NOMS workforce statistics bulletin: March 2016
Source: data.gov.uk (2018-05-25)

National Offender Management Service workforce statistics. The quarterly National Offender Management Service (NOMS) workforce statistics bulletin is designed to monitor changes to staffing figures and the structure of NOMS staff population over time. It is produced on a quarterly basis to most appropriately reflect the dynamic nature of the data included within many of the tables, and covers all civil service employees of NOMS.

1
  
 
 
 
 
 
 
National Offender Management Service  
Workforce Statistics Bulletin 
 
31 March 2016 
 
 
 
Ministry of Justice  
Statistics Bulletin 
 
 
 
 
 
 
 
 
 
 
Published 5 May 2016 

 
2
Contents 
 
Introduction ...................................................................................................................... 3 
Release Schedule ......................................................................................................... 4 
Summary .......................................................................................................................... 5 
Commentary ..................................................................................................................... 6 
Staff in Post .................................................................................................................. 6 
NOMS HQ and Area Services .................................................................................... 7 
Prison Regions / Functions and NPS Divisions / Work Areas ..................................... 7 
Grades ....................................................................................................................... 8 
Staff Leavers and Joiners ......................................................................................... 10 
Equality and Diversity ................................................................................................ 11 
Gender ..................................................................................................................... 12 
Age ........................................................................................................................... 12 
Race ......................................................................................................................... 12 
Disability ................................................................................................................... 13 
Full Time / Part Time ................................................................................................ 13 
Sexual Orientation .................................................................................................... 14 
Religion/Belief .......................................................................................................... 14 
Other Protected Characteristics ................................................................................ 14 
Methodology ................................................................................................................... 15 
Users and uses of these Statistics ........................................................................... 18 
Data Sources and Data Quality ..................................................................................... 19 
Rounding Policy ....................................................................................................... 19 
Revisions Policy ....................................................................................................... 20 
Explanatory notes - Symbols and conventions ......................................................... 20 
Glossary of Terms .......................................................................................................... 21 
Contact points ................................................................................................................ 29 
List of Tables .................................................................................................................. 30 

 
3
Introduction 
 
This publication considers in detail staffing levels and staff inflows and outflows for the 
National Offender Management Service (NOMS) since April 2010. Additional headline 
figures are provided back to 2000.  
 
NOMS was created as an Executive Agency of the Ministry of Justice in July 2008. It is 
responsible for commissioning and delivering Prison and Probation Services across 
England and Wales.  Offender management, prisons and probation are devolved within 
Scotland and Northern Ireland. The Isle of Man and the Channel Islands also have separate 
prison administrations. 
 
NOMS delivers services directly through public sector prisons and the National Probation 
Service and commissions services through private sector prisons and, for probation, from 
Community Rehabilitation Companies (CRCs). The information presented in this bulletin 
relates to staff employed by NOMS, who are all civil servants. Other workers within NOMS 
who are employed by third parties, either within contracted areas of delivery such as private 
sector prisons or CRCs or as contractors and other contingent workers, including other non-
civil service public sector employees, within NOMS are not included. Also excluded are 
voluntary workers, NOMS staff on loan, on secondment out, and those on a career break. 
The coverage of the figures is illustrated in figure 1. The data presented in the rest of the 
bulletin relate to the right side of figure 1. 
 
Figure 1: NOMS Structure 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Public Prisons
Including Immigration 
removal centres run on 
behalf of Home Office
National Probation 
Service
NOMS Headquarters
Civil Servants (Included in Bulletin)
Private Sector 
Prisons
Community Rehabilitation 
Companies
Currently publicly run but 
may be transferred to the 
private and third sectors
Other contractors, NHS, 
education, sessionals
and agency workers
Private, Third sector and Non Civil 
Servant Public Sector (Not Included in 
Bulletin)
Custody
Community
Public Prisons
Including Immigration 
removal centres run on 
behalf of Home Office
National Probation 
Service
NOMS Headquarters
Civil Servants (Included in Bulletin)
Private Sector 
Prisons
Community Rehabilitation 
Companies
Currently publicly run but 
may be transferred to the 
private and third sectors
Other contractors, NHS, 
education, sessionals
and agency workers
Private, Third sector and Non Civil 
Servant Public Sector (Not Included in 
Bulletin)
Custody
Community

 
4
Both the public sector Prison Service and National Probation Service are principally 
managed on a geographical basis. The young people’s estate and high security prisons are 
however, managed as virtual regions. The geographic structures of the two operational parts 
of NOMS are arranged differently, as detailed in figure 2.   
 
Figure 2: Organisation Within Public Prisons and NPS 
 
 
 
 
 
 Release Schedule  
 
This publication is produced on a quarterly basis to most appropriately reflect the dynamic 
nature of the data included within many of the tables. The next edition of the quarterly NOMS 
Workforce Statistics bulletin, for the situation date as at 30 June 2016, is scheduled to be 
published on 4 August 2016.  
 
This quarter there are four new tables added to the bulletin to address specific user needs. 
The new tables are: 
 
 
Table 4a:  
Public Sector Prison Staff in Post, by Protected Characteristic 
 
Table 4b:  
HQ and Area Services Staff in Post, by Protected Characteristic 
 
Table 4c:  
National Probation Service Staff in Post, by Protected Characteristic 
 
Table 7d:  
Underlying Leaving Rate of Permanent Staff By Grade 
 
NPS Divisions
Prison Service Regions
(services provided through 
Local Delivery Units)
(services provided through 
prisons, young offender 
instituions, juvenile 
establishments and 
immigration removal centres)
North East Probation Service
North East
North West Probation Service
North West
Midlands Probation Service
Yorkshire and Humberside
South East and Eastern 
East Midlands
Probation Service
West Midlands
South West and South 
East of England
Central Probation Service
Greater London
London Probation Service
Kent & Sussex
South Central
South West
High Security Prisons
Young People's Estate
NOMS HQ 
Operates 
from a 
number of 
offices 
across the 
country, with 
principal 
office in 
Westminster.
Regional 
Services 
(providing 
services directly 
to 
establishments 
but organised 
regionally)
NOMS in Wales (NPS and Public Sector Prisons)

 
5
Summary 
 
1. 
As at 31 March 2016, civil service employment in NOMS was 43,530 staff in post on 
a full time equivalent (FTE) basis. This consists of 
 
31,360 FTE in Public Sector Prisons (72.0% of NOMS Staff) 
 
8,830 FTE in National Probation Service (20.3% of NOMS Staff) 
 
3,330 FTE in NOMS HQ and Area Services (7.7% NOMS Staff) 
2. 
There was an increase of 240 FTE staff in post compared to last quarter (0.5% 
increase). 
3. 
Over the year to 31 March 2016, total staff FTE fell by 550. This includes 1,670 
facilities staff in establishments transferred to the private sector and 90 IT staff 
transferred to NOMS from the Ministry of Justice. Excluding structural changes, staff 
numbers have increased 1,020 FTE (2.4%) over the last year. 
4. 
Underlying changes in staff numbers are distorted by organisational changes such 
as the transfer of an establishment to or from the private sector or the transfer into 
NOMS of NPS staff. Excluding structural changes, the reduction of staff in NOMS 
from 31 March 2010 to 31 March 2016 was 10,000 (22.3% decrease). 
5. 
In the key operational grades there were 
 
18,330 Band 3-5 officers, an increase of 90 on the quarter and of 110 on 
the year.  
 
4,760 Band 2 operational support, a fall of 20 on the quarter but an 
increase of 180 on the year. 
 
3,270 probation officers, an increase of 30 on the quarter and of 50 on 
the year.  
6. 
Overall external recruitment into NOMS in the 12-months to the end of March 2016 
was 4,670 compared to 3,760 in the previous 12 months. 
7. 
1,970 new Band 3-4 prison officers were appointed in the 12 months to 31 March 
2016, 1,800 of these were new recruits and 170 were existing NOMS staff who have 
re-graded into the officer role. 
8. 
There were 3,660 leavers in the 12-months to 31 March 2016 compared to 3,630 in 
the previous 12 months. Of the leavers, 1,630 resigned (45% of all leavers), 800 
retired (22% of all leavers) and 650 were dismissed (18% of all leavers) 
9. 
In the 12 months to 31 March 2016, there were 680 staff recruited to the NPS. 
 
