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 co-terminus 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 in respect of the NPS workforce. Some very slight variances occur within the total columns/rows between tables, which are due to rounding. Terminology Some of the terminology used within this report is defined as follows: 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 30th September 2003, there were 18,651.1 FTE employed across the NPS in its entirety (including those employed in the NPD and Chief Officers), an increase of 442.5 FTE on figures reported at the end of quarter one (18,208.6 FTE). This represents a growth rate of 2.4% over this period. The following tables show how this staff in-post figure is broken down by staff group. Probation Areas – Operational Staff F.T.E.
(Figures in brackets denote position at end of Q1)

on those employed at the end of Quarter 1 (Graph 1 below). The greatest increase in staff in post can be seen with Probation Services Officers, an increase of 398.2 FTE (8.3%). Whilst much of this increase is a result of recruitment in the period, part of this increase can be attributed to changes in working hours as a result of the implementation of ECP, internal movements and some reclassification 2 of staff from the previous quarter .

Difference in Staff in Post - Quarter 1 and 2

Shown as a % of Total Workforce of the NPS1

500.0

400.0

Senior Probation Officer Senior Practitioner Probation Officer Trainee Probation Officer Probation Services Officer Psychologist Other Operational Staff TOTAL

1106.0 295.1 4536.8 1610.6 5205.2 27.5 622.2 13403.4

(1096.9) (282.5) (4464.1) (1581.7) (4807.0) (28.5) (696.0) (12956.7)

5.93 1.58 24.32 8.64 27.91 0.15 3.34 71.86
Table 1

300.0

200.0

100.0

0.0

-100.0 Psychologist Senior Probation Officer Probation Officer Trainee Probation Officer Other Operational Staff Senior Practitioner Probation Services Officer Total

Graph 1

During Quarter 2, there has been an overall increase in operational staff of 446.7 FTE (3.5%)
1

2

This has arisen out of changes made by Areas to systems to meet the new reporting requirements.

Including the National Probation Directorate

2

Probation Areas – Support Staff F.T.E.
(Figures in brackets denote position at end of Q1)

National Probation Directorate
Shown as a % of Total Workforce of the NPS

F.T.E.3 4
(Figures in brackets denote position at end of Q1)

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

35.7 263.8 89.8

(37.7) (264.2) (92.1)

0.19 1.41 0.48

362.8

(378.8)

1.94

3549.4 319.8 225.3 4846.6

(3537.7) (349.7) (194.2) (4854.4)

19.03 1.71 1.21 25.99
Table 2

Unlike Operational Staff, Support Staff have experienced an overall very slight reduction of 7.8 FTE (0.16%) staff in post during Quarter 2.

Senior Civil Servant Grade 6 Grade 7 Senior Executive Officer Higher Executive Officer Executive Officer Administrative Officers Administrative Assistant Senior Personal Secretary Personal Secretary Consultants Total Chief Officers Total including Chief Officers

13.0 29.0 84.6 53.7 42.0 57.0 33.0 6.9 7.0 15.7 18.4 360.3 41.0 401.3

(11.0) (27.0) (89.2) (60.0) (40.0) (57.0) (32.0) (6.4) (5.0) (15.7) (18.0) (361.3) (40.0) (401.3)

[1.0] [1.0] [23.9] [5.0] [1.0] [1.0] [0] [0] [0] [1.0] n/a [33.9]

Shown as a % of Total Workforce of the NPS 0.07 0.16 0.45 0.29 0.23 0.31 0.18 0.04 0.04 0.08 0.10 1.93 0.22 2.15
Table 3

40.0 Difference in Staff in Post - Quarter 1 and 2

There has been very little change in the profile of staff working in the NPD during the period under review. In addition, at this time there were 563 Board 5 Members in post .

30.0

20.0

10.0

0.0

Staffing Ratios There has been very little change in the profile of the service, with 71.86% (70.89%) of all staff in the NPS employed in an operational context having direct offender contact. This gives a ratio of 2.55:1 operational staff:support staff (including those employed in the NPD). Amongst the Operational Staff the ratio of Probation Officers:Probation Services Officers is 0.87:1 (0.94:1) and Probation Officers:Senior Probation Officers is 4.10:1 (4.12:1).
6 Including Chief Officers , there are 793.1 FTE employed in a managerial capacity. This equates to 4.35% of the Service, a ratio of 0.04:1 managers:employees of the NPS. The ratio of managers:operational staff is 0.06:1, with 0.20:1 the ratio of managers:support staff.

-10.0

-20.0

-30.0 Support Staff Administration Area/District Managers or equivalent Managers Section or Function Heads Support Staff Other ACO and Equivalent Deputy Chief Officers/Directors Other Specialist Workers Total

Graph 2

Some of the changes that have occurred within the FTE in post for Support Staff have arisen out of internal movements, with a number of staff across the NPS transferring from support roles into an operational capacity.

3

Figures in brackets denote the position at the end of Quarter 1 Figures include those who are employed within the NPD on a Secondment Basis, excluding 29.0 FTE who have been included within Areas’ returns. Figures in square brackets show the actual number of secondees. 5 This figure includes Board Members prior to the reappointment process. 6 The managerial ratios refer to NPS staff working in the Areas and are calculated excluding staff employed in the NPD, but include in that number Chief Officers.
4

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 Operational Staff – Totals by Region7
Resettlement Team

been included under the Fieldwork or Other categories as appropriate. 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 and expressed as a percentage of the total staff employed in that Region.

