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Human Resources -

Workforce
Information Report
Issue 01 December 2003
Introduction
CONTENTS
Introduction
N De

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

Supplementary Notes
st
The period covered within this report is from 1 April 2003 provide greater value to the Service. Any
th
to 30 June 2003 and the material has not previously such changes will be notified as

‰
appropriate.
‰
been published. The following should also be noted: -
Data contained within this report on staff It is envisaged that the information
numbers represents a “snap-shot” at the submitted as part of this process will be
th
30 June 2003, with staff starting and used to supply most of the central
workforce returns currently provided by the
‰
leaving on an on-going basis.
The data contained within the report is not Areas. However, a period of crossover can
be expected whilst the Workforce
directly comparable with previous data
‰
Information Report becomes established.
collected through the RDS Probation
Statistics. Consequently, there is limited The Health and Safety team is currently
analysis and narrative contained within this working on implementing measures to
edition. Broader analysis will be included, improve the quality and availability of
as comparable information becomes relevant information held locally and
nationally on accidents, incidents and work-
‰
available in the future.
related health issues. A number of Areas
It is acknowledged that it may be
necessary to adjust the content or context experienced difficulty in completing this
of the information collected in order to return. We have therefore decided not to
report on this information in this edition, but
1
to use the information in a subsequent enable some analysis on the impact of
report when more accurate information is these against the workforce of the NPS.

‰
available.
Chief Officers should have recently Terminology
received a report from NPD Finance
detailing the outcome of the Fundamental Some of the terminology used within this report is
Expenditure Review exercise undertaken defined below: -

‰
during the summer. Whilst this contains

‰
broadly similar information to that which is FTE – Full time equivalent.
contained within this report, any direct Establishment – represents the number of
comparisons should be made with caution staff for which budgetary provision has
as the data was collected at different times been made and may be subject to revision

‰
and under different categories. and reallocation during the course of the
The report has been compiled on a number year. The systems in a small number of
of levels, Area, Regional, Family Groups Areas are not set up to report on

‰
and Nationally. establishment levels and separate
The purpose of ‘Family Groups’ is to provisions have been made to collate the

‰
support the process of continuous relevant information from these.
improvement by enabling the Operational Staff – represents those staff
comparison of performance results with whose work involves direct contact with

‰
similar areas. These ‘family groups’ are offenders on a daily basis.
based on size (budget) and population Support Staff – all other staff employed
(age 15-29) density, with the within the Service. It is acknowledged that
metropolitan areas identified as a some staff categorised within this group
distinct group. They are used in the
‰
may have some contact with offenders.
calculations for the weighted Attrition - calculated as the number of
scorecard. Further details on this can leavers/average number of staff in post

‰
be found in PC11/03. over the period. At Area level, Attrition
The NPD regional structure is co- includes those who have left that Area but
terminus with other Criminal Justice who have remained within the Service. At
Sector Organisations and the inclusion national level, such leavers are not
of such information may enable future included, as they do not represent Attrition
comparisons. In addition, geographic from the Service.
regions share commonality amongst
external factors e.g. cost of living,
unemployment rates etc and this will

Staff in Post
th
At 30 June 2003, the end of the first quarter, there growth of the Service, including the NPD, is
were 18,153.5 FTE employed across the NPS in its 13.78%, since December 2001.
entirety (including those employed in the NPD and
Chief Officers), compared with an average of By far the largest proportion of employees are
st st
17,446.1 at 31 March 2003 and 15,744.8 at 31 those employed in an operational context having
1
March 2002 . direct offender contact, with a ratio of 2.39:1
operational staff:support staff (including those
In addition, at this time there were 563 Board employed in the NPD). Amongst the operational
2 st staff the ratio of Probation Officers:Probation
Members in post . This compares with 584 at 31
st Service Officers is 0.94:1 and Probation
March 2002 and 570 at 31 March 2003, audited in
the accounts of the NPS for the first two years. Officers:Senior Probation Officers is 4.12:1