 

 
6
Commentary  
Staff in Post 
 
As at 31 March 2016, civil service employment in NOMS was 43,530 staff in post on a full 
time equivalent (FTE) basis. This includes 8,830 staff in the National Probation Service 
(NPS), which made up 20.3% of NOMS staff, 31,360 (72.0% of NOMS) in Public Sector 
Prisons and 3,330 (7.7% of NOMS) in NOMS HQ and Area Services.  
 
 
There was an increase of 240 FTE in post compared to last quarter when it stood at 
43,290, a decrease of 550 FTE (1.3%) compared to 12 months ago and a decrease 
in staff of 5,700 (11.6%) since 31 March 2010. 
 
The underlying changes in staff numbers are distorted by organisational changes 
such as the transfer of an establishment to or from the private sector or the transfer 
into NOMS of NPS staff. Excluding these changes, the reduction in staff from 31 
March 2010 to 31 March 2016 was 10,000 (22.3%) 
 
Figure 3: Total Prison Service / NOMS Staff FTE, 31 March 2000 to 31 March 2016 
 
 
As shown in figure 3, staff FTE in NOMS increased during the nine year period from 31 
March 2000 (42,870 FTE) through until 31 March 2009 (51,060 FTE). After this time the 
trend reversed, with staff FTE falling over the subsequent years to a level well below that at 
the start of the period.  
 
Although the trend for staff reductions in NOMS began in March 2009, the financial year 
from 31 March 2010 to 31 March 2011 saw the introduction of policies with the intention of 
reducing staff FTE within NOMS. Strict controls were put on recruitment, 14 establishments 
closed and a further two were transferred to the private sector. There was also a review of 
NOMS Headquarters functions that reduced staff numbers. 
 
 
0
10
20
30
40
50
60
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
Total staff in post FTE (thousands)
31 March
FTE SIP
FTE Without NPS

 
7
 
On 1 June 2014, the way that probation services are delivered changed. Prior to that date 
probation services were delivered by 35 Probation Trusts across England and Wales, which 
were responsible for their own staffing. On 1 June 2014, the National Probation Service, 
which is responsible for high-risk offenders in the community, was created and staff in the 
NPS joined NOMS as Civil Servants. The remainder of offenders are managed by 
Community Rehabilitation Companies (CRCs), which are now contracted out to the private 
and voluntary sectors and fall outside of the scope of this bulletin.  
 
The transfer of 8,350 FTE NPS staff from Probation Trusts into NOMS on 1 June 2014 
resulted in a sharp increase in staffing as illustrated in figure 3. For comparability purposes, 
the chart also displays the continuing trend of staffing without NPS included. 
 
 
NOMS HQ and Area Services 
The National Offender Management Service Headquarters (NOMS HQ) operates from a 
number of offices across the country, with its principal office in Westminster. There are also 
a number of staff, organised regionally or nationally who provide services directly to 
establishments. These area services staff are reported alongside core headquarters in this 
bulletin. 
 
 
NOMS HQ represent 5.2% of the NOMS total FTE and Area Services 2.5%. 
 
Between 31 December 2015 and 31 March 2016, the size of the core HQ has 
increased by 30 FTE (1.4%) to 2,250 and the size of area services has increased by 
50 FTE (5.0%) to 1,080. These increases were mainly due to staff moving from 
public sector prisons and NPS into NOMS HQ roles and continuing movements of 
prison staff involved in psychology, health and safety and litigation into regionally 
organised units. 
 
Prison Regions / Functions and NPS Divisions / Work Areas 
Public sector prisons are managed principally on a regional basis in England and Wales. 
With High Security Prisons and the Young People’s Estate managed functionally as 
separate regions. The NPS is divided into six divisions in England, which are then sub-
divided into Local Delivery Units (LDUs). For the purposes of reporting LDUs are grouped 
into clusters.  For operational reasons the Prison Service regions and NPS Divisions do not 
coincide with standard geographical regions within England. In Wales, prison and probation 
services are delivered together under a single directorate called NOMS in Wales.  
 
Details of staffing within each prison region and NPS division is contained in Table 1 of the 
accompanying tables. 
 
Prison Service regions range in size from High Security Prisons with 4,630 FTE staff 
in post to the prisons in Wales with 750 FTE. 
 
NPS Divisions in England vary in size from the North East, with 1,610 FTE to South 
West and South Central with 1,170. In Wales there are 580 FTE providing Probation 
Services. 
 
 

 
8
Prisons are categorised relating to the function of the establishment, dependent on the type 
or types of prisoner held Prisoner security categories in the United Kingdom are assigned 
to every adult prisoner for the purposes of assigning them to a prison. The categories are 
based upon the severity of the crime and the risk posed should the person escape. Further 
details of the categories can be found in the Glossary at the end of this Bulletin.  
 
In the NPS, the category of work is assigned in terms of ‘work area’. Work areas relate to 
the work of individual members of staff. 
 
Details of staffing by both prison category and NPS work-area are contained in table 2. 
 
The largest group of staff work in Male Local establishments, accounting for 9,470 
FTE (30.2% of staff in Prison Service establishments) followed by Category C 
prisons with 8,930 FTE (28.5% of prison staffing)  
 
The majority (4,930 FTE or 55.8%) of NPS staff work on ‘Offender Management’ 
with a further 1,510 FTE (17.0%) working on courts.  
 
 
Grades 
Separate grading systems exist for staff in the NPS and the other parts of NOMS.  NPS staff 
transferred into NOMS on the terms and conditions they had within Probation Trusts and 
those structures are still used. NPS staff work in Band 1 for the most junior to Band 6 then 
further Bands from A to D for the most senior staff. Qualified Probation Officers typically 
work at Band 4 
 
In Public Sector Prisons and NOMS HQ, staff work in Bands ranging from Band 1 for the 
most junior staff to Band 11 for the most senior prison Governors and managers. Both 
operational and non-operational staff work within the banding structures. Prison officers 
mostly work at Band 3 and Band 4 dependant whether they have a particular specialism. 
There are also Senior Civil Servants who work principally in headquarters and are the most 
senior leaders in NOMS.  
 
Figure 4 illustrates the distribution of staff in post by banding and grade grouping. 
 
 
At 31 March 2016, there were 24,030 FTE operational prison service staff (55.2% of 
NOMS Staff), 8,940 FTE in NPS grades1 (20.5% of NOMS staff) and 10,550 FTE  in 
non-operational roles across public sector prisons and NOMS HQ  
 
Over the 12 months to 31 March 2016, the number of operational Prison Service 
staff increased by 290 FTE (1.2%), the number of NPS grade staff increased by 120 
FTE (1.4%) and the number in non-operational roles in prisons and NOMS HQ fell 
by 960 FTE (8.4%) largely as a result of the transfer of 1,670 facilities staff in 
establishments to the private sector. 
 
The largest group of NOMS staff are Band 3-4 prison officers, including specialists, 
with 14,920 FTE at 31 March 2016.  
 
The next largest group of NOMS staff are Band 2 operational support, who mainly 
work in Prison Service establishments with 4,760 FTE at 31 March 2016. This total 
has increased by 180 (3.9%) over the past year. 
                                                 
1 The total number of staff in NPS grades is slightly different to the total within NPS because a few 
staff on NPS terms and conditions work in NOMS HQ. 

 
9
 
The only NPS job specifically identified in this bulletin is probation officer, of which 
there were 3,270 at 31 March 2016 representing 7.5% of NOMS staff. The FTE of 
probation officers has increased by 50 (1.6%) over the past year. 
 
Figure 4: Distribution of Staff across Operational and Non Operational Grades,  
as at 31 March 2016 
 
 
 
 
 
0
5,000
10,000
15,000
Bands 9-11 / Senior Managers
Bands 6-8 / Managers
Band 5 / Custodial Managers
Band 4 / Supervising Officer
Band 3-4 / Prison Officer (incl specialists)
Band 2 / Operational Support
Senior Civil Servant
Bands 9-11 / Senior Managers
Bands 6-8 / Managers
Band 4 / Executive Officer
Band 3 / Administrative Officer
Band 2 / Administrative Assistant
Other Admin
Psychology
Chaplaincy
Healthcare - Nursing Grades
Healthcare - Other healthcare
Industrial / Facilities
Other Grades
Bands A to D
Probation Officer
Other Band 4-6
Bands 1 to 3
PRISON SERVICE
OPERATIONAL
HMPS AND NOMS HQ NON OPERATIONAL
NPS
FTE 

 
10
Staff Leavers and Joiners 
This section analyses the number of staff joining or leaving, from outside of NOMS – 
including those who have transferred from other Government Departments and other parts 
of the Ministry of Justice. Staff who join or leave the organisation as a result of structural 
changes are not included. Reference is also made to existing NOMS staff who have re-
graded to become prison officers. 
 
