National Offender Management Service workforce statistics bulletin - 30 June 2013
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.

National Offender Management Service  
Workforce Statistics Bulletin 
 
30th June 2013 
 
 
 
Ministry of Justice  
Statistics Bulletin 
 
 
 
 
 
 
 
 
 
 
Published 29th August 2013 
 
1

Contents 
 
Introduction ...........................................................................................................................3 
 
Users and uses of these Statistics......................................................................................4 
 
Release Schedule...........................................................................................................5 
 
Summary................................................................................................................................6 
 
Commentary ..........................................................................................................................7 
 
Staff in Post.....................................................................................................................7 
 
Figure 1: Total Prison Service / NOMS Staff FTE - 31 March 2000 to 30 June 2013.....7 
 
Figure 2: Distribution of NOMS staff in post FTE by Function of Establishment 
(category of prisoner), as at 31 March 2010 and 30 June 2013 .....................................9 
 
Figure 3: Distribution of Staff across Operational and Non Operational Grades, as at 
30 June 2013 ................................................................................................................10 
 
Joiners and Leavers......................................................................................................12 
 
Equality and Diversity....................................................................................................14 
 
Figure 4: Protected Characteristics of NOMS staff headcount, as at 30 June 2013.....14 
 
Figure 5: Age distribution of NOMS staff headcount as at 30 June 2013, compared 
with 31 March 2010.......................................................................................................18 
 
Methodology........................................................................................................................20 
 
Data Sources and Data Quality..........................................................................................22 
 
Rounding Policy ............................................................................................................22 
 
Revisions Policy............................................................................................................23 
 
Explanatory notes - Symbols and conventions .............................................................24 
 
Contact points.....................................................................................................................25 
 
List of tables and figures ...................................................................................................26 
 
 
2

Introduction 
 
This is the first issue of the quarterly National Offender Management Service Workforce 
Statistics bulletin. There is a high demand from both internal and external users for 
statistics regarding NOMS staff, to monitor changes to staffing figures and the structure of 
the staff population over time. Drawing on these requests, this publication was designed to 
meet these needs in an efficient fashion, covering a wide range of issues in a clear and 
cohesive manner. 
 
The publication considers staffing levels since 2000, but focuses on more recent changes.  
The financial year 2010/11 saw the introduction of policies on recruitment control and 
voluntary staff departures under the Voluntary Early Departure Scheme (VEDS), with the 
intention of reducing staff numbers within NOMS. Therefore, the time series in tables 
within this publication begin the time series at 31 March 2010, to allow monitoring of 
changes to staff numbers as a result of the implementation of these policies. Tables show 
the most recent 5 quarter points (covering the last 12 month period), and then continue the 
time series back further with annual figures for the end of each preceding financial year for 
the past three years, back to 31 March 2010.  
 
As this is the first publication, comprehensive commentary has been provided across the 
entire period since 31 March 2010. In future editions, the commentary will be more 
concise, focusing on the current picture and changes since the previous quarter. 
 
Definitions 
 
This publication covers all civil service employees of the National Offender Management 
Service (NOMS). NOMS operates within England and Wales only. Offender management, 
prisons and probation are devolved within Scotland and Northern Ireland, and for this 
reason the publication does not include figures for Scotland, Northern Ireland, or the 
United Kingdom total. The Isle of Man and the Channel Islands also have separate prison 
administrations. 
 
Staff working for the Probation service are not civil servants, and accordingly are not 
included within this publication. Information about Probation staff is published separately in 
the Probation Workforce Information Report1. Also excluded from this publication are 
contractors, agency staff, and staff in private prisons, contingent workers such as teachers 
and nurses directly employed by Primary Care Trusts (PCTs), sessional workers, 
voluntary workers, NOMS staff on loan, on secondment out, and those on career breaks. 
 
Full time equivalent (FTE) 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. Additional work undertaken in addition to standard hours, 
such as overtime is not taken into account in calculating FTE. 
 
FTE is the preferred measure for monitoring available staff resource when considered by 
location, function or grade. However, for consideration of equality, where it is the equal 
treatment of individuals which is concerned, FTE is not an appropriate measure. For this, 
                                                 
1 www.gov.uk/government/publications/probation-service-workforce-quarterly-reports-2012-2013 
 
3

headcount is used. It should be noted that the headcount total number of staff will always 
be higher than the FTE total. 
 
Joiners and leavers are measured on a headcount basis, as it is individuals that are under 
consideration. When considering change in available resource as a result of staff turnover, 
the net change in staff FTE is of interest, rather than joiners and leavers. 
The main areas covered in this publication are: 
 
 
Staff in post FTE by Region of England, and Wales; by Function of 
Establishment (category of prison); by Grade, and by Establishment. 
 
 
Staff in post headcount by Protected Characteristic under the Equality Act 
2010. 
 
 
Joiners and leavers headcount by Region of England, and Wales; by Function 
of Establishment (category of prison); by Grade; by Protected Characteristic. 
 