Because of the changes introduced in the collection The lack of sufficient comparable historical data
3
of workforce information , it is difficult to state means that it is not possible to state categorically
precisely the levels of growth across the service in the reasons behind this growth, though the on-
4
the period since December 2001 . However, these going increases (38.65% during 2002/03) in the
latest figures suggest that the NPS has seen a number of Trainees recruited since the introduction
growth rate of 12.21%, excluding the NPD who of the Diploma in Probation Studies is clearly a
have not previously been included within published contributory factor. An increase in the use of
figures, during that 18-month period. The overall programmes, enabling the supervision of low and
medium-risk offenders in groups by Probation
Service Officers (PSO), reflects an increase of
1
Reported in NPS Annual Accounts 33.27% in the numbers of the PSOs employed by
2
This figure includes Board Members prior to the re- the service over the past 18 months.
appointment 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 F.T.E Shown as a


% of Total % of Total
Workforce5 Workforce
Senior Probation Officer 1084.9 5.98 Deputy Chief 41.7 0.23
Officers/Directors
Senior Practitioner 279.5 1.54 ACO and equivalent 281.2 1.55
Probation Officer 4466.7 24.61 Area/District Managers or 93.5 0.52
equivalent
Trainee Probation Officer 1519.7 8.37 Managers – Section or 374.9 2.07
Function Heads
Probation Services 4752.4 26.18 Support Staff – 3533.2 19.46
Officers Administration
Psychologists 31.0 0.17 Support Staff Others 363.8 2.00
Other Operational Staff 735.5 4.05 Other Specialist Workers 194.2 1.07
TOTAL 12869.7 70.89 TOTAL 4882.5 26.90
Table 1 Table 2

NATIONAL PROBATION DIRECTORATE


6
F.T.E Shown as F.T.E Shown as
a % of a % of
Total Total
Workforce Workforce
Senior Civil Servant 11.0 (1.0) 0.06 Administrative Assistant 6.4 (0) 0.04
Grade 6 27.0 (0) 0.15 Senior Personal Secretary 5.0 (0) 0.03
Grade 7 89.2 (28.5) 0.49 Personal Secretary 15.7 (0) 0.09
Senior Executive Officer 60.0 (7.0) 0.33 Consultants 18.0 n/a 0.10
Higher Executive Officer 40.0 (0) 0.22 Total 361.3 (37.5) 1.99
Executive Officer 57.0 (1.0) 0.31 Chief Officers 40.0 0.22
Administrative Officer 32.0 (0) 0.18 Total including Chief 401.3 2.21
Officers
Table 3

DETAILED BREAKDOWN OF STAFF IN POST

Please note that a small number of Areas have been included under the Fieldwork or Other
been unable to provide the data in this form due to categories as appropriate. With this in mind, the
the way in which their systems are currently profile of the workforce in terms of areas of
configured and are looking to amend this over the operational and support functions, is shown in the
coming months. In these instances, staff have graphs below: -

F ie ld w o r k O th e r C o m m u n ity
C e n tr a l S e r v ic e s 1 8 .0 0 % 3 .1 5 % P u n is h m e n t
0 .4 9 % 1 1 .9 0 % C o m m u n ity
T r a in in g S u p e r v is io n
1 3 .8 6 % 1 5 .4 6 %

R e s e ttle m e n t
Team
O th e r S e c o n d e e s 3 .3 5 %
1 .1 4 %
P r is o n
6 .6 4 %
S e c o n d m e n t to
YO TS C o u rt
2 .0 2 % A p p ro v e d 6 .9 0 %
V ic tim L ia is o n P rog ram m e s P r e m is e s
D T T O 's
1 .1 7 % 7 .6 1 % 5 .5 1 %
2 .7 8 %

5
Including the National Probation Directorate
6
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.

3
Amongst support staff, the information provided the NPS) are engaged in roles that do not involve
suggests that 30.5% (8.21% of total workforce of direct offender contact, as shown below.

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 % O th e r
C o m m u n ic a t io n s
9 .2 % 5 .7 %
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 %

H u m a n R e s o u rc e s O p e r a t io n a l S t a ff
4 .6 % 6 9 .5 %
F in a n c e
6 .2 %

The tables below provide a further detailed


breakdown of the areas of work in which staff are employed across the NPS (excluding the NPD),
shown by grade and in terms of FTE.
OPERATIONAL STAFF
Resettlement