For the first time this bulletin also reports leavers as a rate of staff in post. This allows for 
easier comparison of the retention of staff across grades and through time. The rates 
measure the percentage of staff with a permanent contract of employment who left NOMS 
for reasons other than voluntary early departure and redundancy. These reasons are 
excluded so that the rates are not distorted by departure schemes instigated by the 
Department. 
 
Figure 5: Annual Leaving Rates of Permanent Staff in Key Operational Grades 
(Excluding Voluntary Early Departure Schemes and Redundancy), March 2010 to 
March 2016 
 
 
 
In the key operational Prison Service grades illustrated in figure 5 the rate of leaving 
has increased in each of the last three years.  
o Operational support staff (with a permanent contract of employment) had an 
annual leaving rate of 10.4% for the year ending 31 March 2016 compared 
to 9.5% in the previous year. 
o Leaving rates for Band 3-5 officers are lower than for Operational support 
staff at 7.6% for the year to 31 March 2016 but an increase on the rate of 
6.9% in the previous year. 
o The increase in leaving rates of Band 3-5 officers is, in part, related to an 
increase in the number of new recruits within those grades. Staff in all sectors 
of employment tend to have higher than average leaving rates in the early 
years and therefore a larger number of newly recruited staff, as NOMS 
currently has, has the effect of pushing up overall leaving rates. 
 
Probation Officers have lower leaving rates than the other major NOMS operational 
grades at 4.9% for the year to 31 March 2016.  
0
2
4
6
8
10
12
Mar-10
Mar-11
Mar-12
Mar-13
Mar-14
Mar-15
Mar-16
Permanent leavers as percent of average staff
12 months ending
Band 3-5 Officers
Band 2 / Operational Support
Probation Officer

 
11
 
Across all of NOMS the leaving rate in the 12 months to 31 March 2016 was 7.5% 
and was almost unchanged on the 7.6% of the previous 12 months. 
 
The total number of recruits to NOMS in the year to 31 March 2016 was 4,670, while 
3,660 left the organisation. 
o In Public prisons 3,650 joined and 2,890 left  
o In the NPS 680 joined and 590 left  
o In NOMS HQ and area services 340 joined and 180 left 
 
In the key operational prison service grades, for the year to 31 March 2016 
o 1,970 new Band 3-4 prison officers were appointed, 1,800 of these were new 
recruits and 170 were existing NOMS staff who have re-graded into the 
officer role. Over the year, 1,540 Band 3-5 officers left NOMS. 
o 910 Band 2 operational support staff were appointed and 540 left. 170 of the 
NOMS staff who re-graded to officer were from the operational support 
group. 
o 180 Probation Officer left NOMS in the year. Recruits generally join the NPS 
as probation services officers rather than as qualified Probation Officers. 
 
Further details of joiners and leavers by location, grade and protected characteristics are 
contained in tables 5 to 9 of the accompanying tables. 
 
 
 
Equality and Diversity 
 
Information is recorded for NOMS staff in terms of gender, age, race, disability, sexual 
orientation and religion / belief, and work pattern. Caution should be exercised in attempting 
to make comparisons between the composition of the NOMS workforce and the wider 
population of England and Wales on the basis of protected characteristics. There is 
substantial regional variation of these distributions in the general population, and NOMS 
staff are not distributed across England and Wales in the same proportions as the general 
population, rendering such comparisons invalid.  
 
Data on the protected characteristics race, disability, sexual orientation and religion / belief 
are collected from self-declared, non-compulsory fields on the Oracle Human Resources 
Management System (HRMS). With lower declaration rates, the risk of bias increases 
greatly, and the accuracy of a representation rate based on known declarations falls rapidly. 
Consequently, when a declaration rate falls below 60%, no representation rate is provided. 
 
The different parts of NOMS vary in terms of both data coverage and demographic 
composition and therefore are presented separately. 
 
 

 
12
Gender: 
Figure 6: Gender Split of NOMS Staff, as at 31 March 2016 
 
 
 
 
Female representation is substantially higher within the NPS at 75.4% compared to 
58.1% in NOMS HQ and 37.2% in public sector prisons. 
 
Across all of NOMS, 50.1% of recruits over the 12 months to 31 March 2016 were 
female, while 41.8% of leavers were female. 
 
Age: 
Figure 7: Age Profile of NOMS Staff, as at 31 March 2016 
 
 
 
 
The largest individual age-group across all of NOMS at 31 March 2016 was the 50-
59 group with 13,680 staff.  
 
The number of staff aged under 30 increased by 1,110 (23%) between 31 March 
2015 and 31 March 2016 mainly due to the large number of new recruits. 
 
At 31 March 2016, public sector prisons had an older workforce than both the NPS 
and NOMS HQ and area services. 66.0% of public sector Prison Service staff were 
over 40 years old compared to 60.8% among NPS staff and 60.5% among NOMS 
HQ staff. 
 
Race: 
Figure 8: Breakdown by Race of NOMS Staff, as at 31 March 2016 
 
 
Female
Female
Female
Male
Male
Male
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
HMPS
HQ and Area Services
NPS
Percentage of Headcount
Under 30
Under 30
Under 30
30-39
30-39
30-39
40-49
40-49
40-49
50-59
50-59
50-59
60+
60+
60+
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Public Prisons
HQ and Area Services
NPS
Percentage of Headcount
Declared (too low for 
meaningful rate)
BAME
BAME
White
White
Unknown
Unknown
Unknown
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Public Prisons
HQ and Area Services
NPS
Percentage of Headcount

 
13
 
At 31 March 2016, 7.9% of NOMS staff who had declared their ethnicity were 
classified as Black, Asian and Minority Ethnic (BAME).  
 
6.7% of staff in public sector prisons who declared were BAME. In NOMS HQ and 
area services the percentage was 13.3% BAME.  
 
The proportion of NPS staff who had declared their race was 49.6% as at 31 March 
2016. This is below the level where it is deemed meaningful to derive the 
representation rate for BAME staff. 
 
Declaration rates for joiners was 57.0%, which is below the level where it is 
meaningful to derive the representation rate for BAME staff. 
 
Across all of NOMS 7.1% of leavers who declared their race were recorded as 
BAME. 
 
Disability: 
Figure 9: Breakdown by Disability of NOMS Staff, as at 31 March 2016 
 
 
 
The only part of NOMS where the declaration rate of disability was sufficient for a 
representation rate to be meaningfully calculated is NOMS HQ and area services. 
7.8% of staff working in NOMS HQ and area services who declared their disability 
status, had declared a disability. 
 
Amongst recruits across NOMS who declared their disability status, 3.4% had 
declared a disability.  
 
Full Time / Part Time 
Data are not routinely available on working patterns other than full time/part time status 
since decisions on flexible working, working from home, and other aspects of working 
patterns are often handled at a local level. Full time/part time is also a status which may 
fluctuate across an individual’s career. Part time as a grouping covers a wide range of 
working patterns and working hours. 
 
Figure 10: Breakdown by Working Pattern of NOMS Staff, as at 31 March 2016 
 
Declared (too low for 
meaningful rate)
Declared (too low for 
meaningful rate)
Disab
Not Disabled
Unknown
Unknown
Unknown
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Public Prisons
HQ and Area Services
NPS
Percentage of Headcount
Full Time
Full Time
Full Time
Part Time
Part Time
Part Time
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Public Prisons
HQ and Area Services
NPS
Percentage of Headcount

 
14
 
Part time working is more common in the NPS than other parts of NOMS. The 
proportion of NPS staff working part time at 31 March 2016 was 25.6% compared to 
10.9% and 11.0% within public sector prisons and NOMS HQ and area services. 
 