Programmes

Community Supervision

Community Punishment

Approved Premises

North West North East Yorkshire & Humberside West Midlands East Midlands East of England South West South East London Wales

FTE % FTE % FTE % FTE % FTE % FTE % FTE % FTE % FTE % FTE %

275.0 12.2 100.4 11.4 173.6 11.8 170.0 11.5 158.2 12.1 149.6 13.8 115.2 12.0 137.3 9.1 188.5 11.6 104.4 12.7

262.4 11.6 225.2 25.6 274.3 18.6 454.6 30.8 198.1 15.1 173.0 16.0 119.9 12.5 201.7 13.4

16.1 0.7 38.7 4.4 165.6 11.2 12.5 0.9 51.6 3.9 17.9 1.7 70.1 7.3 30.0 2.0

261.1 31.9

55.3 6.7

135.9 6.0 64.7 7.3 105.7 7.2 65.8 4.5 103.6 7.9 69.4 6.4 89.9 9.3 150.2 10.0 41.8 2.6 25.0 3.1

148.8 6.6 55.2 6.3 109.1 7.4 116.1 7.9 96.2 7.4 72.9 6.7 128.2 13.3 93.5 6.2 22.7 1.4 55.4 6.8

152.6 6.8 42.0 4.8 89.9 6.1 106.8 7.2 66.6 5.1 55.2 5.1 87.4 9.1 87.0 5.8 82.0 5.1 33.0 4.0

156.7 6.9 95.1 10.8 113.3 7.7 100.3 6.8 98.1 7.5 127.2 11.7 93.8 9.7 121.8 8.1 165.8 10.2 36.7 4.5

DTTOs 51.7 2.3 36.8 4.2 66.8 4.5 59.0 4.0 83.4 6.4 38.6 3.6 19.2 2.0 55.0 3.7 25.0 3.1

Prison

Total

1572.1

2170.6
Secondment to YOTS

457.8
Other Secondees

852.0

Court

898.1
Fieldwork Central Services

802.5

1108.8

435.5

Training

Victim Liaison

Other

North West North East Yorkshire & Humberside West Midlands East Midlands East of England South West South East London Wales

FTE % FTE % FTE % FTE % FTE % FTE % FTE % FTE % FTE % FTE %

Total

3.8 0.2 19.0 2.2 18.5 1.3 16.4 1.1 16.0 1.2 12.7 1.2 10.9 1.1 20.0 1.3 25.8 1.6 9.0 1.1 152.1

43.2 1.9 15.5 1.8 37.5 2.5 23.0 1.6 30.7 2.4 16.2 1.5 19.1 2.0 28.9 1.9 32.9 2.0 19.6 2.4 266.6

17.0 0.8 15.4 1.8 22.0 1.5 17.0 1.2 14.8 1.1 16.0 1.5 17.3 1.8 12.7 0.8

2.1 0.3 134.3

212.8 9.4 141.0 16.0 200.4 13.6 267.5 18.1 186.5 14.3 152.9 14.1 111.2 11.6 190.4 12.6 245.4 15.1 177.5 21.7 1885.6

5.0 0.2 5.5 0.6 13.7 0.9 5.5 0.4 19.5 1.5 3.0 0.3 1.0 0.1 2.0 0.1 24.0 1.5

755.0 33.4 2.0 0.2 55.4 3.8 17.4 1.2 96.3 7.4 101.5 9.4 72.2 7.5 319.2 21.2 717.8 44.2

79.2

2136.8

26.1 1.2 25.0 2.8 29.9 2.0 46.6 3.2 88.6 6.8 78.0 7.2 7.0 0.7 58.6 3.9 76.0 4.7 15.8 1.9 451.6

Total 2262.1 881.5 1475.7 1478.6 1308.2 1084.1 962.4 1508.3 1622.7 819.9 13403.4
Table 4

7

Percentages shown as a proportion of the total staff employed within each Region.

4

Operational Staff – Grade of Staff8

Resettlement Team

Programmes

Community Supervision

Community Punishment

Approved Premises

Senior Probation Officer Senior Practitioner Probation Officer Trainee Probation Officer Probation Services Officer Psychologist Other Operational Staff Total

FTE % FTE % FTE % FTE % FTE % FTE % FTE % FTE %

59.4 5.4 20.4 6.9 88.0 1.9

175.5 15.9 37.6 12.8 1135.1 25.0

33.2 3.0 14.6 4.9 236.1 5.2

102.4 9.3 8.0 2.7 436.4 9.6

51.4 4.6 21.6 7.3 353.1 7.8

70.5 6.4 14.0 4.7 56.7 1.2

114.6 10.4 62.8 21.3 279.6 6.2

1172.0 22.5

232.3 37.3

760.1 14.6 1.0 3.6 61.1 9.8

166.6 3.2 2.0 7.3 5.3 0.9

303.6 5.8

455.9 8.8

444.6 8.5

1.6 0.3

16.1 2.6

216.8 34.8

610.4 11.7 18.8 68.4 22.6 3.6

DTTOs
35.7 3.2 5.0 1.7 142.0 3.1 239.8 4.6 13.0 2.1

Prison

1572.1 11.7

2170.4 16.2 Secondment to YOTS

457.8 3.4

852.0 6.4

Court 898.1 6.7

802.6 6.0

1108.8 8.3

435.5 3.2

Victim Liaison

Other Secondees

Fieldwork

Central Services

Training

Other

Senior Probation Officer Senior Practitioner Probation Officer Trainee Probation Officer Probation Services Officer Psychologist Other Operational Staff Total