 
Leavers headcount by Reason for Leaving. 
 
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: 
MOJ ministers  
Use the statistics to monitor changes to NOMS staff 
numbers, and to the structure of the organisation over 
time. 
MPs and House of Lords  
These statistics are used to answer parliamentary 
questions. This publication aims to address the large 
majority of parliamentary questions asked. 
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. 
 
 
4

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. This bulletin was published on 29 
August 2013 for the situation date as at 30 June 2013. Future publication will be 
approximately 8 weeks after the quarterly situation date.  
 
The next edition of the quarterly NOMS Workforce Statistics bulletin, for the situation date 
as at 30 September 2013, is scheduled to be published on 28 November 2013.  
 
 
5

Summary 
 
 
HM Prison Service began measuring staff resource in full time equivalent (FTE) format on 
31 March 2000, at which time the Prison Service employed 42,870 civil servants on an 
FTE basis. During the following nine years, which saw the formation of the National 
Offender Management Service (NOMS), there was an increasing staff FTE, peaking at 
51,060 FTE on 31 March 2009. Since this time there has been a continued trend of falling 
staff FTE, which at 30 June 2013, is now 39,510 FTE.  
 
 
The financial year 2010/11 saw the introduction of policies with the intention of reducing 
staff FTE within NOMS.  At the start of 2010/11, NOMS employed 49,230 civil servants on 
a FTE basis. As at 30 June 2013 the number of civil servants employed by NOMS was 
39,510 FTE - reduction of 20%. This fall in staff FTE has been proportionately far higher 
within NOMS HQ and Area Services (a fall of around 42%) than within the Establishments 
(a fall of around 18%).  
 
 
Over this period recruitment levels have fallen by 75%; 1,860 staff were recruited in the 12 
months ending 31 March 2010 compared to 480 staff recruited in the 12 months ending 30 
June 2013. This reduction in recruitment has been broadly consistent across both HQ and 
Area Services (a 71% reduction in recruitment across the period), and the Establishments 
(a 78% reduction in recruitment), and is a direct result of the recruitment control policy. 
 
 
While recruitment has fallen, the number of leavers has remained high. In the 12 months 
ending 31 March 2010, 3,680 people left NOMS and the number exits has remained at 
similar levels until the most recent period; varying between 3,100 and 3,760.  In the 12 
months ending 30 June 2013, the number of leavers was considerably higher than it has 
been during any prior period in the last five years, with 4,500 people leaving NOMS. This 
increase is largely due to greater numbers of leavers under the Voluntary Early Departure 
Scheme (VEDS). 
 
 
The introduction of VEDS coincided with a reduction in resignation and retirement, from 
around 60% of leavers in the 12 months ending 31 March 2010, to accounting for less 
than 40% of leavers in the 12 months ending 30 June 2013. This reduction is more 
pronounced in HQ and Area Services, where resignation and retirement now account for 
less than 30% of exits. 
 
 
In the most recent quarter, 31 March 2013 to 30 June 2013, the number of Supervising 
Officers fell by 820 to 2,290 FTE, while the number of Custodial Managers more than 
doubled to 1,410 FTE. This is largely explained by promotions of staff as a result of 
changes to grading structures.  
 
 
In the most recent quarter there was also an increase of 100 FTE within HQ and Area 
Services. This is as a result of the consolidation of staff performing similar specific 
functions across regions (primarily psychologists, but also some admin functions), with 
staff in Establishments performing these being reallocated into Area Services. 
 
 
 
 
 
 
 
 
6

Commentary  
Staff in Post 
Measurement of staffing resource using Full Time Equivalent (FTE) in Her Majesty’s 
Prison Service (HMPS) began in March 2000. HMPS became part of the National 
Offender Management Service (NOMS) on 1 June 2004.  
Figure 1: Total Prison Service / NOMS Staff FTE - 31 March 2000 to 30 June 2013 
0
10,000
20,000
30,000
40,000
50,000
60,000
Mar-00
Mar-01
Mar-02
Mar-03
Mar-04
Mar-05
Mar-06
Mar-07
Mar-08
Mar-09
Mar-10
Mar-11
Mar-12
Mar-13
Total staff in post FTE
 
 
Staff FTE 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 four years to a level 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, including the Voluntary Early Departure Scheme (VEDS) 
and recruitment control.  
 
Resulting from of these policies, the number of civil service staff employed by NOMS has 
continued to fall over the period: 
 
 
As at 31 March 2010, civil service employment in NOMS was 49,230 staff in post on a 
full time equivalent (FTE) basis. 
 
By 30 June 2013 staff in post had fallen to 39,510 FTE, representing a 20% reduction.  
 
The largest year on year reduction during the period was between 31 March 2011 and 31 
March 2012, when staff FTE fell by 7.7% from 47,150 to 43,590. This coincided with 
increased use of the VEDS to reduce staff numbers, and the transfer of management of 
HMP Birmingham to the private sector on 1 October 2011 (610 FTE transferred to the 
private sector).  
 