Sexual Orientation: 
Figure 11: Breakdown by Sexual Orientation of NOMS Staff, as at 31 March 2016 
 
 
 
Declaration of sexual orientation was too low across each part of NOMS to allow a 
meaningful representation rate to be calculated. 
 
74.9% of new recruits to all parts of NOMS declared their sexual orientation and of 
those, 7.1% declared they were Lesbian, Gay or Bisexual. 
 
Religion/Belief 
Figure 12: Breakdown by Religion / Belief of NOMS Staff, as at 31 March 2016 
 
 
 
Declaration of religion or belief was too low across each part of NOMS to allow a 
meaningful representation rate to be calculated. 
 
75.7% of recruits across all parts of NOMS made a positive declaration and of those 
41.0% declared themselves as Christian, 8.0% declared they were of a religion other 
than Christian and 51.0% declared they had no religion.  
 
Other Protected Characteristics: 
No data are currently available for the other protected characteristics of Marriage and Civil 
Partnership, Pregnancy and Maternity.  
 
Data are not collected for Gender Reassignment as those in receipt of gender recognition 
certificates are recorded as their legal gender, and are not identified as being transgender 
in accordance with the Gender Recognition Act 2004 and the Equality Act 2010. 
Declared (too low for 
meaningful rate)
Declared (too low for 
meaningful rate)
Declared (too low for 
meaningful rate)
Unknown
Unknown
Unknown
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Public Prisons
HQ and Area Services
NPS
Percentage of Headcount
Declared (too low for 
meaningful rate)
Declared (too low for 
meaningful rate)
Declared (too low for 
meaningful rate)
Unknown
Unknown
Unknown
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Public Prisons
HQ and Area Services
NPS
Percentage of Headcount

 
15
Methodology 
 
Statistics presenting the changes to numbers of staff in post over time are of key importance 
to monitoring the effects of policy changes, financial accounting, and transparency.  
 
The financial year 2010/11 saw the introduction of recruitment controls and departures 
under Voluntary Early Departure Schemes (VEDS), with the intention of reducing staff 
numbers within NOMS. To allow monitoring of changes to staff numbers as a result of the 
implementation of these policies the time series within this publication begin at 31 March 
2010. The time series show the last five quarter points with annual figures taken at the end 
of each financial year back to 2010. This presents both the longer view and also recent 
trends. 
 
Staff in post figures derive from snapshots taken on a monthly basis from the Oracle Human 
Resources Management System (HRMS) database, recording all civil servants employed 
by NOMS on the final working day of each month. The snapshots are taken two working 
days into the following month, allowing for some late updating to occur and thus improving 
the quality of the data, while remaining as timely as possible.  
 
The scope of the staff reported are those with a contract of employment with NOMS. Staff 
are included irrespective of whether they are absent from work, whether paid or not, on the 
day of the snapshot. The only staff excluded are those on career breaks and those on 
secondment or loan outside of NOMS.  
 
The constituent parts of NOMS; HM Prison Service, NOMS HQ and NPS are defined in 
terms of organisational hierarchies and not grading structures. While staff in NPS grades 
make up the great majority of the NPS there are a few staff working elsewhere in NOMS 
who have NPS grades. Where staff are presented by grade in the bulletin this information 
should not be used to identify the number of staff in that particular part of NOMS. 
 
Where definitions have changed over the time series (for example changes to grade 
names), it is possible to retain comparability across the time series through presenting both 
the old and new names. In other cases, such as the change to the definition of HQ, current 
definitions are used and carried back, as consistency across the period is enabled through 
the HQ and Area Services total, which aligns to the former HQ definition. Should definitions 
not be appropriate to be carried back due to non-alignment with previous definitions, a break 
in the time series would be presented with explanatory footnotes. In the case of the creation 
in June 2014 of the Young People’s Estate as a functional region, the establishments 
currently within the group have been reclassified across all periods and presented together 
as a region. Where an establishment has changed region or category they are presented 
throughout the time series in their most recent category. This can result in revisions to 
previously published time periods, which are indicated in the tables. 
 
When breaking down these figures by region, category of establishment, and grade, staff in 
post figures are presented as full-time equivalent (FTE). This is the most appropriate 
measure for considering the resource available and for reconciliation with financial figures 
and is a measure of the staffing resource available based on contracted hours. Whereas 
the headcount of staff is a simple measure of the number of individual members of staff, in 
order to consider both available resource and the cost of that resource, FTE is a more useful 
measure. Where a member of staff works the standard hours for their grade they are 
counted as full time (1 FTE). Staff who work less than standard hours are allocated an FTE 
in proportion to their contracted hours and the standard hours for the grade. Work 
undertaken in addition to standard hours, such as overtime is not taken into account in 
calculating FTE. 

 
16
 
Staff in post figures are also presented by protected characteristics under the Equality Act 
2010 for which data are readily available (with the intention that coverage will increase over 
time). When considering the protected characteristics, it is the actual number of individuals 
which is important, and not the resource which those individuals contribute. For this reason 
the only appropriate measure is the headcount, and not FTE. The Equality Act 2010 was 
established to protect all individual employees of the organisation as equal, and is in place 
to ensure fair and equal treatment for all individuals, and not as having differential worth 
dependent on their hours worked.  
 
The publication also presents the number of joiners (newly recruited) into and leavers from 
NOMS during the preceding 12 month period for each date point. Figures are taken over a 
12 month period for a number of reasons, primarily as the numbers involved would not be 
sufficient to permit breakdowns over a shorter period of time, and seasonal influences may 
impair fair comparison of trends over time should less than 12 months be presented. Staff 
moving into and out of NOMS as a result of organisational changes such as a prison 
transferring to the private sector are not included in the joiner or leaver numbers presented. 
 
Joiners and leavers figures record the inflow and outflow staffing transactions taking place 
between the first and last working day of the month. With the exception of existing NOMS 
staff who have re-graded to prison officer the other staff movements relate to movements 
into or out of NOMS rather than internal movements between sites and grades. The 
information is taken from the Oracle HRMS database seven working days into the next 
month, to accommodate as many late entries as possible while minimising the impact on 
timeliness. 
 
One point of note is that staff leaving on the final working day of a given month will appear 
both in the staff in post record for that month (having been employed by NOMS on the last 
day of the month) and in the leavers record for that month (having left employment on the 
last day of the month). For this reason, staff in post, joiners and leavers figures are not fully 
reconcilable. 
 
Joiners and leavers are presented on a headcount basis for a number of reasons – those 
joining the department who work part-time often arrange to do so after starting, and not at 
the moment of joining. Similarly the FTE recorded on leaving is often not representative of 
working pattern throughout the period of employment. For these reasons FTE on joining or 
leaving is a poor measure of the actual FTE resource the individual will represent or will 
have represented during their career in NOMS. FTE figures for joiners and leavers will not 
audit to changes to FTE in staff in post for the additional reason that continuing staff may 
change their FTE at any time. These are not data quality issues, but are inherent in the 
nature of staff data. Headcount figures are therefore used for all joiners and leavers tables. 
For joiners and leavers, the same breakdowns of region, function of establishment 
(category) and grade and, additionally for leavers, their reasons for leaving are presented. 
 
Information is also presented within the bulletin on the underlying leaving rate of NOMs staff. 
These are presented to enable easier comparisons of retention over time. To prevent the 
rates being distorted by factors such as the number of staff or fixed-term contracts they 
relate to staff on permanent contracts only. Furthermore, exit schemes instigated by the 
Department involving voluntary early departure and redundancies are excluded so that it is 
the behaviour of individuals that is measured. For these reasons the number of leavers and 
staff in post used in the calculations are not the same as those presented in other parts of 
the bulletin. 
 

 
17
To observe changes to the available resource, (which would be measured by FTE) it would 
be the net change of staff in post FTE which would be the relevant figure. These are 
presented in the staff in post FTE tables.  
 
Two further tables showing the snapshot of the staff in post FTE by grade and then individual 
establishment for Public Sector Prisons and by LDU Cluster for NPS are included to give 
the current structural picture. These tables do not include time series, due in part to the size 
of the tables, but more importantly as a result of the dynamic nature of establishments and 
LDU clusters, which change frequently, rendering a time series of less value. 
 

