The National Offender Management Service delivers offender management services through both the National Probation Service (NPS) and Public Sector Prisons (PSP). Information on the numbers employed since 2010 is given below.

On the 1 June 2014, the probation delivery model changed with the 35 Probation Trusts being dissolved and the inception of a new National Probation Service (NPS) within NOMS plus the creation of 21 new privately owned Community Rehabilitation Companies (CRCs). As a result of the changes the NPS directly manages offenders who pose the highest risk in both custody and community with the remainder of offenders in the community being managed by the CRCs.

Full Time Equivalent Staff Employed in Offender Management Roles in Probation Areas/Trusts 2010 to 2014

1. In March 2010 Probation staffing data was published at an aggregated level as those by function (of which, Offender Management is one of them) were not published as they were considered unreliable due to the change, at that time, in the way probation staffing data was collected.

2. In July 2012 the way that probation staffing data was collected changed. From that date only staff employed and funded by the Probation Trusts were included. This change did not have a significant impact on the Offender Management function and therefore the figures presented in the table are largely comparable over the period.

Staff Employed in Offender Management Roles in National Probation Service (NPS) and Community Rehabilitation Companies (CRCs), 31 March and 31 December 2015

^3. CRCs became private companies in February 2015 and are therefore responsible for the management of their own staffing levels. However, information on the staffing of CRCs was collected until they transferred to the private sector. At 31 December 2014 there was a full-time equivalent of 4,810 staff working within the Offender Management function in CRCs.

Public Sector Prison Service Staff Employed in Offender Management, 2014 to 2015⁴

4. Prior to 2014 Public Sector Prison Service staff working on offender management were not identified on HR records. Figures include all staff identified as working in the offender management function, including administrative support.

Note to All Tables:

All figures are rounded to the nearest 10, with numbers ending in 5 rounded to the nearest multiple of 20 to prevent systematic bias. As with all HR databases, extracts are taken at a fixed point in time, to ensure consistency of reporting. However the database itself is dynamic, and where updates to the database are made late, subsequent to the taking of the extract, these updates will not be reflected in figures produced by the extract. For this reason, HR data are unlikely to be precisely accurate, and to present unrounded figures would be to overstate the accuracy of the figures. Rounding to 10 accurately depicts the level of certainty that is held with these figures.

Information on sickness absence rates among National Probation Service (NPS) staff for the period 1 June – 30 September 2014 was published on 17 November in a Management Information Release. The annualised rate of absence for this period in the NPS was 10.6 working days lost per staff year. Information for the whole of 2014-15 will be published in the Management Information Addendum to the National Offender Management Service Annual Report 2014-15.

Information on sickness absence rates in the former Probation Trusts is published annually in the Management Information Addendum to the National Offender Management Service Annual Report. The sickness absence rate for Probation Trusts for April 2013 to March 2014, published on 30 July 2014 was 9.8 working days lost per person.

The NPS statistics are not directly comparable to the annual Probation Trust data, as they relate to different timescales.

We take the health and wellbeing of probation staff extremely seriously and have worked closely with the NPS to support staff. We recognise this has been a challenging time for them and they can be extremely proud of how they have maintained standards throughout the transition period.

The available information collected centrally appears in the tables below.

Table 1: Number of voluntary resignations in the Police service¹, by officer rank and police worker type, England and Wales, 2011/12 to 2013/14²

1. Total police officer leavers by rank and gender are published in the Police Workforce, England and Wales, statistical publications.

Breakdown by leaving type (i.e voluntary resignations) are not regularly published, therefore these figures have not been verified by police forces and are provisional.

2. This table contains full-time equivalent figures that have been rounded to the nearest whole number, with the exception of special constables where they are provided on a headcount basis.

Source: Home Office

Table 2: Number of resignations in the National Offender Management Service (NOMS), National Probation Service (NPS) and Community Rehabilitation Companies (CRCs) resignations, England and Wales, 2012 to 2014

All figures are rounded to the nearest 10, with numbers ending in 5 rounded to the nearest multiple of 20 to prevent systematic bias. As with all HR databases, extracts are taken at a fixed point in time, to ensure consistency of reporting. However the database itself is dynamic, and where updates to the database are made late, subsequent to the taking of the extract, these updates will not be reflected in figures produced by the extract. For this reason, HR data are unlikely to be precisely accurate, and to present unrounded figures would be to overstate the accuracy of the figures. Rounding to 10 accurately depicts the level of certainty that is held with these figures.

Totals are formed from unrounded parts prior to rounding. For this reason, rounded totals may not equal the sum of their rounded parts.

1. The National Probation Service (NPS) was formed on 1 June 2014 and its staff became civil servants on that date. The NPS is part of NOMS, however figures have been presented separately for NPS

2. Prior to 1 June 2014, Probation Services were provided by probation trusts that managed staffing locally, and no data on resignations from probation trusts are held centrally.