 
7

The definition of NOMS HQ changed in March 2013, separating out the regionally located 
staff in Area Services (units that operate on a regional basis, providing services directly to 
establishments), that had previously been considered part of HQ. To enable comparisons 
of current definitions to definitions prior to this change, NOMS HQ and Area Services are 
combined within this publication, corresponding directly with the previous HQ definition, 
and the current definitions for HQ and Area Services separately have been applied 
retrospectively, thus enabling continuity of figures and comparisons across the time series.  
 
The fall in staff FTE has been proportionately far greater in NOMS HQ and Area Services 
than in the Establishments (see Table 1): 
 
 
The Establishments have reduced in FTE from 45,080 as at 31 March 2010 to 37,100 
as at 30 June 2013 – a reduction of 17.7%. 
 
HQ and Area Services have reduced in FTE from 4,150 as at 31 March 2010, to 2,400 
as at 30 June 2013 – a reduction of 42.1%. In June 2010 approximately 1,500 NOMS 
HQ staff transferred to the central Ministry of Justice, which accounted for around 85% 
of the fall. 
 
 
Substantial fluctuations have been seen in the size of Area Services across the period, 
increasing from 590 FTE at 31 March 2010 to 880 FTE the following year. In the three 
months from 31 March 2012 to 30 June 2012, Area Services fell sharply from 840 FTE 
to 650 FTE, and has subsequently increased, reaching 820 FTE by 30 June 2013. 
This is as a result of the consolidation of staff performing similar specific functions 
across regions during this period (primarily psychologists, but also dog handlers and 
some admin functions) into Area Services. 
 
The size of NOMS HQ has stabilised over the last year, with reductions to the size and 
structure of NOMS HQ having been largely completed earlier than the ongoing 
reductions to staff numbers in the Establishments.  
 
 
NOMS HQ and Area Services represented 8.4% of the total NOMS staff FTE as at 31 
March 2010. By 30 June 2013 this had reduced by 2.3 percentage points to 6.1% of 
the total NOMS staff FTE.  
 
This change is most pronounced in NOMS HQ (under current definitions), which has 
fallen by around 56%, from 3,560 FTE as at 31 March 2010, to 1,580 FTE as at 30 
June 2013.  
 
Region 
Regional splits are formed based on the deputy director of Custody (DDC) regions, (see 
Glossary for definition), as used within NOMS, which differ slightly from standard regional 
locations. Wales operates as a region, as does the High Security estate. The South East 
of England is separated into Kent and Sussex and South Central, operating as separate 
regions. Greater London also includes four establishments located outside of the London 
boroughs. 
 
Despite staff numbers having fallen overall, and there having been prison closures and a 
transfer to the private sector at various different times across the period within different 
regions, the overall balance of Establishment staff FTE across the regions and Wales has 
remained similar, with fluctuations not in excess of 1.5 percentage points in the distribution 
of staff FTE across regions throughout the period from 31 March 2010 to 30 June 2013 
(see Table 1): 
 
 
The largest change (a reduction of 1.5 percentage points between 31 March 2011 and 
31 March 2012 to the proportion of the staff FTE distribution in the West Midlands) was 
 
8

 
Within the Deputy Director of Custody (DDC) regions, the High Security Prisons 
account for the largest proportion of staff FTE (around 15%), with the smallest 
proportion in Wales (around 2%). 
 
Category 
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. Correspondingly, prisons are 
given categories relating to the function of the establishment, dependent on the type or 
types of prisoner held. 
 
Figure 2: Distribution of NOMS staff in post FTE by Function of Establishment 
(category of prisoner), as at 31 March 2010 and 30 June 2013 
0%
10%
20%
30%
Male local
Male category C
Male dispersal
Male closed YOI (ages 15-21)
Cluster
Female local
Male YOI young people (ages 15-17)
Male category B
Male open
Immigration Removal Centre
Female closed
Male open YOI
Female open
Semi open
Category
Percentage of total staff FTE
31 March 2010
30 June 2013
 
Category C and Male Local prisons predominate within staff in post FTE, with Category C 
accounting for 28.6% of NOMS Establishment staff FTE, and Male Local accounting for 
30.6%. The distribution of NOMS staff FTE across categories is shown above in Figure 2, 
and in Table 2. 
 
The distribution of Establishment staff FTE across the various function of establishment 
categories has remained largely constant across the period, with only minor fluctuations of 
less than 1 percentage point in the distribution of staff FTE within categories, except 
Category C, which has shown a 2.3 percentage point change in the proportion of staff FTE 
that it represents out of the total establishment staff FTE.  
 