 
18
Users and uses of these Statistics 
 
These statistics have many intended uses by a diverse range of users, and are designed to 
meet as many of the needs of these users as possible in the most useful and meaningful 
format. 
 
Intended use of statistics:  Summary of main statistical needs: 
Ministry of Justice ministers  Use the statistics to monitor changes to NOMS staff 
numbers, and to the structure of the organisation over time. 
MPs, House of Lords and 
Justice Select Committee 
These statistics are used to answer parliamentary 
questions. This publication aims to address the large 
majority of parliamentary questions asked. 
Trade unions 
Used as a source of statistics to inform the work of the 
unions in relation to the staffing within NOMS 
Policy teams  
These statistics are used to inform policy development, to 
monitor impact of changes over time and to model future 
changes and their impact on the system. This publication 
addresses the primary questions internal users ask on a 
regular basis, and forms the basis for workforce monitoring 
and decision making. 
Academia, students and 
businesses  
Used as a source of statistics for research purposes and to 
support lectures, presentations and conferences  
Journalists  
As a compendium of quality assured data on NOMS staff, 
to enable an accurate and coherent story to be told. 
Voluntary sector  
Data are used to monitor how trends within the staff 
population relate to trends observed in offenders, to reuse 
the data in their own briefing and research papers and to 
inform policy work and responses to consultations.  
General public  
Data are used to respond to ad-hoc requests and requests 
made under the Freedom of Information Act, to provide 
greater transparency of staffing and equalities related 
issues in NOMS. 
 
 
The main areas covered in this publication are: 
 
 
Staff in post FTE by public sector Prison Service Region and NPS Division of 
England, and Wales; by function (category of prison for the Prison Service or 
work area for NPS staff); by grade, and by establishment or LDU cluster. 
 
 
Staff in post headcount by protected characteristic under the Equality Act 2010. 
 
 
Joiners and leavers headcount by public sector Prison Service Region and NPS 
Division of England, and Wales; by function (category of prison); by grade and 
by protected characteristic. 
 
 
Underlying leaving rates of staff on permanent contracts, by grade. 
 
 
Headcount of existing NOMS staff who have re-graded to prison officer. 
 
 
Leavers headcount by reason for leaving. 
 
 

 
19
Data Sources and Data Quality  
 
The statistics in this bulletin relate to civil servants employed by the National Offender 
Management Service (NOMS). The data presented in this publication are drawn from the 
Oracle Human Resources Management System (HRMS) used by NOMS. This is a live 
dynamic system, not designed for use in presenting consistent statistical figures. Although 
Oracle HRMS can generate what appear to be historical figures, subsequent updates to 
details of records on the system will only show the latest position, and not the position as it 
stood at the time in question. 
 
Information relating to staff in post, joiners and leavers is closely scrutinised, and the data 
presented in this bulletin are considered to be of high quality. Extensive validation of data is 
undertaken, and care is taken when processing and analysing the data. While the figures 
shown have been validated and independently checked, the information collected is subject 
to the inaccuracies inherent in any large scale recording system.  
 
For statistical and archive purposes, monthly extracts are taken from the Oracle HRMS 
system, which allow consistent figures to be obtained for historical time points. As it is not 
uncommon for a small number of updates to the Oracle system to be implemented slightly 
in arrears, the data extracts used for statistical purposes are taken at a pre-determined point 
in time shortly after the situation date to accommodate the majority of such late updates 
whilst maintaining the timeliness of the data. While this is a standard, and indeed the best 
approach to obtain accurate and timely data from HR systems, there is the inevitable 
potential for a small number of late updates to be missed, occurring after the monthly 
extracts are captured. 
 
Certain aspects of the data held on Oracle HRMS relating to the National Probation Service 
(NPS) is not yet of the quality necessary to be included in a publication of official statistics. 
For example, the recording of NPS grades and jobs is not accurate as yet. For this reason 
only a limited breakdown of NPS grades is provided. The only role specifically identified in 
the bulletin is probation officer. 
 
Rounding Policy 
All figures in this publication are rounded to the nearest 10 to prevent disclosure issues, and 
to better represent the true accuracy of figures extracted from the Oracle database. 
Presentation of unrounded figures may overstate their true accuracy.  
 
The system of Treasury Rounding has been applied whereby figures have been rounded to 
the nearest 10, with integer values ending in 5 rounded to the nearest 20 to avoid systematic 
bias. Values of 5 or fewer are suppressed and are indicated with a tilde ‘~’. Totals are 
rounded separately, and as such may not equal the sum of the rounded parts. Percentages 
and rates have been calculated from unrounded figures. This rounding policy has been 
implemented to prevent disclosure issues under the Data Protection Act 1998, and to better 
represent the true level of accuracy within HR data extracts. 
 
Under the Data Protection Act 1998, disclosure of information pertaining to specific 
individuals must not be released or have any possibility of deduction from the published 
figures or in conjunction with other data. When certain breakdowns of staffing data are 
presented, the issue of potential disclosure may appear as a result of the small numbers in 
some categories. Rounding figures eliminates this risk and ensures complete compliance 
with the Data Protection Act. 
 

 
20
Revisions Policy 
In accordance with Principle 2 of the Code of Practice for Official Statistics, the Ministry of 
Justice is required to publish transparent guidance on its policy for revisions. A copy of this 
statement can be found at:  
www.justice.gov.uk/downloads/statistics/mojstats/statistics-revisions-policy.pdf 
 
The three reasons specified for statistics needing to be revised are changes in sources of 
administrative systems or methodology changes, receipt of subsequent information, and 
errors in statistical systems and processes. Each of these points, and its specific relevance 
to the NOMS Workforce Statistics Bulletin, are addressed below:  
 
1. Changes in source of administrative systems/methodology changes: 
The data within this publication come from Oracle HRMS. This document will clearly present 
where there have been revisions to data accountable to switches in methodology or 
administrative systems. In addition, statistics affected within the publication will be 
appropriately footnoted.  
 
2. Receipt of subsequent information:  
The nature of any administrative system is that data may be received late, after publication 
of a prior issue which would have been represented in that publication. For the purpose of 
this publication, this most frequently relates to the routine re-extraction of joiners and leavers 
data at the end of each quarter within the year. On each occasion that data is extracted this 
means that joiners and leavers information relating to the current financial year will be 
revised. Information prior to the final re-extraction of the joiners and leavers data at the end 
of each financial year will be denoted as provisional within the tables. Unless it is deemed 
that these processes make significant changes to the statistics released, revisions will only 
be made as part of the subsequent publication within the time series.  
 
3. Errors in statistical systems and processes:  
Occasionally errors can occur in statistical processes; procedures are constantly reviewed 
to minimise this risk. Should a significant error be found, the publication on the website will 
be updated and an errata slip published documenting the revision.  
 
Revised figures will be indicated with an ‘(r)’ superscript beside each figure affected. 
Explanatory notes - Symbols and conventions  
 
The following symbols are used within the tables in this bulletin: 
 
.. 
not available  
~ 
values of five or fewer  
-  
not applicable  
(p) 
Provisional data  
(r) 
Revised data  
(e) 
Estimated data 

 
21
Glossary of Terms 
 
NOMS - National Offender Management Service 
 
The National Offender Management Service (NOMS) is an executive agency of the Ministry 
of Justice responsible for the correctional services in England and Wales (separate 
arrangements exist in Scotland and Northern Ireland). It was created by combining parts of 
both of the headquarters of the National Probation Service and Her Majesty's Prison Service 
with some existing Home Office functions. 
 