Programmes
Punishment

Supervision
Community

Community

Approved
Premises

DTTOs
Prison

Court
Team

Senior Probation Officer 64.40 176.70 31.70 101.40 67.60 71.50 106.60 33.10
Senior Practitioner 16.40 37.70 12.10 7.00 24.30 16.80 58.30 5.00
Probation Officer 112.30 1000.91 221.20 441.60 387.24 60.80 267.90 119.11
Trainee Probation Officer
Probation Services Officers 1065.99 711.80 157.64 303.60 397.60 338.10 513.70 184.10
Psychologists 2.00 2.00 13.80
Other Operational Staff 272.80 61.10 6.30 0.50 11.10 222.20 19.70 16.80
Total 1531.89 1990.21 430.94 854.10 887.84 709.40 980.00 358.11
Secondment to
Victim Liaison

Secondees

Fieldwork
Services
Training

Central
YOTS

Other

Other

Total

Senior Probation Officer 11.30 4.80 56.30 45.60 24.70 255.50 33.70 1084.90
Senior Practitioner 1.00 3.00 5.00 62.60 1.50 23.80 5.00 279.50
Probation Officer 22.60 224.21 44.90 139.80 22.20 1275.30 126.60 4466.70
Trainee Probation Officer 1519.70 1519.70
Probation Services Officers 114.70 28.10 18.80 5.00 5.40 703.20 204.70 4752.40
Psychologists 1.00 9.20 3.00 31.00
Other Operational Staff 1.50 20.80 11.00 0.50 55.20 36.00 735.50
Total 151.11 260.11 146.80 1783.70 63.50 2316.00 406.00 12869.70
Table 4

The implementation of the Criminal Justice Act, and be through specialist resettlement teams. It will also
in particular the custody plus provisions, will see a see a review of the roles and deployment of
bigger proportion of NPS resources devoted to probation staff in prisons.
resettlement work - though this will not necessarily

4
SUPPORT STAFF

Communications

Information &
Development

Partnerships
Operational

Resources

Training &

Research,
Services

Relations
Finance

& Public
Human

Other

Total
IT
Deputy Chief Officers/Directors 19.0 7.0 5.0 2.0 4.0 4.7 41.7
ACO and equivalent 168.9 26.4 36.8 4.8 0.8 16.6 3.8 23.1 281.2
Area/District Managers or equivalent 57.1 4.0 5.5 5.9 1.0 5.0 6.0 9.0 93.5
Managers – Section or Function Heads 156.8 39.4 37.8 25.6 11.9 64.0 13.4 26.0 374.9
Support Staff – Administration 2753.3 191.4 94.0 63.7 16.7 252.5 18.0 143.6 3533.2
Support Staff Other 221.1 11.4 12.0 22.2 0.5 35.5 4.0 57.1 363.8
Other Specialist Workers 15.3 25.0 35.9 20.3 3.7 69.9 9.0 15.3 194.2
Total 3391.5 304.6 227.0 144.5 34.6 447.5 54.2 278.8 4882.5
Table 5
STAFF IN POST BY AREA

On average, there is a ratio of 2.64:1, operational exercised before drawing any conclusions from this,
staff:support staff, though there are no fixed ratios as each individual Area operates under very different
regarding this and across the Areas there does structures and practices, which may impact upon
appear to be some significant variation in the levels of these levels.
support staff employed. However, caution should be
Operational