 
 
9

Grades 
From April 2012 for new recruits, and for all staff from April 2013, a new grading structure 
has been implemented across NOMS.  Existing grades are being replaced by a system of 
Bands ranging from Band 1 for the most junior staff to Band 11 for the most senior staff 
below the senior civil service.  All new recruits and newly promoted staff are within the new 
structure and all existing staff are being given the choice of whether to opt in to the new 
structures.  The new Banding structures have been designed and implemented with the 
aim of providing consistent reward structures across all jobs in NOMS. 
 
‘Operational grades’ is a term referring to all Prison Officers, Operational Managers and 
Operational Support Grades. ‘Non Operational grades’ refers to all other staff performing 
administrative and managerial roles (including senior civil servants), psychologists, 
Chaplaincy, healthcare and industrial roles. 
Figure 3: Distribution of Staff across Operational and Non Operational Grades, as at 
31 March 2010 and 30 June 2013 
0%
10%
20%
30%
40%
50%
Bands 9-11 / Senior Managers
Bands 6-8 / Managers
Band 5 / Custodial Managers
Band 4 / Supervising Off. / Specialist Off.
Band 3 / Prison Officer
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 Grades3
Healthcare - Other healthcare
Industrial / Facilities
Other Grades
OPERATIONAL GRADES
NON OPERATIONAL GRADES
Percentage of staff FTE 
31/03/2010
30/06/2013
 
This bulletin fits the old and new grading structures as closely as possible to maintain 
comparability. The transition to the new structures has seen a large number of staff 
moving up from the Supervising Officer level (previously known as Senior Officer) to the 
Custodial Manager level (previously Principal Officer).   
 
 
 
10

From 31 March 2010 to 30 June 2013 the proportion of staff in Operational and Non 
Operational grades has changed slightly: 
 
 
As at 31 March 2010, 33,990 FTE of staff were in Operational grades, compared with 
15,230 FTE in Non Operational grades. As at 30 June 2013, there were 28,160 FTE in 
Operational grades (a 17.2% reduction), and 1,130 FTE in Non Operational grades (a 
25.5% reduction).  
 
The proportion of staff FTE within Non Operational grades decreased by 2.2 
percentage points from 30.9% of the total staff FTE in Non Operational grades as at 31 
March 2010, to 28.7% as at 30 June 2013.  
 
This reduction in the proportion of staff FTE within Non Operational grades is largely 
explained by staff reductions in NOMS HQ, most of whom are Non Operational. 
 
When considering the distribution of staff FTE within Operational grades:  
 
 
The proportion of Prison Officers has increased by 2.4 percentage points; from 58.6% 
of Operational staff FTE as at 31 March 2010 to 61.0% as at 30 June 2013.  
 
The proportion of Supervising Officers (previously Senior Officers) has reduced by 3.5 
percentage points from 11.6% of Operational staff FTE as at 31 March 2010, to 8.1% 
as at 30 June 2013. As previously mentioned, this reduction is most pronounced in the 
three months from 31 March 2013 to 30 June 2013, when the number of Supervising 
Officers fell by 820 to 2,290 FTE, as a result of changes to grading structures. 
 
After a steady reduction in the number of Principal Officers (now Custodial Managers, 
since implementation of Fair and Sustainable Grades) from 980 FTE as at 31 March 
2010 to 630 FTE as at 31 March 2013, in the last three months the number of 
Custodial Managers more than doubled to 1,410 FTE as a result of the 
aforementioned staff promotions resulting from grading structure changes.  
 
Although there have been reductions to the staff FTE within all grades, when considering 
relative changes to the distribution of staff FTE within Non Operational grades: 
 
 
There has been an increase of 3.4 percentage points to the proportion of 
Administrative Officers (from 25.1% of Non Operational staff FTE as at 31 March 2010 
to 28.5% as at 30 June 2013). 
 
Similarly the proportion of Industrial staff has increased by 2.2 percentage points, from 
23.1% of Non Operational staff FTE as at 31 March 2010 to 25.3% as at 30 June 
2013.  
 
These grades represent the largest staff FTE of all Non Operational grades, together 
representing over half of Non Operational staff FTE.  
 
The most notable reductions in the relative distribution of Non Operational staff were:  
 
 
The proportion of Manager grades fell by 3 percentage points from 14.0% of Non 
Operational staff FTE as at 31 March 2010 to 11.0% as at 30 June 2013.  
 
The proportion of Executive Officers fell by 2.4 percentage points, from 
representing 9.6% of Non Operational staff FTE as at 31 March 2010 to 7.2% as at 
30 June 2013. 
 
Nursing Grades fell from accounting for 2.5% of Non Operational staff FTE as at 31 
March 2010 to accounting for only 0.9% as at 30 June 2013 (a fall of 1.6 
percentage points). This coincides with the movement of many healthcare 
functions back into the Primary Care Trusts of the NHS. 
 
 
11

A comparison of the breakdown of staff FTE across Operational and Non Operational 
grades as at 31 March 2010 and 30 June 2013 is illustrated in Figure 3 above. 
 