FTE % FTE % FTE % FTE % FTE % FTE % FTE % FTE %

18.7 1.7

29.8 0.7

5.0 0.5 3.0 1.0 226.5 5.0

45.5 4.1 4.0 1.4 43.1 0.9

102.1 2.0

29.1 0.6

1.5 0.2 152.1 1.1

3.0 0.5 266.6 2.0

34.3 0.7 1.0 3.6 6.4 1.0 134.3 1.0

46.0 4.2 68.8 23.3 145.2 3.2 1610.6 100.0 3.0 0.1

34.7 3.1 2.5 0.8 22.6 0.5

254.6 23.0 29.7 10.1 1172.8 25.9

58.8 5.3 3.0 1.0 169.9 3.7

Total
1106.0 295.1 4536.8 1610.6 193.4 3.7 5205.2 27.5 26.5 4.3 451.6 3.4 622.2 13403.4
Table 5

12.0 1.9 1885.6 14.1

18.2 0.3 0.7 2.5 0.5 0.1 79.2 0.6

672.1 12.9 4.0 14.5 3.5 0.6 2136.7 15.9

8

Percentages shown as a proportion of the total staff employed within each grade.

5

SUPPORT STAFF Amongst support staff, the information provided suggests that 31.7% are engaged in roles which do not involve direct offender contact, and represents a slight increase on the position at the end of Quarter 1 (30.5%). This relates to 8.4% of the total Support Staff – Totals by Region9
Communications & Public Relations

workforce of the NPS and again represents a minor increase on the position at the end of Quarter 1 (8.21%). The full breakdown of Support Staff is shown in the tables below.

Research, Information & IT

Training & Development

Partnerships

Operational Services

Human Resources

Finance

Other

North West North East Yorkshire & Humberside West Midlands East Midlands East of England South West South East London Wales

FTE % FTE % FTE % FTE % FTE % FTE % FTE % FTE % FTE % FTE %

Total

FTE

472.8 64.6 209.3 69.7 470.8 72.4 440.5 69.3 218.3 64.0 227.7 68.4 291.2 66.5 339.8 70.4 423.8 68.9 218.2 68.5 3312.4

35.0 4.8 17.7 5.9 44.0 6.8 39.2 6.2 21.4 6.3 12.3 3.7 15.5 3.5 21.8 4.5 31.0 5.0 25.0 7.8 262.9

43.5 5.9 17.0 5.7 28.6 4.4 28.5 4.5 22.0 6.4 20.4 6.1 21.2 4.8 28.5 5.9 26.5 4.3 17.0 5.3 253.2

21.9 3.0 11.5 3.8 13.1 2.0 29.2 4.6 9.8 2.9 12.4 3.7 15.4 3.5 12.3 2.5 19.0 3.1 11.0 3.5 155.6

18.2 2.5 1.5 0.5 10.8 1.7 4.0 0.6 4.8 1.4 1.6 0.5 0.3 0.1 2.5 0.5

4.8 1.5 48.5

60.9 8.3 21.5 7.2 46.5 7.1 51.1 8.0 41.0 12.0 42.2 12.7 45.4 10.4 43.8 9.1 59.0 9.6 34.1 10.7 445.5

8.7 1.2 2.0 0.7 1.0 0.2 19.4 3.1 3.5 1.0 4.9 1.5 13.8 3.2 3.1 0.6 1.0 0.2

57.4

70.5 9.6 19.9 6.6 35.6 5.5 24.1 3.8 20.4 6.0 11.3 3.4 35.2 8.0 31.0 6.4 55.0 8.9 8.3 2.6 311.3

Support Staff – Grade of Staff10
Communications & Public Relations

Table 6

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

FTE % FTE % FTE % FTE % FTE % FTE % FTE %

Total

FTE %

18.0 50.4 165.4 62.7 47.8 53.2 153.0 42.2 2717.5 76.6 199.1 62.2 11.5 5.1 3312.3 68.3

7.0 19.6 17.4 6.6 3.0 3.3 31.7 8.7 161.1 4.5 18.9 5.9 23.8 10.6 262.9 5.4

5.0 14.0 24.0 9.1 4.5 5.0 38.0 1.5 125.4 3.5 11.3 3.5 44.9 19.9 253.1 5.2

6.8 2.6 6.5 7.2 23.6 6.5 81.8 2.3 13.4 4.2 23.5 10.4 155.6 3.2

0.8 0.3 1.0 1.1 10.9 3.0 26.3 0.7 5.5 1.7 4.0 1.8 48.5 1.0

1.0 2.8 11.6 4.4 5.0 5.6 50.6 13.9 243.9 6.9 54.9 17.2 78.5 34.9 445.5 9.2

2.4 0.9 4.0 4.5 15.0 4.1 28.0 0.8 1.0 0.3 7.0 3.1 57.4 1.2

4.7 13.2 35.4 13.4 18.0 20.0 39.9 11.0 165.5 4.7 15.8 4.9 32.1 14.2 311.4 6.4

Total
35.7 263.8 89.8 362.8 3549.4 319.8 225.3 4846.6
Table 7

9

10

Percentages shown as a proportion of the total staff employed within each Region. Percentages shown as a proportion of the total staff employed within each grade.

Total
731.5 300.4 650.4 636.0 341.2 332.8 438.0 482.7 615.3 318.3 4846.6

6

Regional Breakdown of Staff in Post11

North West 16.05% (16.88%) [15.09%]

North East 6.34% (6.58%) [6.20%] Yorkshire & Humberside 11.40% (11.01%) [13.42%] East Midlands 8.84% (9.76%) [7.04%]

West Midlands 11.34% (11.03%) [13.12%]

Wales 6.10% (6.12%) [6.57%]

East of England 7.60% (8.09%) [6.87%] NPD 2.15%

South West 7.51% (7.18%) [9.04%] South East 10.67% (11.25%) [9.96%]

London 12.00% (12.11%) [12.70%]
Chart 1

Regional Difference in Staff in Post – Quarter 1 and 2 With the exception of the South East and South West, all regions of the NPS have seen an increase in the numbers of staff in post over the course of the quarter, with an overall growth rate of 2.4%
Regional Difference in Staff in Post - Quarter 1 and 2 450.0 400.0 350.0 300.0 250.0 200.0 150.0 100.0 50.0 0.0 -50.0 London NPD East of England Yorkshire and Humberside West Midlands East Midlands South West North West South East North East Wales Total

across the Service. The reduction of staff in post in the South East and South West regions, represents a fall of 1.7% and 2.7% respectively against the total workforce in those Regions.