Operational

Operational

Operational
Workforce

Workforce
% of Total

% of Total
:Support

:Support
Support

Support
Total

Total
Staff

Staff

Staff

Staff

Staff

Staff
Cumbria 115.2 46.6 161.8 2.47:1 0.89 Staffordshire 265.3 109.6 374.9 2.42:1 2.06
Cheshire 287.2 34.7 321.9 8.28:1 1.77 Warwickshire 107.7 42.4 150.1 2.54:1 0.82
Greater 862.3 302.0 1164.3 2.86:1 6.38 West Mercia 221.7 128.1 349.8 1.73:1 1.92
Manchester
Lancashire 453.7 112.4 566.1 4.04:1 3.10 West Midlands 794.8 382.3 1177.1 2.08:1 6.45
Merseyside 513.1 187.1 700.2 2.74:1 3.84 West Midlands 1389.5 662.4 2051.9 2.10:1 11.25
North West 2231.5 682.8 2914.3 3.27:1 15.98 Bedfordshire 123.6 50.2 173.8 2.46:1 0.95
Durham 194.4 58.5 252.9 3.32:1 1.39 Cambridgeshire 159.6 50.9 210.5 3.14:1 1.15
Northumbria 446.5 160.3 606.8 2.79:1 3.33 Essex 316.0 69.4 385.4 4.55:1 2.11
Teesside 223.5 79.4 302.9 2.82:1 1.66 Hertfordshire 84.4 68.4 152.8 1.23:1 0.84
North East 864.4 298.2 1162.6 2.90:1 6.37 Norfolk 185.7 44.0 229.7 4.22:1 1.26
Humberside 278.2 105.1 383.3 2.65:1 2.10 Suffolk 162.4 40.2 202.6 4.04:1 1.11
North Yorkshire 104.1 66.6 170.7 1.56:1 0.94 East of England 1031.7 323.1 1354.8 3.19:1 7.43
South Yorkshire 422.2 174.7 596.9 2.42:1 3.27 Avon & Somerset 321.7 180.8 502.5 1.78:1 2.76
West Yorkshire 651.2 291.4 942.6 2.24:1 5.17 Devon & Cornwall 319.3 126.2 445.5 2.53:1 2.44
Yorkshire & 1455.7 637.8 2093.5 2.28:1 11.48 Dorset 134.6 55.4 190.0 2.43:1 1.04
Humberside
Derbyshire 197.1 90.5 287.6 2.18:1 1.58 Gloucestershire 109.1 53.8 162.9 2.03:1 0.89
Leicestershire & 330.3 27.2 357.5 12.14:1 1.96 Wiltshire 93.2 45.2 138.4 2.06:1 0.76
Rutland
Lincolnshire 142.7 49.1 191.8 2.91:1 1.05 South West 977.9 461.4 1439.3 2.12:1 7.89
Northamptonshire 138.9 61.7 200.6 2.25:1 1.10 Hampshire 379.7 118.7 498.4 3.20:1 2.73
Nottinghamshire 330.9 103.6 434.5 3.19:1 2.38 Kent 360.1 92.7 452.8 3.89:1 2.48
East Midlands 1139.9 332.1 1472.0 3.43:1 8.07 Surrey 152.9 69.3 222.2 2.21:1 1.22
Dyfed Powys 92.8 43.9 136.7 2.11:1 0.75 Sussex 240.6 64.1 304.7 3.75:1 1.67
Gwent 151.1 77.2 228.3 1.96:1 1.25 Thames Valley 390.0 157.5 547.5 2.48:1 3.00
North Wales 159.3 51.1 210.4 3.12:1 1.15 South East 1523.3 502.3 2025.6 3.03:1 11.11
South Wales 366.2 126.4 492.6 2.90:1 2.70 London 1486.5 684.0 2170.5 2.17:1 11.90
7
Wales 769.4 298.6 1068.0 2.58:1 5.86 NPD 401.3 2.21
Table 6

7
Including Chief Officers

5
Vacancy Levels
Vacancies across the NPS have been calculated net) of the total workforce. The available
on two levels; as a gross figure showing the actual information suggests that Areas may be utilising
number of vacancies across the service against agency staff and overtime to maintain staffing
agreed establishments and a net calculation taking capacity at a level where service delivery is not
account of areas where staff may have been affected.
recruited over-establishment at one level to cover
vacancies at another level. This may be necessary Future reports, will aim to analyse this data in
where difficulties arise in recruitment into these greater detail, to distinguish between posts that are
posts. There are currently 1,127.1 FTE (1,059.9 actively being advertised against those which are
net) vacancies across the service nationally contained within a notional complement of staff.
(excluding the NPD), equating to 5.97% (5.61%

8
REGIONAL VACANCY LEVELS

Local unemployment figures, although not the sole Statistics. The national unemployment rate
factor, are generally recognised as having a currently stands at 5.1%.
significant effect on the number of vacancies in
each organisation. Based on this premise, there The South West and South East appear to have
appears to be some correlation between the the most significant issues with regards to
number of vacancies in each of the NPS Regions vacancies, compounded by the lowest
and the corresponding levels of unemployment in unemployment rates, but clearly consideration to
that region, as reported by the Office of National other factors such as the high cost of living within
these regions has to be given.

North East
3.12% (3.56%)
[6.0%]
North West
3.44% (3.51%) Yorkshire & Humberside
[4.9%] 5.81% (6.01%)
[5.1%]
West Midlands
1.42% (1.42%) East Midlands
[5.6%] 6.03% (6.91%)
[4.3%]
Wales
6.70% (6.94%) East of England
[4.6%] 5.95% (6.01%)
[4.0%]

South West
9.29% (9.29%) London
[3.6%] 5.44% (6.69%)
[7.1%]
South East
10.05% (10.44%)
[3.9%]

8
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).

