.0% Youth Justice 0.0% Other Private Sector Employment 38.0% Drugs Projects 0.0% Social Services 6.3% Other Voluntary Sector 3.2%

No Other Employment 33.1%

Self-Employed 2.5%

Other Public Sector Employment 22.9%

Prison Service 2.1%

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