Graph 3

11

Figures in brackets denote the national proportion of Operational Staff employed in each of the regions, those in square brackets show the same proportion of Support Staff.

7

Staff in Post by Area12 13
Operational Staff Operational Staff Operational :Support Staff Operational :Support Staff % of Total Workforce % of Total Workforce Support Staff Support Staff

Total

Cumbria Cheshire Greater Manchester Lancashire Merseyside North West Durham Northumbria Teesside North East Humberside North Yorkshire South Yorkshire West Yorkshire Yorkshire & Humberside Derbyshire Leicestershire & Rutland Lincolnshire Northamptonshire Nottinghamshire East Midlands Dyfed Powys Gwent North Wales South Wales Wales

117.6
115.2

46.1
46.6

163.7
161.8

2.55:1 7.61:1 2.53:1 4.17:1 2.63:1

0.88 1.80 6.37 3.24 3.76

Staffordshire Warwickshire West Mercia West Midlands West Midlands Bedfordshire Cambridgeshire Essex Hertfordshire Norfolk Suffolk East of England Avon & Somerset Devon & Cornwall Dorset Gloucestershire Wiltshire South West Hampshire Kent Surrey Sussex Thames Valley South East London14 NPD15

278.2 107.9
265.3 109.6

Total

386.1
374.9

2.58:1 2.61:1 2.29:1 2.23:1

2.07 0.87 1.89 6.51

297.2
287.2 862.3 453.7 513.1 2231.5

39.1
34.7 302.0 112.4 187.1 682.8

336.3
321.9 1164.3

116.9
107.7 221.7 794.8 1389.5

44.8
42.4 128.1 382.3 662.4

161.7
150.1

851.4 336.0 1187.4 487.1 116.7 508.6 193.6 603.8
566.1

245.9 107.6

353.5
349.8 1177.1

837.6 375.7 1213.3 1478.6 636.0 2114.6
2051.9

702.2
700.2 2914.3

2.32:1 11.34 2.70:1 3.18:1 4.56:1 2.20:1 3.16:1 3.65:1 3.26:1 2.06:1 2.41:1 2.41:1 2.09:1 1.90:1 2.20:1 3.30:1 3.71:1 2.56:1 4.02:1 2.52:1 0.99 1.07 2.06 1.15 1.23 1.10 7.60 2.46 2.40 1.01 0.88 0.75 7.51 2.68 2.30 1.18 1.62 2.90

2261.9 731.5 2993.4 197.4
194.4 446.5

3.09:1 16.05 3.37:1 2.84:1 2.81:1 2.93:1 2.67:1 1.59:1 2.29:1 2.27:1 1.37 3.33 1.63 6.34 2.09 0.94 3.26 5.11

134.1
123.6

49.6
50.2

183.7
173.8

58.5
58.5 160.3

255.9
252.9

151.4
148.2

47.6
46.7

199.0
194.9

459.9 162.1 224.2
223.5 864.4 278.2

622.0
606.8

314.7
316.0

69.0
69.4

383.7
385.4

79.8
79.4 298.2 105.1

304.0
302.9 1162.6

147.5
141.9

67.1
64.2

214.6
206.1

881.5 300.4 1181.9 283.6 106.3 107.2
104.1 422.2 651.2 1455.7

174.5
185.6

55.2
54.2

229.7
239.8

389.9
383.3

161.7
162.4 1077.7 321.7 319.3

44.3
43.7 328.4 180.8 126.2

206.0
206.1 1406.1

67.6
66.6 174.7 291.4 637.8

174.8
170.7

1083.9 332.8 1416.7 309.5 150.1 316.6 131.3 133.8
134.6

423.9 185.1 661.0 291.5

609.0
596.9

459.6
502.5

952.5
942.6 2093.5

447.9
445.5

1475.7 650.5 2126.2 248.0
197.1

2.27:1 11.40 2.66:1 12.14:1 3.12:1 2.87:1 3.54:1 3.83:1 1.99:1 2.14:1 3.43:1 2.71:1 2.58:1 1.83 2.02 1.20 1.28 2.51 8.84 0.79 1.27 1.19 2.85 6.10