6
VACANCIES BY STAFF GROUP

Number of Vacancies Number of Vacancies


Vacancies shown as a Vacancies shown as a
(FTE) Percentage (FTE) Percentage
Senior Probation Officer 37.1 3.30 Deputy Chief Officers/Directors 2.0 4.58
Senior Practitioner 24.3 8.00 ACO and equivalent 7.7 2.65
Probation Officer 345.0 7.15 Area/District Managers or 0.6 0.62
equivalent
Trainee Probation Officer 58.2 3.69 Managers – Section or Function 10.9 2.79
Heads
Probation Services Officers 329.6 6.46 Support Staff – Administration 203.9 5.45
Psychologists 0.5 2.49 Support Staff Others 14.7 3.89
Other Operational Staff 20.7 2.64 Other Specialist Workers 4.7 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 Number of Vacancies


Vacancies shown as a Vacancies shown as a
(FTE) Percentage (FTE) Percentage
Gross Net Gross Net Gross Net Gross Net
Cumbria 6.7 6.7 3.98 3.98 Avon & Somerset 74.9 74.9 12.97 12.97
Dyfed-Powys 7.7 7.7 5.33 5.33 Devon & Cornwall 41.7 41.7 8.56 8.56
Gloucestershire 16.5 16.5 9.20 9.20 Humberside 19.6 19.6 4.86 4.86
Lincolnshire 21.7 21.7 10.16 10.16 Sussex 29.4 27.9 8.80 8.35
Norfolk Thames Valley 32.5 30.0 5.60 5.17
North Yorkshire 25.3 20.9 12.91 10.66 West Mercia
North Wales 33.9 33.9 13.88 13.88 Family Group 4 198.1 194.1 7.25 7.11
Suffolk 9.9 9.9 4.66 4.66 Essex 18.5 18.5 4.58 4.58
Wiltshire 3.0 3.0 2.12 2.12 Hampshire 15.0 15.0 2.92 2.92
Family Group 1 124.7 120.3 7.21 6.95 Kent 130.6 130.6 22.39 22.39
Bedfordshire 18.2 17.2 9.48 8.96 Lancashire 37.3 35.2 6.18 5.83
Cambridgeshire 0 0 0.00 0.00 Nottinghamshire 1.0 (12.8) 0.23 (2.94)
Dorset 11.3 11.3 5.61 5.61 South Wales 32.07 29.3 6.11 5.58
Northamptonshire 11.7 11.7 5.51 5.51 Family Group 5 234.5 215.8 7.65 7.04
Surrey 28.7 23.9 11.44 9.53 Greater Manchester
Warwickshire 12.6 12.6 7.74 7.74 London 155.9 126.5 6.73 5.44
Family Group 2 82.5 76.7 6.71 6.24 Merseyside 31.9 31.9 4.36 4.36
Cheshire 30.2 30.2 8.58 8.58 Northumbria 16.6 16.2 2.66 2.60
Derbyshire 31.3 31.3 9.81 9.81 South Yorkshire 6.0 6.0 1.00 1.00
Durham 14.4 13.4 5.39 5.01 West Midlands 1.0 1.0 0.80 0.80
Gwent 6.0 6.0 2.56 2.56 West Yorkshire 83.0 83.0 8.09 8.09
Hertfordshire 40.1 40.1 20.79 20.79 Family Group 6 294.4 264.6 3.85 3.46
Leicestershire & 43.5 43.5 10.85 10.85 Table 8
Rutland
Staffordshire 15.9 15.9 4.07 4.07
Teesside 11.9 8.0 3.78 2.54
Family Group 3 193.3 188.4 7.82 7.62

With regards to the figures provided by implemented. In addition, over the period of the
Nottinghamshire, the following should be borne in year, a process of ‘juggling’ vacancies operates,
mind: since submitting the data, a higher ensuring that work can be covered by employing
establishment level has been agreed and greater numbers of PSOs, whilst retaining sufficient
9
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.