Grades: 
Fair and Sustainable 
From April 2012 new recruits to NOMS, and staff moving into new 
roles, were employed under a new grading structure known as 'Fair 
and Sustainable'. The new structures covered all roles except for 
nurses and other healthcare staff employed on NHS terms and 
conditions and senior civil servants. The NPS is also not subject to 
Fair and Sustainable structures. In 2013/14 all existing NOMS staff 
were given the opportunity to opt in to the new structure, although 
opting in was not mandatory. There are 11 pay-bands under Fair and 
Sustainable with Band 1 being the least senior and Band 11 the most 
senior. Further detail on the roles being undertaken is given by a Job 
Description. Within this report the staff already within the new Bands 
are reported alongside the equivalent in the old grading structure. 
Prison Service 
Operational 
Includes Prison Officers, Supervising Officers, Custodial Managers, 
Operational Managers and Operational Support Grades. Staff within 
these grades are included as Operational even if they are currently 
fulfilling a non-operational or Headquarters role. Operational roles in 
the old grading structure also include Senior Officers and Principal 
Officers. In Fair and Sustainable structures operational staff fill roles 
at Band 2 to Band 11 and are identified as operational by Job 
Description. This group relates to staff outside of the NPS only. 
HM Prison Service 
and NOMS HQ Non 
Operational 
Refers to staff in all grades outside of the NPS and who are not 
included within the Operational group. Non-operational roles within 
the new Fair and Sustainable structures include roles at Band 1 to 
Band 11 and also include staff on NHS terms and conditions and 
senior civil servants 
National Probation 
Service Grades 
These are grades filled by staff who have transferred into NOMS from 
former Probation Trusts or who have joined the NPS since June 
2014. They cover a range of roles within the NPS. Grades are 
organised into 10 Bands, these are Bands 1 to 6 and then Bands A 
to D. 
Senior Civil Servant 
Members of the Senior Civil Service in NOMS include the Chief 
Executive Officer, Directors and some leaders reporting directly to 
Directors, at senior civil service pay bands 1, 2 and 3. 
Bands 9-11 / Senior 
Managers 
Treasury equivalent grades 6 and 7. Typically unit and team leaders. 
These staff within the new Fair and Sustainable structures include 
roles at Band 9 to Band 11 
Bands 5-8 / 
Managers 
Treasury Equivalent grades of Higher Executive Officer (HEO) and 
Senior Executive Officer (SEO), which in general have line 
management responsibility. They cover a range of work within 
NOMS, including administration, operational management and 
professional and technical roles. Manager grade psychologists are 
reported under Psychology rather than as managers. Managers 

 
22
within the new Fair and Sustainable structures include roles at Band 
5 to Band 8. Amongst operational staff only these roles begin at Fair 
and Sustainable Band 6. Operational staff at Band 5 are reported 
separately as Band 5 / Custodial Managers. 
Band 4 / Executive 
Officer 
Administrative staff based either in establishments or Headquarters, 
sometimes with line-management responsibilities. These staff within 
the new Fair and Sustainable structures are at Band 4. 
Band 3 / 
Administrative Officer 
Business 
Administrator 
roles 
either 
in 
establishments 
or 
Headquarters. The role has no line management responsibilities. 
These staff within the new Fair and Sustainable structures are at 
Band 3. 
Band 2 / 
Administrative 
Assistant 
Provide administrative support in both establishments and 
Headquarters. They have no line management responsibility. These 
staff within the new Fair and Sustainable structures are at Band 2. 
Other Admin 
Administrative staff within other roles not described above such as 
secretaries and typists. These staff within the new Fair and 
Sustainable structures can fill roles at Band 2 to Band 4. 
Psychology 
Includes psychologists of all grades, Trainee Psychologists, and 
Psychological Assistants (who do not undertake psychological work, 
but offer administrative support to psychologists). Within the new Fair 
and Sustainable structures psychology roles include Band 4 to Band 
10. 
Chaplaincy 
Chaplaincy is committed to serving the needs of prisoners, staff and 
faith communities. Chaplains from a wide range of faith traditions 
work within the public sector Prison Service, including Buddhist, 
Church of England, Free Church, Hindu, Jewish, Muslim, Roman 
Catholic, and Sikh. A substantial amount of these services are 
provided by non-employed staff on a sessional basis, which are not 
included in the figures presented in this report. Chaplains will fill roles 
in Bands 5 and 7 under the new Fair and Sustainable structures. 
Healthcare - Nursing 
Grades 
NHS Nursing Grades working within NOMS. The majority of the work 
is primary care but because of the sometimes complex nature of the 
prisoners' 
problems work 
ranges from 
substance misuse, 
management of communicable diseases, mental health etc. The 
majority of nurses working within prisons are employed through 
Clinical Commissioning Groups and therefore will not appear in the 
figures contained in this report. 
Healthcare - Other 
healthcare 
Other staff working in healthcare within NOMS such as pharmacists, 
medical technical offices and medical officers. The majority of these 
staff 
working 
in 
prisons 
are 
employed 
through 
Clinical 
Commissioning Groups and therefore will not appear in the figures 
contained in this report. 
Industrial / Facilities 
Employed in areas such as works departments, kitchens, waste 
management and land-based activities. Industrials fill roles in Band 2 
to Band 4 under the Fair and Sustainable structures. 
Other Grades 
These staff cover a range of other roles within NOMS, including 
instructional officers, work in stores, land-based activities and 
catering. The roles are typically below manager level and cover Band 
1 to Band 4 under the new Fair and Sustainable structures. 
Band 5 / Custodial 
Managers 
This category represents the continuation of the principal officer 
grade as custodial managers under the 'Fair and Sustainable' 
structures. The principal officer grade was closed to new entrants, as 
of 2010. In 2010 Principal Officers were offered employment as 
Developing Prison Service Managers (non-uniformed). Those that 

 
23
declined this offer remained as Principal Officers, however 
recruitment to this rank has closed. Under the 'Fair and Sustainable' 
structures there is a new role at Band 5 of Custodial Manager, which 
encompasses much of the work previously carried out by Principal 
Officers. 
Band 4 / Supervising 
Officer 
This category represents the continuation from the senior officer 
grade to the new grades under the 'Fair and Sustainable' structures 
of supervising officer and also prison officer specialist roles. The 
closed grade of senior officer had line management for prison 
officers, operational support grades and other staff within their area 
of responsibility. They manage delivery of the regime, work routines 
and activities appropriate to their area of responsibility and the wider 
establishment when acting as the orderly officer. Under Fair and 
Sustainable there is a new role at Band 4 of Supervising Officer which 
encompasses some of the work previously carried out by senior 
officers although they no longer line-manage prison officers directly.  
Band 3-4 / Prison 
Officer (incl 
specialists) 
Prison Officers work directly with prisoners, supervising and 
managing activities, promoting pro social behaviour, encouraging 
prisoners to address their offending behaviour and ensure that all 
Prison Service rules, orders and instructions are followed. Under Fair 
and Sustainable prison officers fill Band 3 operational roles. Some 
prison officers have a specialism such as physical education, 
instruction or catering. Prior to 'Fair and Sustainable' specialist 
officers received an allowance for their specialism while they now 
receive no allowance but are banded as Band 4s. 
Band 2 / Operational 
Support 
Operational Support Grades are employed on a wide variety of 
duties. These include: checking in visitors , supervision of visitors, 
patrolling perimeter and grounds, supervising small selected prisoner 
work parties, escorting contractors & vehicles, searching buildings, 
searching prisoners property, stores duties, routine administrative 
work, night patrol duties, drivers and navigators, switchboard duties, 
canteen and kit exchange duties, Emergency Control Room (ECR) 
and Communications Room, personal safety, rub down searching of 
prisoners. Under Fair and Sustainable Operational Support Roles are 
at Band 2. 
Bands A to D 
These are Assistant Chief Officers, the most senior staff within the 
NPS, who cover a range of managerial functions such as high level 
ICT roles and heads of Local Delivery Units (NPS and CRCs). 
Specific roles within the NPS include Heads of Public Protection, 
Divisional Training managers and Heads of ICT Support. 
Probation Officer 
Professionally qualified staff. They carry out the following tasks; 
assessment of offenders of any category (including high risk), 
preparation of court reports and sentence plans, implementation of 
interventions, supervision of offenders and enforcement action as 
necessary. They also have a stakeholder liaison role. 
Other Band 4-6 
Probation Band 6 roles include Local Delivery Unit Managers, 
Approved Premises Managers and Area Managers. 
 
Probation Band 5 roles include Senior Probation Officers (courts, 
LDUs and Offender Managers) plus managers in HR, IT and Finance. 
 
Probation Band 4 roles outside of probation Officers themselves can 
be in HR, IT, Finance and Assistant managers in the Approved 
Premises. 