55.5
55.4

189.3
190.0

93.3
90.5

341.3
287.6

110.8
109.1

52.9
53.8

163.7
162.9

348.5
330.3

28.7
27.2

377.2
357.5

91.7
91.2 975.9 379.7

48.2
45.2 461.4 118.7

139.9
136.4 1437.3

169.1
142.7

54.2
49.1

223.3
191.8

962.4 438.0 1400.4 383.8 116.2 338.1
360.1

177.5
138.9 330.9 1139.9

61.9
61.7 103.6 332.1

239.4
200.6

500.0
498.4

365.1 103.1

468.2
434.5 1472.0

91.2
92.7

429.3
452.8

1308.2 341.2 1649.4 97.7
92.8

158.1
152.9

61.8
69.3

219.9
222.2

49.2
43.9

146.9
136.7

241.4
240.6 385.4 1518.7 1530.0

60.1
64.1 151.8 496.6 656.0

301.5
304.7

161.6
151.4

75.6
77.2

237.2
228.6

386.9 153.4

540.3
537.2 2015.3

172.3
159.3 366.2 769.7

50.2
51.1 126.4 298.6

222.5
210.4

1508.3 482.7 1991.0 1622.7 615.3 2238.0
2186.0

3.12:1 10.67 2.64:1 12.00 2.15
Table 8

388.3 143.3

531.6
492.6 1068.3

819.9 318.3 1138.2

401.3
401.3

Caution should be exercised before drawing any conclusions from this, as each individual Area operates under very different structures and practices, which may impact upon these levels 13 Figures in italics denote the position at the end of Quarter 1. Please note, as a result of checks made with regards to the data submitted for Quarter 2, against that which was submitted for Quarter 1, a small number of Areas have adjusted and corrected their original returns for Quarter 1 14 Figures for London Probation Area under on-going review as a result of difficulties experienced during the transfer from original HR System to new system. 15 Including Chief Officers

12

8

On average, there is a ratio of 2.77:1, operational staff:support staff, though there are no fixed ratios regarding this and across the Areas there appears to be some significant variation in the levels of support staff employed.

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 1,533.7 FTE (1,466.4 net) vacancies across the service nationally (excluding the NPD), equating to 7.8% (7.4% net) of the total workforce. The available information suggests that Areas may be utilising agency staff and overtime to maintain staffing capacity to a level where service delivery is not affected. Vacancies by Staff Group16 Number of Vacancies (FTE)
Senior Probation Officer Senior Practitioner Probation Officer Trainee Probation Officer Probation Services Officers Psychologists Other Operational Staff 40.3 [37.1] 31.4 [24.3] 387.3 [345.0] 163.2 [58.2]

There has been an increase in the number of vacancies reported in Issue 01 of the Workforce Information Report. However, many of these differences can be attributed to anomalies in the original data, which were subsequently identified. Newly appointed Trainee Probation Officers st generally commence with the service on the 1 October. Consequently, the figures reflect a ‘crossover’ period where newly qualified Probation Officers may have been reassigned before replacements have commenced. Future reports will aim to analyse this data in greater detail in order to distinguish between posts that are actively being advertised against those which are contained within a notional complement of staff.

Vacancies shown as a Percentage17
3.5 9.6 7.9 9.2 6.4 11.3 9.3 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

Number of Vacancies (FTE)
(1.0) 35.9 (1.2) 0.6 340.1 40.0 8.1 [2.0] [7.7] [0.6] [10.9] [203.9] [14.7] [4.7]

Vacancies shown as a Percentage
-2.9 12.0 -1.4 0.2 8.7 11.1 3.5
Table 9

354.3 [329.6] 3.5 [0.5] 63.9 [20.7]

TOTAL

1043.9 [815.4]

TOTAL

422.5 [244.5]

Regional Vacancy Levels18
North East 3.5% (4.5%) [6.7%] Yorkshire & Humberside 9.5% (9.8%) [4.8%] East Midlands 5.2% (5.7%) [4.5%] East of England 6.3% (6.4%) [3.9%]

North West 2.5% (3.6%) [4.8%] West Midlands 2.1% (2.1%) [6.0%] Wales 4.8% (5.0%) [4.7%]

South West 14.7% (14.7%) [3.2%]

London 11.4% (11.5%) [7.1%] South East 13.2% (13.3%) [3.9%]

The national unemployment rate currently stands at 5.5%

Chart 2

16 Figures in brackets denote over-established posts within a notional establishment; those figures in square brackets denote figures submitted for Quarter 1. 17 As a percentage of the total workforce of the NPS for each grade of staff. 18 Figures in brackets show gross vacancy figures as defined above and those in square brackets show total unemployment rates per 9 region (taken from the Labour Force Survey, Office of National Statistics).

Vacancy Levels by Family Groups

19

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 6.2 6.2 3.6 3.6 4.5 4.5 3.0 3.0 1.5 1.5 0.9 0.9 17.2 16.5 7.2 6.9 16.4 16.4 6.7 6.7 27.1 20.3 13.9 10.4 25.2 25.2 10.2 10.2 6.6 6.6 3.1 3.1 19.4 19.4 12.2 12.2 124.1 116.6 6.9 6.5 17.5 16.3 8.1 8.7 11.2 11.2 5.3 5.3 20.7 20.7 9.9 9.9 11.2 11.2 4.5 4.5 43.3 41.4 16.6 15.8 6.3 6.3 3.8 3.8 110.2 107.1 8.5 8.2 36.2 35.3 9.7 9.5 14.5 14.5 4.1 4.1 11.2 10.4 4.2 3.9 22.2 31.8 19.4 12.7 148.0 22.2 31.8 19.4 3.2 136.8 9.4 7.8 4.8 4.1 5.7 9.4 7.8 4.8 1.0 5.3 The NPD, as part of the delivery plan for the Service’s people management strategy, continues to work on a range of initiatives to support the recruitment and retention of staff into the Service. Number of Vacancies Vacancies shown as a (FTE) Percentage Gross Net Gross Net 148.2 148.2 24.4 24.4 51.1 51.1 10.2 10.2 22.9 22.9 5.6 5.6 35.5 34.8 10.5 10.3 43.5 43.5 7.5 7.5 19.9 19.9 5.3 5.3 321.1 320.4 11.4 11.4 23.0 23.0 5.7 5.7 36.0 36.0 6.7 6.7 147.1 147.1 25.5 25.5 2.2 (12.1) 0.4 (2.0) 24.4 16.7 5.0 3.4 30.7 27.7 5.5 4.9 263.4 238.4 8.3 7.6 289.5 65.4 31.0 30.4 150.6 566.9 288.5 48.8 29.0 30.4 150.6 547.3 11.5 8.7 4.8 4.8 13.7 7.0 11.44 6.5 4.4 4.8 13.7 6.8
Table 10

Cumbria Dyfed-Powys Gloucestershire Lincolnshire 20 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 4 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

The figures in italics denote those Areas reporting fewer vacancies in the second quarter. Around 33% of Areas report having significantly higher than average vacancy levels, which has slightly reduced from the position in Quarter 1.