Between 31 March 2013 and 30 June 2013, the number of Supervising Officers fell by 820 
to 2,290 FTE, while the number of Custodial Managers more than doubled to 1,410 FTE. 
This is largely explained by promotions of staff as a result of changes to grading 
structures. 
 
Joiners and Leavers 
While recruitment has fallen and continued to reduce, the number of leavers has remained 
high. In the 12 months ending 30 June 2013 the number of leavers was the highest it has 
been in the last five years, with 4,500 individuals leaving NOMS. 
 
In the 12 months ending 31 March 2010, 1,860 individuals joined NOMS (on a headcount 
basis), with 2,150 joiners in the following financial year. Subsequently, recruitment control 
was implemented within NOMS (although some recruitment continued to maintain 
functionality). Accordingly, by the 12 months ending 31 March 2012 levels of recruitment 
had fallen by over 50%, with only 970 joiners. Reductions continued in each of the 
subsequent periods, halving again, with only 480 joiners in the 12 months ending 30 June 
2013.  
 
Recruitment into HQ and Area services fell more sharply earlier on during the period than 
was seen in NOMS overall: 
 
 
In the 12 months ending 31 March 2010, HQ and Area Services had been responsible 
for 16% of all joiners, however in the subsequent financial year this had fallen sharply 
to only around 5% of all joiners.  
 
HQ and Area Services continued to be responsible for a similar proportion of all joiners 
for the subsequent 18 months, up until the 12 months ending 30 September 2012, 
when it was still responsible for only 5.8% of all new joiners, despite the overall 
number of joiners having continued to fall throughout this period to less than half the 
level it had been at previously.  
 
Consequently, in absolute terms, by the 12 months ending September 2012, 
recruitment in HQ and Area Services had fallen to a level only one sixth as much as at 
the start of the period (50 joiners in the 12 months ending 30 September 2012, 
compared to 300 joiners in the 12 months ending 31 March 2010). 
 
Although recruitment overall has continued to fall throughout the remainder of the 
period, since 30 September 2012 recruitment in HQ and Area Services has risen 
slightly, with 90 joiners in HQ and Area Services in the 12 months ending 30 June 
2013. This pattern is reflective of the reduction in the footprint of HQ being achieved 
earlier than within the establishments. 
 
Across the regions there is some variation in recruitment levels (see Table 5): 
 
 
High Security Prisons and Greater London are currently responsible for the largest 
number of joiners. High Security Prisons and Greater London together are responsible 
for nearly 40% of the total joiners over the last 12 months.  
 
Compared to the regional distribution of staff in post, the highest proportion of 
recruitment has occurred in Greater London in the last 12 months. While Greater 
London accounts for 10.8% of staff in establishments, 22.4% of recruitment within the 
establishments was within Greater London. 
 
 
12

Similarly, when looking at variations in recruitment by the Category/Function of 
establishments, although reductions in recruitment have been seen overall, recruitment 
remains highest within Male Local establishments, with 120 recruitments in the last 12 
months, Male Young Offenders Institutions (YOI), with 90 recruitments, and Male Category 
C, where there have been 80 recruitments in the last 12 months. These three categories 
have consistently had the highest levels of recruitment throughout the time series. 
 
Although there is some variation in the time series in the proportions of joiners across 
grades, this is of a smaller scale. As this does not account for change in grade 
proportions, due to internal promotions, this variation in the reduction of joiners by grade is 
not indicative of any particular structural change via recruitment. 
 
At the start of the period, in the 12 months ending 31 March 2010 3,680 individuals left 
NOMS. Although there has been some fluctuation in the overall number of leavers in each 
year, there is no obvious trend to these fluctuations. However in the most recent period, 
the 12 months ending 30 June 2013, as previously stated, the number of leavers was 
considerably higher than it has been in any prior period in the shown time series, with 
4,500 people leaving NOMS. 
 
The proportion of leavers from HQ and Area Services has changed substantially across 
the time series: 
 
 
In the 12 months ending 31 March 2010, 14% of leavers were from HQ and Area 
Services (which accounted for around 8% of NOMS staff).  
 
By the 12 months ending 31 March 2012, this proportion had fallen to around 10% of 
leavers being from HQ and Area Services, remaining high in comparison to the 
decreasing ratio of HQ and Area Services to NOMS staff totals (during which time HQ 
and Area Services fell to account for 5.1% of NOMS staff).  
 
In the 12 months ending 31 December 2012, the number of leavers from HQ and Area 
Services fell dramatically, representing around 5% of all leavers, which is more in line 
with the proportion of staff in post within HQ and Area Services. This pattern has 
continued subsequently, with leavers from HQ and Area Services now accounting for 
4.5% of all leavers. 
 
The described trends are in accordance with policy aiming to reduce the footprint of 
HQ substantially early on in the staff reductions. While reductions are ongoing within 
the Establishments, staffing levels within HQ and Area Services are currently being 
maintained, having reached the intended size and structure (although this remains 
under review). 
 