 
24
Bands 1 to 3 
Probation Band 3 staff work in roles including administration, HR, 
finance, Approved Premises, IT and Unpaid Work. The largest group 
is the Probation Services Officers (PSOs) who are Offender 
Managers for medium and low risk offenders. Staff studying under 
the probation qualifications framework (PQF) towards becoming fully 
qualified probation officers are also categorised as PSOs. There are 
also administration and secretarial staff, court staff, trainers and 
those who deal with case administration, ViSOR (sex offender’s 
register) and victims. 
 
Probation Band 2 roles are mostly case administrators, drivers, 
approved premises night staff, receptionists and clerical staff.  
 
Probation Band 1 roles include administration, catering, telephonists 
and IT positions. 
   
Category: 
HQ (Headquarters) 
The Headquarters function of NOMS. Staff are based in London and 
at various offices across England and Wales but work on the central 
administration 
of 
NOMS. 
Central 
administration 
includes 
management of establishments through Deputy Directors of Custody 
offices. 
Area Services 
These are units that operate on a regional or sometimes national 
basis but provide services directly to establishments and where staff 
are often based within establishments. 
HQ and Area 
Services 
The combination of current definitions of HQ and Area Services, as 
it corresponds with definition of HQ prior to March 2013 within 
statistical reporting, thus enabling continuity of figures. 
Establishments 
Public Sector Prison Service Establishments. These include prisons, 
young offender institutions, remand centres and immigration removal 
centres operated on behalf on the UK Borders Agency. 
Male category B 
Male category C 
Female closed 
Closed training prisons provide a range of facilities for category B and 
category C adult male prisoners and closed condition adult females 
who are serving medium to long-term sentences. Prisoners tend to 
be employed in a variety of activities such as prison workshops, 
gardens and education and in offending behaviour programmes. 
Male dispersal 
These prisons hold the most difficult and dangerous prisoners in 
England and Wales including those assessed as category A. They 
serve to spread the category A population, ensuring that the most 
dangerous prisoners are not concentrated in a single establishment, 
thereby reducing the risks involved in holding them. 
Female local 
Male local 
Local prisons serve the courts and receive remand and post-
conviction prisoners, prior to their allocation to other establishments. 
Female open 
Male open 
Open prisons house category D adult male prisoners and open 
condition adult females whose risk of absconding is considered to be 
low, or who are of little risk to the public because of the nature of their 
offence. Open prisons also house long-term prisoners who are 
coming towards the end of their sentence and who have gradually 
worked their way down the categories. Open prisons are part of the 
resettlement programme to reintegrate prisoners back into society. 
Whilst open prisons may have some workshop facilities, some of the 
prisoners will work in the community, returning to the prison in the 
evening. 

 
25
Male closed YOI 
(ages 15-21) 
Young offender institutions (YOIs) holding young adults (18 to 21 
years old). May also include young people (aged 15 to 17) who are 
held separately from adults within the establishment. 
Male YOI young 
people (ages 15-17) 
Young offender institutions (YOIs) holding young people (15 to 17 
years old). 
Male open YOI 
Open YOI prisons house young adult prisoners whose risk of 
absconding is considered to be low, or who are of little risk to the 
public because of the nature of their offence. 
Semi open 
Semi open prisons (also known as resettlement prisons) serve a 
similar function to open prisons, though they are aimed at resettling 
long-term prisoners rather than those who may have been classified 
as category D from the outset. Prisoners may, subject to an 
assessment of risk, undertake community or paid work. 
Cluster 
Cluster prisons may contain a number of prisons with different 
functions. 
   
Work Area: 
Work area describes, broadly, the work that the target role 
encompasses and then the fact the staff member is, broadly, doing 
that type of role. For workforce planning purposes it represents the 
amount of work that is required and what work staff are doing in any 
reference period. If a staff member was to move roles then their 'work 
area' would change also. 
Offender 
Management 
NPS staff primarily delivering probation activities to manage and 
supervise high risk offenders in the community and in preparation for 
release into the community. 
Courts 
NPS staff primarily delivering probation activities to Courts, including 
Pre Sentence Reports, Initial offender assessment, Breach reports, 
and case allocation. 
Approved Premises 
NPS staff delivering services to offenders housed in the community, 
as a transition environment from custody to the community. 
Victims 
NPS staff primarily delivering post sentence liaison services to 
victims of violent and sexual offences. 
Programmes 
NPS staff primarily delivering sex offender accredited programmes. 
Other Interventions 
NPS staff primarily delivering probation interventions to change and 
control offenders. 
Administrative 
Functions 
NPS staff supporting the delivery of NPS probation services but not 
part of NOMS HQ 
Public / Private 
Prisons 
NPS staff delivering services in prisons. 
Loan / Secondment 
Requirement 
NPS staff that have been loaned or seconded out of their NPS unit, 
including to other parts of NOMS. 
Youth Offending 
Services 
NPS staff delivering services to Local Authority Youth Offender 
Services. 
Other or Blank 
There are a range of other work areas NPS staff can be allocated to 
relating to staff working in Prison Service establishments, NOMS HQ 
or local authority Youth Offending Teams. 
  
  
DDC – Deputy 
Director of Custody 
Senior 
managers 
responsible 
for 
the 
line-management of 
establishments organised either regionally or for Wales or for all High 
Security Prisons or for the Young People’s Estate. 
Prison Service 
Region 
The regional management structure used within NOMS. Wales is 
managed as a region as are the High Security prisons and the Young 
People’s Estate.  

 
26
NPS Division 
The regional management structure used within the NPS and which 
consists of a number of local delivery units. Wales appears alongside 
the divisions of England although it is managed through the NOMS 
in Wales directorate. 
LDU Cluster 
A grouping of NPS local delivery units organised together for 
management purposes. 
High Security Prisons 
Prisons holding Category A prisoners, managed as a separate region 
although geographically spread across England and Wales. 
Young People’s 
Estate 
Establishments holding young people, managed as a separate 
region although geographically spread across England and Wales. 
Staff In Post 
The number of staff with a contract of employment with NOMS, 
excludes those on career breaks and those on secondment or loan 
outside of NOMS but includes staff on secondment or loan into 
NOMS. Staff in post can be measured on either a headcount or full-
time equivalent basis. 
 
Only staff in the public sector Prison Service NOMS HQ and NPS are 
directly employed by NOMS and therefore staffing in private sector 
establishments, community rehabilitation companies and other 
contractors are excluded. The public sector Prison Service includes 
a number of Immigration Removal Centres that are operated by 
NOMS on behalf of the Home Office and staffing within these 
establishments is included. 
Joiners 
All those individuals newly externally recruited into a post. This 
includes those newly recruited from outside the Civil Service, those 
returning to the department who had previously left the department, 
those transferring to a post from another Government Department 
(including the central Ministry of Justice) on a permanent basis, but 
not those on secondment or transfers/promotions from within the 
department itself. 
Internal Conversions 
of Existing NOMS 
Staff to Prison Officer 
These figures relate to existing NOMS staff who have become prison 
officers. These figures are provided in addition to new officer recruits 
to provide a complete picture of the recruitment of officers. The staff 
involved are not however, counted amongst either joiners or leavers 
into or out of NOMS. 
Leavers 
All those individuals leaving a post and ceasing to work for NOMS for 
any reason. This does not include those taking up external posts on 
secondment, who would be expected to return or those taking a 
career break. Staff who transfer out of NOMS as a result of 
machinery of Government changes are generally not included within 
leaver numbers. Staff moving to the private sector as part of a 
transfer of control of an entire establishment are also generally not 
included as leavers. 
Underlying Leaving 
Rate 
The underlying leaving rate of staff is the number of permanent staff 
who left NOMS (other than by Voluntary Early Departure Scheme 
(VEDS), voluntary redundancy or compulsory redundancy) in the last 
12 months divided by the average number of permanent staff in post 
in the last 12 months. The average is calculated as the mean of the 
start and ends of the year and the three quarter ends within the year... 
FTE – Full Time 
Equivalent 
This is a measure of the staffing resource available based on 
contracted hours. Where a member of staff works the standard hours 
for their grade they are counted as full-time (1 FTE). Staff who work 
less than standard hours are allocated an FTE in proportion to their 
contracted hours and the standard hours for the grade. Additional 