19

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. 10 20 Previous figures for Quarter 1 not supplied.

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 2 2003/04 there was an attrition rate of 3.14% (579.1 FTE) across all staff groups within the service (including the NPD). This represents a slight increase on the position in Quarter 1, when the attrition rate was 2.31% (416.5 FTE). Taking the first two quarters into account, the annual aggregated attrition rate is forecast to be 10.8%. At the same time, there were 911.0 FTE (including the NPD) starters into the service who were either completely new to or were returning into the service. This is a crossover period with regards to the appointment of Trainee Probation Officers and a number of Areas have included these in this return. Amongst Probation Officers (including Senior Probation Officers and Senior Practitioners) this
Number of Leavers 21 (FTE) Attrition 23 Rate (%) Transfers within 22 NPS (%)

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.

attrition rate was 2.9% (9.1% aggregated annual rate), equating to 173.0 FTE. The actual recorded number of Probation Officer leavers by each of the 42 Areas was 215.0 FTE. However, of these 42.0 FTE (19.5%) transferred from one Area to another and were retained within the service. During the same period, the Areas recorded a total of 105.5 FTE starters, of which 40.1 FTE (38.9%) were new/re-entrants into the service. There is evidence to suggest that the volume of successful recruitment of all grades of Operational Staff is exceeding the attrition of these staff at a rate of 1.8:1.

Transfers within NPS (%) 0 0 0 9.1 2.7 0 0

Number of Leavers (FTE)

Senior Probation Officer Senior Practitioner Probation Officer Trainee Probation Officer Probation Services Officer Psychologist Other Operational Staff

20.0 6.0 147.0 15.0 133.8 0 35.2

9.1 0 21.4 59.5 18.8 0 2.8

1.8 2.1 3.3 0.9 2.7 0 5.2

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

3.0 9.0 0 10.0 109.7 39.4 25.0

TOTAL

357.0
Number of 24 Starters (FTE)

21.2

2.7
Ratio of Starters:Levers

TOTAL

196.1

2.0

Table 11

Senior Probation Officer Senior Practitioner Probation Officer Trainee Probation Officer Probation Services Officer Psychologist Other Operational Staff

2.0 9.0 29.1 211.0 346.1 1.0 30.7

84.0 0.1:1 30.8 1.5:1 63.6 0.2:1 7.5 14.1:1 5.4 0 8.9 2.6:1 --0.9:1

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

0 4.7 0 19.0 176.6 30.4 15.0

100.0 20.3 100.0 0 2.2 0 0

TOTAL

628.9

14.3

1.8:1

TOTAL

245.7

3.2

Table 12
21
22

Excluding those transferring within the NPS Calculated as a percentage of the total number of Leavers 23 Excluding those transferring within the NPS. 24 Excluding those transferring within the NPS 25 Calculated as a percentage of the total number of Leavers 26 Excluding those transferring within the NPS.

Ratio of Starters:Levers --1.3:1 --1.9:1 1.6:1 0.8:1 0.6:1

Transfers within NPS (%)

Number of Starters (FTE)

Transfers 25 within NPS (%)

26

Attrition Rate (%) 8.2 3.4 0 2.7 3.1 11.8 11.9

4.0

1.3:1

11

BY AREA AND FAMILY GROUP Number of Starters in Quarters 1 & 2 (FTE)
350.0 300.0
200.0

Number of Leavers in Quarters 1 & 2 (FTE)
Quarter 2 Quarter 1 250.0
Quarter 2 Quarter 1

250.0 200.0 150.0
100.0

150.0

100.0 50.0 0.0 Family Group 1 Family Group 2 Family Group 3 Family Group 4
50.0

0.0 Quarter 1 Quarter 2

Family Group 5

Family Group 6

Family Group 1

Family Group 2

Family Group 3

Family Group 4

Quarter 1 Quarter 2 Family Group 5 Family Group 6

Graph 4

Graph 5

Starters by Area and Family Groups27 Ratio of Starters:Leavers Ratio of Starters:Leavers 0.9:1 0.8:1 2.4:1 0.9:1 1.0:1 2.8:1 1.3:1 0.8:1 0.3:1 --5.9:1 2.3:1 2.7:1 1.6:1 1.1:1 1.6:1 1.2:1 1.1:1 2.0:1 3.0:1 1.0:1 1.5:1 1.4:1
Table 13

Transfers within NPS (%)28

STARTERS

Cumbria Dyfed-Powys Gloucestershire29 Lincolnshire Norfolk North Yorkshire North Wales Suffolk Wiltshire Family Group 1 Bedfordshire Cambridgeshire Dorset Northamptonshire30 Surrey Warwickshire Family Group 2 Cheshire30 Derbyshire Durham Gwent Hertfordshire Leicestershire & Rutland Staffordshire Teesside Family Group 3
27 28

8.9 1.6 13.5 29.8 12.0 9.5 18.0 2.6 3.6 99.5 15.2 12.0 8.8 0 9.9 15.3 61.2 0 42.0 8.6 20.4 13.0 23.0 46.5 8.0 161.5