3. Figures are only available up to 30 September 2014, the date of the latest publication.

4. Information provided by CRCs are only available as FTE; otherwise, figures are provided as head count.

5. The number of CRC resignations provided is complete for all CRCs with the exception of Bristol, Gloucestershire, Somerset and Wiltshire CRC. They were only able to provide leaver data for the Gloucestershire and Wiltshire elements of their CRC in certain months (September 2014 for Gloucestershire and August and September 2014 for Wiltshire).

Source: NOMS

The probation workforce was allocated to the new organisations in line with capacity needs. This was calculated on the basis of the existing staffing requirements for the different operational functions. We worked closely with the Probation Association (representing Probation Trusts as employers) and the Probation Trades Unions on the staff allocations process, setting out a robust approach based primarily on an objective assessment of existing workloads plus expressions of interest. This was then implemented carefully and transparently by individual Trusts, in consultation with their staff and the Unions locally.

The Probation Association prepared guidance for its members on how Trusts should allocate their staff to the new organisations. This recommended that an automatic assignment process should be applied in the first instance, and where this was not possible then local evidence-based assignment criteria should be used. In those few situations where neither process led to allocation, and only in the case of administrative support staff, then the guidance allowed for agreement on transfer to be reached on the basis of a random assignment process. This was designed to ensure that staff in similar circumstances had an equal opportunity to be assigned to either of the new organisations. The process was managed by Trusts in agreement with the Unions locally, and we do not hold figures relating to the number of Trusts which made use of a random assignment method or how many staff were affected.

Probation staff were assigned to posts in the new organisations in the first part of the year. Where they were dissatisfied with the outcome of the process, they had a right of appeal. 4% of staff exercised that right, and 0.9% of appeals were upheld.

The information requested is not available as it was not collected centrally from the probation trusts. Probation trusts ceased to provide probation services from midnight on 31 May 2014.

National Probation Service (NPS) and Community Rehabilitation Companies (CRCs) commenced operations on 1 June 2014.

Information on staffing levels at Probation Trust level was published in the Quarterly Probation Service Workforce Information reports. The link to the reports on gov.uk is provided as follows:

https://www.gov.uk/government/collections/probation-service-workforce-quarterly-reports

There have been no non-disclosure or compromise agreements included as part of the departure packages of the trust chief executives who have taken early retirement. The terms of departure for other former trust staff were agreed through their own local arrangements.

Former employees of the trusts have transferred to the new organisations, namely the National Probation Service (NPS) and the 21 community rehabilitation companies. A small number of chief executives have taken early retirement or are due to do so over the next few weeks. There have also been a

number of departures at assistant chief officer (ACO) level. These were part of the normal turnover of staff; details of these are not held centrally.

There have been no non-disclosure or compromise agreements included as part of the departure packages of the trust chief executives who have taken early retirement. The terms of departure for other former trust staff were agreed through their own local arrangements.

There have been no non-disclosure or compromise agreements included as part of the departure packages of the trust chief executives who have taken early retirement. The terms of departure for other former trust staff were agreed through their own local arrangements.

Prior to 1 June, probation staff in England and Wales were employed by the 35 probation trusts. Employment data of the kind requested were held by the individual probations trusts. They were not collected centrally and it would not be possible to obtain the information without incurring disproportionate cost.

Prior to 1 June, probation staff in England and Wales were employed by the 35 probation trusts. Employment data of the kind requested were held by the individual probations trusts. They were not collected centrally and it would not be possible to obtain the information without incurring disproportionate cost.

Prior to 1 June, probation staff in England and Wales were employed by the 35 probation trusts. Employment data of the kind requested were held by the individual probations trusts. They were not collected centrally and it would not be possible to obtain the information without incurring disproportionate cost.

Probation Trusts ceased operating at the end of 31 May 2014. The majority of offenders are now being supervised by staff working in 21 Community Rehabilitation Companies while high risk offenders and those who have committed the most serious offences are being supervised by the National Probation Service. The new structure was tested thoroughly prior to the transition, with staff and cases beginning transfer into

the new structure prior to formal transition on 1 June. Formal dissolution of the Probation Trusts will take place following audit of their 2014/15 accounts in the autumn of 2014.

The leadership of the National Offender Management Service (NOMS) remain committed to maintaining morale through the effective leadership of change and continued positive engagement across the organisation. Throughout this significant change programme regular communication has been provided across NOMS to keep people informed about the reforms. We understand the challenges large scale reforms such as this can pose, and we are working closely with probation staff to make sure they can raise any issues quickly. Probation staff at all levels are working hard to implement these vital reforms on the ground and we will continue to support them throughout this process.