7
vacancies for TPOs to occupy upon successful
completion of their training. It is therefore expected These include: -
that at the year-end the establishment will have
balanced out. Developing policies on flexible working, job sharing
and alternative types of leave.
There are currently a number of Areas with
significantly higher than average vacancy levels. The examination of the effect of housing costs on
The National Probation Directorate (NPD) and the recruitment and retention, working alongside the
NPS, as part of the delivery plan for the Service's National Health Service in identifying sources of
people management strategy, are working on a affordable housing.
wide range of initiatives to aid recruitment and
retention of staff in the Service.

Starters and Leavers


At Area level, attrition includes all leavers from that include those who have moved within the Service,
Area, regardless of whether or not they have as they do not represent attrition from the Service.
moved within the NPS as, at this level, they This also applies to the figures on starters, where
represent attrition from that particular Area. The national figures reflect only those who are new to or
figures that reflect the national picture do not re-entering the service.

BY STAFF GROUP

During Quarter 1 2003/04 there was an attrition Amongst Probation Officers (including Senior
rate of 2.31% (416.5 FTE) across all staff groups Probation Officers and Senior Practitioners) this
within the service (including the NPD). Assuming attrition rate was 1.73% (6.9% aggregated annual
that quarter one proves to be typical and the level rate), equating to 101.2 FTE.
of leavers remains constant, this equates to an
annual attrition rate of 9.24%. At the same time, The actual recorded number of Probation Officer
there were 556.6 FTE starters into the service who leavers by each of the 42 Areas was 127.8 FTE.
were either completely new to or were returning However, of these 26.6 FTE (20.8%) transferred
into the service. In broad terms, this suggests that from one Area to another and were retained within
nationally 100% of all those who left the service the service. During the same period, the Areas
were replaced, with a further 33.96% recruited into recorded a total of 78.5 FTE starters, of which 37.9
new or vacant posts. However, it is acknowledged FTE were new/re-entrants into the service.
that this level of replacement will not be replicated
in each of the Areas. 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

Number of

Number of

Number of
11

Rate (%)
Attrition

Attrition
Starters

Leavers

Starters

Leavers
10

Rate (%)
(FTE)

(FTE)

(FTE)
(FTE)

Senior Probation Officer 4.0 20.0 1.8 Deputy Chief Officers/Directors 1.0 0 0
Senior Practitioner 0 3.0 1.1 ACO and equivalent 1.0 2.0 0.7
Probation Officer 33.9 78.2 1.8 Area/District Managers or equivalent 2.0 4.0 4.2
Trainee Probation Officer 2.0 11.0 0.7 Managers – Section or Function 4.0 5.0 1.3
Heads
Probation Services Officers 239.0 111.3 2.4 Support Staff – Administration 187.8 87.2 2.6
Psychologists 0 0 0 Support Staff Others 44.1 13.0 9.2
Other Operational Staff 30.4 56.2 7.5 Other Specialist Workers 7.4 6.6 4.4
TOTAL 309.3 297.7 2.2 TOTAL 247.3 117.8 2.5
Table 9

10
Excluding those transferring within the NPS
11
Excluding those transferring within the NPS.
8
BY AREA AND FAMILY GROUP

within NPS (%)


Leavers (FTE)

Leavers (FTE)
Starters (FTE)