33.6 0 14.8 3.4 0 36.8 0 0 44.4 11.1 17.8 33.3 11.4 0 18.2 6.5 17.2 0 9.5 0 4.9 46.2 4.3 49.5 0 21.7

1.3:1 --1.6:1 14.9:1 1.0:1 0.9:1 2.8:1 0.7:1 0.6:1 1.7:1 24:1 1.2:1 0.9:1 --0.6:1 2.7:1 1.3:1 --2.5:1 2.0:1 1.4:1 0.9:1 2.3:1 1.5:1 1.0:1 1.6:1

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

15.2 14.6 19.5 12.3 19.4 28.0 109.0 18.0 6.0 0 53.0 54.0 67.0 198.0 54.0 131.0 27.3 15.0 20.0 79.3 32.0 358.6 36.4

Includes starters transferring into Areas from other NPS Areas. Calculated as a percentage of the total number of leavers 29 Gloucestershire figures for Quarter 1 included starters and leavers for July and August, number of starters for Quarter 1 should have been 0.5 30 Northamptonshire and Cheshire Probation Areas were unable to provide any information on Starters and Leavers for Quarter 2 due to thier current system configuration. It is hoped this can be adjusted for future returns.

Transfers within NPS (%) 0 24.7 5.1 0 10.3 10.7 8.8 27.8 0 0 9.4 0 16.4 10.6 3.7 5.3 3.7 6.7 15.0 5.0 25.0 7.3 n/a

Number of Starters (FTE)

Number of Starters (FTE)

12

Leavers by Area and Family Groups31

Transfers within NPS (%)32

Transfers within NPS (%) 0 17.4 50.0 0 19.6 2.0 14.9 17.4 4.8 22.2 11.1 0 36.0 16.1 12.2 6.1 0 0 0 3.8 6.1 5.9 n/a

Number of Leavers (FTE)

Number of Leavers (FTE)

Attrition Rate (%)33

LEAVERS

Cumbria Dyfed-Powys Gloucestershire34 Lincolnshire Norfolk North Yorkshire North Wales Suffolk Wiltshire Family Group 1 Bedfordshire Cambridgeshire Dorset Northamptonshire35 Surrey Warwickshire Family Group 2 Cheshire Derbyshire Durham Gwent Hertfordshire Leicestershire & Rutland Staffordshire Teesside Family Group 3

7.0 0 8.4 2.0 12.0 11.0 6.5 4.0 6.5 57.4 6.3 10.0 9.6 15.7 5.7 47.3 0 17.0 4.2 15.0 14.0 10.0 30.6 7.9 98.7

0 0 11.9 100.0 16.7 0 30.8 0 38.5 16.6 0 20.0 0 31.8 17.5 16.9 0 35.3 23.8 6.7 14.3 0 75.2 0 33.4

4.3 0 5.1 1.0 5.1 6.4 3.0 1.9 4.7 2.9 3.5 5.1 5.1 7.1 3.7 3.4 0 5.4 1.7 6.4 6.7 2.7 8.0 2.6 2.7

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

17.4 17.2 8.0 14.0 20.4 10.0 87.0 23.0 20.9 22.5 9.0 24.0 25.0 124.4 49.0 82.0 22.0 13.5 10.0 26.4 33.0 235.9 26.0

Table 14

Includes Leavers transferring out of Areas into other NPS Areas. Calculated as a percentage of the total number of leavers 33 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. 34 Gloucestershire figures for Quarter 1 included leavers for July and August, actual number of leavers during this period should have been 13.2 FTE with an adjusted attrition rate of 7.8% and rate of transfers within the NPS of 37.8%. The revised attrition rate for the family group is 3.3%. 35 Northamptonshire was unable to provide any information on Starters and Leavers for Quarter 2 due to its current system configuration. It is hoped this can be adjusted for future returns.
32

31

13

Attrition Rate (%) 3.6 3.9 2.1 4.6 3.8 2.8 3.0 6.0 4.2 5.1 1.5 5.3 4.9 3.6 4.2 3.7 3.1 2.2 1.7 2.2 3.5 3.0 6.5

REGIONAL ATTRITION RATES36

North East 2.10% (1.6%) [3.5%] North West 2.95% (2.7%) [3.7%] West Midlands 2.46% (2.5%) [2.3%] Wales 3.40% (3.8%) [2.4%] Yorkshire & Humberside 2.80% (2.1%) [4.3%] East Midlands 3.20% (3.3%) [2.7%] East of England 4.48% (4.1%) [5.8%] London 3.71% (2.3%) [7.1%]

South West 3.99% (4.0%) [4.0%]

South East 4.57% (4.6%) [4.5%]

Chart 3

As with the figures provided at Area level, the attrition rates shown here at Regional level include all leavers recorded by each of the Areas. At this time, there is limited data available to determine the DESTINATION OF LEAVERS37 The graphs on the following pages illustrate the destination of employees who leave the NPS. With the exception of retirement and death in service, we do not currently collect the reasons for leaving nationally. Overall, the destinations of employees leaving have remained broadly the same as in Quarter 1. What is perhaps significant in this quarter is that the number of staff who have transferred within the NPS in this quarter has almost doubled on previously reported figures. This is most apparent amongst Operational Staff with 20.7% transferring to other Areas in the NPS compared with 11.8% in Quarter 1. This picture is quite different amongst Support Staff, with those transferring to other Areas forming the minority of

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.

leavers (2.0% down from 3.3% in Quarter 1). Of the remaining leavers, the available information suggests that the majority of Operational Staff leave the NPS to pursue alternative careers (26.1%), with 22.0% of these moving into related areas of work. The dispersion of leavers amongst Support Staff differs greatly with a significant majority leaving the NPS to enter alternative employment (43.4%) and 70.4% of these, moving to other Public Sector employers. It is perhaps encouraging to note that, the number of Support staff leaving the NPS with no other employment lined up has fallen from 33.1% in Quarter 1 to 24.3% in Quarter 2.