At the start of the period, in the 12 months ending 31 March 2010, resignation was the 
most prevalent reason for leaving, accounting for 37% of all leavers. By the 12 months 
ending 30 June 2013, resignation only accounted for 21% of all leavers: 
 
 
Although in the Establishments there has been a continuing decrease in the number of 
leavers due to resignation, falling by a quarter from 1,230 in the 12 months ending 31 
March 2010 to 930 in the 12 months ending 30 June 2013, the proportion of leavers 
from establishments who resigned has almost halved from 39% at the start of the 
period to 21% by the end of the period. 
 
In HQ and Area Services, the number of resignations fell by two thirds from 120 
resignations in the 12 months ending 31 March 2010, to 40 resignations in the 12 
months ending 31 March 2012. Since that time resignations in HQ and Area Services 
have remained at similar levels.  
 
 
13

These falls in resignation align with increases in Voluntary Exits under the Voluntary Early 
Departure Scheme (VEDS): 
 
 
In HQ and Area Services, Voluntary Exits accounted for over half of all exits in the 12 
months ending 31 March 2011, increasing to just over two thirds of all exits in the 12 
months ending 31 March 2012 (around 250 exits in both periods).  
 
However by the 12 months ending 31 December 2012, with the reduction of the 
footprint of HQ and Area Services largely complete, Voluntary Exits had fallen to 
around 30. In the 12 months ending 30 June 2013 this figure had increased slightly to 
60 Voluntary exits in HQ and Area Services. 
 
Within the Establishments however, voluntary exits had been lower across the period, 
accounting for less than 20% of exits until the 12 months ending 31 March 2013, when 
there were 860 voluntary exits from the Establishments, representing about a quarter 
of all leavers from the Establishments.  
 
However this dramatically increased by 12 months ending 30 June 2013, with 1,650 
voluntary exits from the Establishments, representing nearly 40% of all leavers from 
the Establishments. 
 
Although retirement within HQ and Area Services fell from 140 at the start of the 
period, to 20 at the end of the period, within the Establishments the pattern was very 
different, with retirement gradually increasing from about 690 at the start of the period 
to about 760 at the end of the period.  
 
VEDS has coincided with a reduction in resignation and retirement within HQ and Area 
Services.  
 
In the Establishments the reduction to resignation and retirement had been to a lesser 
extent, until the most recent quarter, the 12 months ending 30 June 2013. This 
corresponds to the aforementioned increase in voluntary exits in the Establishments 
during the most recent period. 
Equality and Diversity 
Figure 4: Protected Characteristics of NOMS staff headcount, as at 30 June 2013 
Unknown
Unknown
Unknown
BME
Part Time
Female
Declared
(no representation 
rate calculated)
White
Full Time
Male
Declared 
(no representation
rate calculated)
Declared 
(no representation
rate calculated)
Unknown
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
Gender
FT/PT
Ethnicity
Disability
Sexual
Orientation
Religion
Headcount
 
 
 
 
14

Gender: 
Given the substantial reduction in the number of civil servants employed by NOMS, and 
the ongoing turnover of staff, the gender balance within the total staff headcount has 
remained fairly static, with the representation of female staff (on a headcount basis) 
fluctuating no more than 0.5 percentage points between 31 March 2010 and 30 June 2013 
from 36.0% to 35.5%. Although this does represent a very slight reduction to the 
proportion of female staff, it is of little note in the context of the scale of reductions and 
turnover across the period.  
 
In general, the female representation of new joiners to NOMS is closer to the equal 
proportions seen in the general population than the female representation within staff in 
post as a whole, ranging from 41% to 49% female across the period. The highest 
proportion of female new joiners was seen in the 12 months ending 30 June 2012 at 49% 
of staff newly recruited to NOMS being female, with the lowest being in the 12 months 
ending 31 March 2010 being 41.3% female. 
 
Of those leaving NOMS, there had been disproportionately high numbers of females 
leaving: 
 
 
In the 12 months ending 31 March 2010, 43.7% of staff leaving NOMS were female, 
considerably higher than the proportion of females in the staff in post population 
(36.0%).  
 
Over the period, this imbalance has reduced, although there continues to be a slightly 
higher proportion of females leaving NOMS in the 12 months ending 30 June 2013 
(38.1%) in comparison to the female representation of staff in post of 35.5%. 
 
It is notable that when looking at the patterns of joiners and leavers, with greater 
proportions of females being recruited in comparison to the proportion of females overall, 
and with reducing proportions of females leaving, that it seems incongruous with the fact 
that female representation overall has shown a slight decrease. This is explained through 
the fact that recruitment has fallen to low levels, so the actual impact of improved 
recruitment of females is small in comparison to the large numbers of leavers, where 
although improvements have been made to female retention, a higher proportion of 
females continue to leave NOMS than would be expected given female representation 
within staff in post.   
 