Starters (FTE)
Attrition Rate

Attrition Rate
within NPS
Number of

Number of

Number of

Number of
Transfers

Transfers
(%)12

(%)13

(%)
Cumbria 6.0 6.0 0 3.7 Avon & Somerset 0 13.0 7.7 2.6
Dyfed-Powys 2.6 1.8 0 1.3 Devon & Cornwall 13.4 9.2 10.9 2.1
Gloucestershire 5.5 18.2 27.5 10.8 Humberside 12.0 4.5 0 1.2
Lincolnshire 7.0 11.0 9.1 5.7 Sussex 20.5 9.3 6.5 3.1
Norfolk 10.7 8.9 22.5 3.9 Thames Valley 7.0 21.0 19.1 3.8
North Yorkshire 12.0 10.0 0 5.9 West Mercia 16.0 12.0 25.0 3.5
North Wales 1.5 3.4 0 1.6 Family Group 4 68.9 69.0 2.3
Suffolk 3.8 1.0 0 0.5 Essex 23.9 21.0 14.3 5.5
Wiltshire 9.0 6.2 0 4.5 Hampshire 8.8 11.1 0 2.2
Family Group 1 58.1 66.5 3.6 Kent 5.0 5.7 35.1 1.3
Bedfordshire 12.0 5.0 20.0 2.9 Lancashire 28.0 13.0 7.7 2.3
Cambridgeshire 6.0 7.0 57.1 3.3 Nottinghamshire 19.2 0 0 0
Dorset 9.0 6.0 0 3.2 South Wales 47.0 10.0 0 2.1
14
Northamptonshire 0 0 0 0 Family Group 5 131.9 60.8 2.0
Surrey 5.5 11.0 0 4.9 Greater Manchester 36.0 29.0 3.5 2.5
Warwickshire 4.0 0.7 0 0.5 London 62.0 65.0 1.5 3.0
Family Group 2 36.5 29.7 2.2 Merseyside 36.0 16.0 0 2.3
Cheshire 0 0 0 0 Northumbria 26.0 14.5 6.9 2.4
Derbyshire 7.0 13.0 30.8 4.5 South Yorkshire 29.0 5.0 20.0 0.9
Durham 0 4.7 0 1.8 West Midlands 25.9 11.9 0 1.0
Gwent 5.0 2.7 0 1.2 West Yorkshire 72.0 12.0 8.3 1.3
Hertfordshire 0 11.0 18.2 7.0 Family Group 6 286.9 153.4 20
Leicestershire & 18.0 10.0 0 2.8 NPD
0 19.0 0 4.6
Rutland
Staffordshire 13.6 7.5 26.7 2.0 Table 10
Teesside 0 6.8 0 2.2
Family Group 3 43.6 55.7 2.09

More detailed trend analysis on starters and


leavers will become possible over a period of time
as the information is collected.

12
Calculated as a percentage of the total number of leavers
13
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.

9
REGIONAL ATTRITION RATES

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

North East
2.15%

North West
2.14% Yorkshire & Humberside
1.44%

West Midlands East Midlands


3.15% 5.07%

Wales East of England


1.71% 3.10%

South West London


3.15% 2.95%

South East
2.54%

DESTINATION OF LEAVERS

The information currently collected concentrates on This information is perhaps indicative of a transfer
where employees go upon leaving the Service, of skills and exploration of the reasons behind this
where this is available (again this is information that should form a key part of the development of any
has not necessarily been routinely collected by strategies around retention.
Areas, particularly in this level of depth). With the
exception of retirement and death, the reasons for The dispersion of leavers amongst Support staff
those employees leaving the service are not differs from that of Operational staff with 39.1% of
currently collected at a national level, due to the staff pursuing other careers outside of the service,
limited information available within the Areas. but what perhaps could be of more concern is the
Work is planned to look at how this data can be 33.1% who are leaving with no other employment
captured and reported upon in the future. The data to go to. Again, there is a need to explore the
below considers the actual recorded number of reasons behind this, as it may be suggestive of
leavers from each Area. extreme dissatisfaction with particular aspects of
the Service amongst this group of staff. Anticipated
The graphs overleaf illustrate the destination of changes in the delivery of our services once the
leavers, broken down into the broad categories of detail of the Criminal Justice Act is known, could
Operational and Support Staff. The information potentially change the way in which Support staff
available suggests that the greatest proportion of work within operational teams. It is important to
Operational Staff (49.7%) who leave the service do include consideration of this group of staff within
15
so to pursue alternative careers, with at least the development of strategies to support
21.9% of these moving into related areas of work recruitment and retention across the service.
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.
10
OPERATIONAL STAFF

Retirement - Due to Ill


Health
43.1%

Retirement
56.9%

Retirement Death Em ployment


13.5% 0.3% w ithin NPS
11.8%
Education/
Training
1.9%

No O ther
Em ployment
22.8%

Other Private Sector


Self-Employed
O ther
Employment
Other Public Sector 6.3% 0.8% Em ployment
Employment 49.7%
12.5%

Prison Service
4.0%
Other Employment
Other Voluntary (Destination not
Sector specified)
5.1% 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 Death Employment within Re tirem ent

21.3% 0.0% NPS 8 0.7%

3.3%

Education/Training
3.3%
Other Employment
39.1%

Other Employment
(Destination not
specified)
Self-Employed 25.0%
No Other 2.5%

Employment Youth Justice


0.0%
33.1% Other Private Sector
Employment
38.0% Drugs Projects
0.0%

Social Services
6.3%

Other Voluntary
Prison Service Sector
Other Public Sector 3.2%
Employment 2.1%
22.9%

11