36 Figures in brackets denote attrition rates of Operational Staff employed in each of the regions, those in square brackets show the same for Support Staff. 37 Taken at Area level. Consequently transfer within the NPS is included as a destination on leaving.

14

160

140

120

100

80

60

40

20

0

Employment within NPS

Other Employment

250

200

150

100

No Other Employment

50

0

Death

Employment within NPS

Operational Staff

Retirement

Destination of Leavers – Comparison of Quarter 1 and Quarter 2

Graph 7

Education/Training

Other Employment

Other/Not Known
Quarter 2

No Other Employment

All Staff

Death
Quarter 1

Retirement

90

80

70

60

50

40

30

20

10

0 Death

Employment within NPS

Other Employment

Education/Training

No Other Employment

Other/Not Known

Graph 6

Q uarter 2

Support Staff

Graph 8

Retirement

Education/Training

Q uarter 1

Other/Not Known Quarter 2

15

Quarter 1

Quarter 2 ~ Destination of Leavers
Operational Staff

Retirement due to Ill Health 36.4%

Retirement 63.6%

Other/Not Known 12.8% Education/Training 2.1%

Employment within NPS 20.7%

Retirement 14.2%

Death 0.4%

Self-Employed 3.1% Other Private Sector Employment 8.3%

Youth Justice 4.2%

Drugs Projects 0.0% Social Services 9.3% Other Voluntary Sector 5.1% Prison Service 3.4%

No Other Employment 23.6%

Other Employment 26.1%

Other Public Sector Employment 66.6%

Graph 9

Support Staff
Retirement due to Ill Health 16.5%

Retirement 83.5%

Other/Not Known 10.9% Education/Training 4.5% Retirement 13.9%

Employment within NPS 2.0%

Other Employment 43.4%
Youth Justice 1.7% Self-Employed 1.7% Other Private Sector Employment 21.5% Drugs Projects 0.0% Social Services 1.2% Other Voluntary Sector 2.3% Prison Service 1.2%

Death 1.0%

No Other Employment 24.3%

Other Public Sector Employment 70.4%

Graph 10

16

Health and Safety
Information on accidents and incidents was not included in the first workforce information report as there were too many nil returns for the information to be of any value. This quarter has seen a reduction in the number of nil returns and sufficient data is now available to be of interest. As Areas become accustomed to collecting data and reporting of incidents and accidents it is expected that there will be a further decrease in the number of nil returns submitted in the future. It is expected that over time, as Areas develop the ability to investigate the causes of accidents and incidents and to refine the control measures in place, we should see a downward trend in the numbers reported. As more information becomes available it will be possible to identify the main causes of accidents and incidents and to examine any underlying trends.

Number of Areas Reporting Incidents

30

Number of Areas Reporting Incidents

25

20

15

10

5

0 0 1 2 3 4 5+
N um ber of In cidents

Graph 11

Number of Lost Time Accidents

Lost Time Accident Frequency Rates

16 14 12 10

0.2 0.18 0.16 0.14 0.12

8 6 4 2 0 3-day lost time id 1-3 day lost time id

0.1 0.08 0.06 0.04 0.02 0

Graph 12

3-day lost time id t

1-3 day lost time id t

Graph 13

Within the UK a number of standard indices are used to measure safety performance. We have chosen to use the accident frequency rate, as used by the Health and Safety Executive. This

calculates the number of lost time accidents that each employee can expect to have during his/her working life. We should aim for this number to be zero.

17

Type of Accident/Incident
Injury to employee resulting in absence in excess of 1-day as a consequnce of violence & intimidation 33.3%

Discovery of Notifiable explosives, industrial firearms or diseases as ammunition defined in 0.0% RIDDOR 0.0% Failure of fire or personal alarms for more than 7 working days 27.3%

Major injury to any person (in the workplace) 9.1%

Major Injury to Employee (Road Traffic Accident) 0.0%

Major Injury to Third Party (Road Traffic Accident) 0.0% Major injury to any person as a consequence of violence & intimidation 0.0%

Injury to employee resulting in absence in excess of 1-day 66.7%

Dangerous Occurrence 18.2%

Threat with intent to kill 45.5%

Severity 4 9.1%

Severity 1 0.0%

Severity 2 33.3%

Severity 3 57.6%

Threaten with an offensive weapon 21.1%

Other fire requiring the attendance of emergency services 0.0%

3-day lost time accident/injury to employee 78.9%

Graph 14

Nationally we collect information on accident/incidents which fall into categories Severity 1 – 4, Severity 1 relating to deaths associated with work activities of employees or other third parties. Locally the information collected will be much more detailed. The national information enables us to identify what poses the most significant risks to staff and will ensure that appropriate resources can be directed accordingly. The most significant type of accident for this quarter has been those which have resulted in staff taking more than 3 days off work as a result of their injury.

Threats with an offensive weapon (Severity 3) and threat with intent to kill (Severity 2) have also been reported in this period. The NPS will continue to ensure that employees’ awareness and skills in these areas are regularly reviewed and updated. In addition, the implementation of Phase One of the national 38 Health and Safety Strategy will contribute to further improvements in the safety culture of the NPS.

38

Due for completion by December 2004

18

Your comments
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Please return to: Helen Smith Human Resources Manager – Workforce Planning Information National Probation Directorate st 1 Floor Horseferry House Dean Ryle Street London, SW1P 2AW

19

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