Ethnicity: 
Ethnicity, being a self-declared and non-compulsory field, is not known for all staff. The 
declaration rate (the percentage of all staff who have declared their ethnicity) has shown a 
slight reduction of 1.1 percentage points from 91.5% as at 31 March 2010 to 90.4% as at 
30 June 2013.  
 
The ethnicity declaration rate is indicative of the measure of accuracy of the representation 
rate of Black and Minority Ethnic (BME) staff of all those making ethnicity declarations 
(excluding those who have not responded and those who chose not to declare). Assuming 
there is no inherent bias in the actual ethnicity of those who have not made an ethnicity 
declaration, the BME representation rate is the best estimate of the actual percentage of 
BME civil servants employed by NOMS.  
 
Considering the scale of staff reductions, turnover, and the slight reduction in ethnicity 
declaration, the representation rate has remained steady across the period, with 
fluctuations having not exceeded a change of 0.1 percentage points across the period. 
Currently 6.5% of staff making ethnicity declarations declare themselves to be within the 
BME grouping. The current ethnicity breakdown of staff in post is shown in Figure 4 above 
and in Table 4. 
 
15

 
Ethnicity declaration rates for joiners have deteriorated considerably during the last 12 
months: 
 
In the 12 months ending 31 March 2012 the ethnicity declaration rate for joiners was 
78.1%. While this is lower than the declaration rate of staff in post, this is not 
unexpected as staff may not make declarations immediately upon joining.  
 
However, during the 12 months preceding the end of each quarter period during the 
last 12 months ethnicity declaration among joiners has fallen more and more (as these 
periods overlap it is likely that this is indicative of a systematic drop in ethnicity 
declaration of joiners from after 31 March 2012, becoming increasingly reflected in the 
rolling 12 monthly figures with each passing quarter).  
 
By the 12 months ending 31 March 2013, ethnicity declaration in joiners had fallen to 
only 20.6%. The most recent period shows a slight improvement, with the ethnicity 
declaration rate for joiners in the 12 months ending 30 June 2013 at 25.3%.  
 
With declaration at such low levels, no representation rate for BME staff joining NOMS 
can be calculated. However, during earlier periods when declaration rates for joiners 
were good, BME representation among joiners was significantly higher than BME 
representation seen in staff in post. For example in the 12 months ending 31 March 
2012, the BME representation rate was 9.2%. 
 
It is imperative to note however, that in particular when levels of recruitment are low, 
recruitment is not likely to be evenly distributed across the country. Should, for example, 
recruitment in a particular period be concentrated in areas of particularly high BME 
representation among the wider workforce population (for example London or the West 
Midlands), it would be expected to find greater proportions of BME joiners. Equally should 
recruitment have been concentrated within areas of low BME representation in the wider 
workforce population (for instance, the South West) it would be expected to find lower 
proportions of BME joiners. For this reason, in addition to the poor declaration rates, 
extreme caution should be used in consideration of BME representation of joiners from the 
information available. 
 
Leavers data for ethnicity do not face the same problems seen in joiners, as declaration 
rates are comparable across the time period to those seen for staff in post, ranging from 
87.2% at the start of the period in the 12 months ending 31 March 2010 and increasing 
slightly to 89.7% by the 12 months ending 30 June 2013. Some issues relating to location 
and the regional variation of exits may influence leavers figures, so some volatility within 
the BME representation rates of leavers may be due to large numbers of exits from areas 
with high or low BME representation. However, with the volume of leavers being fairly high 
in comparison to the volume of joiners, regional effects are likely to be substantially less 
evident within the BME representation rates.  
 
 
In the 12 months ending 31 March 2010 and the 12 months ending 31 March 2011, the 
BME representation rates of leavers were 6.4% and 7.4% respectively. While this may 
be slightly higher than the staff in post population BME representation in these times, it 
is not by sufficient extent to have any notable effect on subsequent BME 
representation in NOMS.  
 
In the 12 months ending at the last five quarter points, BME representation among 
leavers has been very slightly lower than that seen in the staff in post population, but 
not at sufficient levels to have notable influence to the BME representation within staff 
in post.  
 
These fluctuations are minor, and are not suggestive of retention issues.  
 
 
 
16

Disability: 
Disability is also a self-declared, non-compulsory field. However the declaration rate has 
remained very low across the period, with currently only 56.4% of staff declaring their 
disability status. With lower declaration rates, the risk of bias increases greatly, and the 
likelihood of a representation rate based on known declarations being accurate falls 
rapidly. When a declaration rate is less than 60%, no representation rate is given - there is 
no certainty of its accuracy, so it thus has no meaning. Therefore it is not possible to 
determine the representation rate of disabled staff in NOMS. Although the headcount 
figures of those declaring themselves to be disabled or non-disabled are provided in Table 
4, and shown above in figure 4, these figures cannot be used to derive a disability 
representation rate that would be meaningful or that could be generalised to the staff in 
post population.  
 
Similarly, disability declaration rates among joiners and leavers have generally been far 
below levels where any meaningful interpretation can be made of the representation of 
disabled staff within joiners and leavers. 
 