 
27
work undertaken in addition to standard hours, such as overtime is 
not taken into account in calculating FTE. 
Headcount 
Headcount means the actual number of individuals within the 
workforce. Both part-time and full-time individuals are counted 
equally, irrespective of the number of hours worked. Headcount is 
the preferred measure in counting the population for a basic 
demographics profile and analysis of equality and diversity data. 
Headcount is preferred also when looking at the number of 
individuals joining or leaving the department, as the FTE of an 
individual at the point of joining or leaving often is not reflective of the 
FTE the same individual had or will have during the period for which 
they are in post. 
Protected 
Characteristic 
The Equality Act 2010 introduced the term "protected characteristics" 
to refer to groups that are protected under the Act. These are: Age, 
Disability, Ethnicity/Race, Gender, Gender Reassignment, Marriage 
and Civil Partnership, Pregnancy and Maternity, Religion or Belief, 
Sexual Orientation 
BAME 
Black, Asian and Minority Ethnic. This is a standard term used across 
Government and in wider society to describe collectively all those 
declaring themselves to be of a non-white background. Any 
individuals describing themselves as 'White British', 'White English', 
'White Welsh', White Scottish, 'White Irish', 'White Irish Traveller', or 
'White Other' will not be classified as BAME, on the basis that each 
of these elements constitutes the majority ethnic grouping of the UK. 
The 
nationality 
of 
these 
individuals 
is 
irrelevant. 
All other declarations will be recorded as of a BAME origin, on the 
basic principle that they will all be part of a grouping which is not of 
the UK ethnic majority as defined above. 
Unknown 
The unknown category against protected characteristics includes 
those who have actively stated that they prefer not to disclose 
information on the protected characteristic, those who have not 
provided any response and those who have not been asked to 
declare. 
LGB 
Lesbian, gay and bisexual. 
Declaration Rate 
The percentage of staff in post headcount who have actively made a 
declaration within a protected characteristic (excluding those who 
specified that they chose not to declare). 
Representation Rate 
The percentage of staff that are, or have made a declaration that they 
are in a particular category or group of categories (usually a minority 
group) within a protected characteristic. Where the declaration rate 
is less than 100%, the percentage is of all those with a known 
declaration, excluding all unknown, not declared, not surveyed and 
those who have chosen not to declare. This is the best estimate of 
the actual representation of the group in question within the 
population. However, as the proportion of staff making declarations 
decreases, the accuracy of the representation rate is likely to 
decrease, as members of some groups may be less likely to choose 
to declare than others. Therefore where the declaration rate is less 
than a minimum threshold of 60%, a representation rate is not given 
as it is not likely to have any meaningful indication of the actual 
representation within the population in question. 
Resignation 
Staff who have tendered their resignation from NOMS. 

 
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Retirement 
Staff who retire from NOMS and take part or all of their pension. This 
will normally be at or beyond minimum retirement age but could be 
earlier. Staff taking medical retirement are not included as 
retirements. This will not include staff who immediately return as re-
employed pensioners.  
Medical retirement 
Staff who retire for medical reasons after occupational physician ill-
health retirement consideration and where ill-health retirement has 
been granted after a Capita report. 
Voluntary exit 
This can be offered where the organisation wishes to reduce staff 
numbers by offering an early exit scheme or an early exit package to 
an individual. There is no compulsion on individuals to accept the 
offer. There is a standard tariff of 1 month’s pay per year of service 
up to a maximum of 21 months for those under scheme pension age. 
Employers may offer more or less than the standard tariff subject to 
limits. Tapering of compensation will apply where the member is 
close to scheme pension age. For those over scheme pension age 
there is a maximum of 6 month’s pay.  
Voluntary 
redundancy 
When a redundancy scheme is offered, the employer will decide who 
they want to let go and what selection criteria is used. It is not 
necessary to apply for voluntary redundancy. Those who do apply do 
not have to accept the offer to go. However, the employer could make 
those individuals compulsorily redundant at a later stage. Those who 
apply for voluntary redundancy but the employer does not select, 
cannot be made to leave under compulsory terms for that exercise. 
Those who accept voluntary redundancy will receive a cash payment 
as compensation. 
Compulsory 
redundancy 
Before the employer can serve a redundancy notice, they will have 
followed the protocols for handling surplus staff situations or a similar 
process. A voluntary redundancy scheme must have already been 
offered and must be linked to the compulsory redundancy scheme, 
covering the same staff. Those made compulsorily redundant will 
receive a cash payment as compensation.  
Dismissal 
Staff can be dismissed for reasons of conduct, poor performance, 
medical inefficiency and unsatisfactory attendance. Medical 
inefficiency occurs in situations when it becomes clear that a member 
of staff is absent and will not return to work in an acceptable 
timescale or is unable to give regular and effective service in the 
duties of their grade under Civil Service guidelines. Dismissal as a 
result of unsatisfactory attendance relates to staff who have been 
through the unsatisfactory attendance procedures. 
Transfer to other 
Government 
department 
Transfer to another Government Department as a civil servant, 
including other parts of the Ministry of Justice outside of NOMS as a 
result of individual arrangements. Does not cover machinery of 
Government movements. 
Public Sector transfer 
These represent movements of staff to other employers within the 
public sector other than transfers to another Government Department 
as a civil servant.  
Other Leavers 
Other leavers mainly consist of transfers to Other Government 
Departments and end of temporary contracts. Where movements are 
the result of structural changes involving parts of the organisational 
moving out from NOMS they are not counted as leavers. 
 

 
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Contact points  
 
Press enquiries should be directed to the Ministry of Justice press office:  
Tel: xx-xxxx-xxxx  
 
Other enquiries about these statistics should be directed to:  
 
Paul Le Faye 
Planning and Analysis Group  
NOMS Agency  
Clive House  
70 Petty France  
London  
SW1H 9EX  
 
 
General enquiries about the statistical work of the Ministry of Justice can be emailed to: 
xxx@xxx.xx  
 
General information about the official statistics system of the UK is available from 
statisticsauthority.gov.uk/about-the-authority/uk-statistical-system 
  
 
Ministry of Justice publishes data relating to offender management in England and Wales. 
Equivalent statistics for Scotland and Northern Ireland can be found at:  
www.gov.scot/Topics/Statistics/Browse/Crime-Justice 
www.dojni.gov.uk/index/statistics-research/stats-research-publications.htm  
 
 
 
Alternative formats are available on request from xxx@xxx.xx  
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
© Crown copyright.  
Produced by the National Offender Management Service, Ministry of Justice. 

 
30
 List of Tables 
 
Table 1: NOMS Staff in Post, by Prison Service Region, NPS Division and Wales (Full Time Equivalent) 
Table 2: NOMS staff in post, by Function (Full Time Equivalent) 
Table 3: NOMS staff in post, by Grade (Full Time Equivalent) 
Table 4: NOMS staff in post, by Protected Characteristic (Headcount) 
Table 4a: Public Sector Prison Staff in Post, by Protected Characteristic (Headcount) 
Table 4b: HQ and Area Services Staff in Post, by Protected Characteristic (Headcount) 
Table 4c: NPS Staff in Post, by Protected Characteristic (Headcount) 
Table 5a: NOMS Joiners, by Prison Service Region, NPS Division and Wales (Headcount) 
Table 5b: NOMS Leavers, by Prison Service Region, NPS Division and Wales (Headcount) 
Table 6a: NOMS joiners, by Function of Establishment (Headcount) 
Table 6b: NOMS leavers, by Function of Establishment (Headcount) 
Table 7a: NOMS joiners, by Grade (Headcount) 
Table 7b: Internal Conversions of Existing NOMS Staff to Prison Officer 
Table 7c: NOMS leavers, by Grade (Headcount) 
Table 7d: Underlying Leaving Rate of Permanent Staff By Grade 
Table 8a: NOMS joiners, by Protected Characteristic (Headcount) 
Table 8b: NOMS leavers, by Protected Characteristic (Headcount) 
Table 9a: NOMS leavers, by Reason for Leaving (Headcount) 
Table 9b: Prison Officer and Probation Officer leavers, by Reason for Leaving and Grade (Headcount) 
Table 9c: NOMS leavers, by Reason for Leaving and Region (Headcount) 
Table 10: Snapshot of NOMS staff in post, by Establishment (Full Time Equivalent) 
Table 11: Snapshot of NPS Staff in Post, by LDU Cluster (Full Time Equivalent)