Full Time / Part Time: 
The Protected Characteristic of Working Patterns under the Equality Act 2010 is wider in 
scope than simply full time/part time status. Data are not routinely available on working 
patterns other than full time/part time status; in general decisions on flexible working, 
working from home, and other aspects of the Working Patterns characteristic are primarily 
handled at a local level.    
 
 
The percentage of staff working part time has increased from 9.0% as at 31 March 
2010 to 11.1% as at 30 June 2013, an increase of 2.1 percentage points. This 
increase in the proportion of part time staff is also a contributing factor to the reduction 
of NOMS staff FTE. 
 
Despite the overall number of staff falling, the actual headcount of part time staff has 
remained very similar across the period from 4,630 to 4,600. 
 
Caution is advised when considering the full time/part time status of joiners and leavers, 
as the full time/part time status at joining is often not reflective of the working pattern the 
individual adopts once in post. Similarly it is known that certain types of leavers (in 
particular those retiring) change their full time/part time status before leaving. Therefore 
the figures presented for joiners and leavers may not be indicative of the actual status 
individuals held during the majority of their career. It is also a status which may fluctuate 
considerably across an individual’s career.  
 
Data presented suggest that among joiners, the proportion of part time joiners has 
declined by 5.8 percentage points from the 12 months ending 31 March 2010 (7.9%) to the 
12 months ending 31 March 2013 (2.1%). However, in the most recent period this has 
risen again, with part time joiners in the 12 months ending 30 June 2013 representing 
4.8% of all joiners. This must be considered in context with the aforementioned limitations, 
and also in the light of the fact that recruitment fell considerably in this period. Given that 
part time workers are an increasing proportion of staff in post, as mentioned previously, 
this is strong evidence that individuals are likely to join as full time and become part time 
later during their career.  
 
Although there has been some fluctuation in part time representation among leavers 
across the period, overall, this has been consistently higher than that seen in staff in post, 
with leavers having a part time representation rate in the 12 months ending 30 June 2013 
of 19.2%, 8.1 percentage points greater than that seen in staff in post. As mentioned 
previously, this may be explained in part that older staff members tend to reduce their 
 
17

working hours prior to retirement. However with less than 20% of leavers having retired 
this is not a full explanation. 
 
Sexual Orientation: 
Data on Sexual Orientation were only readily available from 31 March 2013. As a result 
staff in post breakdowns have been shown only from this time onward, and no figures are 
currently available for joiners or leavers (which require data for the prior 12 months).  
At present, only 14.2% of staff have declared their Sexual Orientation, so no meaningful 
representation rate for Lesbian, Gay and Bisexual (LGB) groups can be derived.  
 
Religion/Belief 
Data on Religion/Belief were only readily available from 31 March 2013. As a result staff in 
post breakdowns have been shown only from this time onward, and no figures are 
currently available for joiners or leavers (which require data for the prior 12 months).  
Currently only 14.6% of staff have declared what their religious beliefs or lack of religious 
beliefs are, so no meaningful representation rate for Christian, No Religion or Other Non-
Christian Religion groups can be derived.  
 
Age: 
NOMS has an aging staff population. The mean age as at 31 March 2010 was 43.8 years, 
and this has increased to a mean age of 45.5 years as at 30 June 2013. Although, as 
shown in figure 5 below, the modal age group across the period, 40 to 49 years, has 
remained largely static in accounting for around 35% of staff headcount, there has been a 
4.7 percentage point increase in the 50 to 59 age group from 23.8% as at 31 March 2010 
to 28.5% as at 30 June 2013, and a 1.2 percentage point increase in the 60+ age group 
from 6.9% to 8.1% respectively. This coincides with the removal of the retirement age in 
October 2010.  
Figure 5: Age distribution of NOMS staff headcount as at 30 June 2013, compared 
with 31 March 2010 
0%
10%
20%
30%
40%
Under 20
20-29
30-39
40-49
50-59
60+
Age band
Percentage of Headcount
31 March 2010
30 June 2013
 
 
 
18

 
19
Although individuals join and leave NOMS at a diverse range of ages, unsurprisingly as a 
whole, joiners are generally younger overall than staff in post while leavers on average are 
slightly older. In the 12 months ending 30 June 2013 the mean age at joining was 33.5 
years, with the mean age at leaving being 48.8 years. The mean age of staff in post as at 
30 June 2013 was 45.5 years. 
 
As only just below 20% of leavers in this period were due to retirement, the majority left for 
reasons unrelated to age, which would explain why the mean age of leavers is not greatly 
higher than that in staff in post. For this reason leavers do not have a great impact in 
counteracting the aging population of NOMS staff. Joiners are on average considerably 
younger than staff in post on average, and it is turnover from new recruits which would 
counteract the effect to the mean age of the general aging of the continuing staff in post 
population. However, because recruitment has been very low in recent times, the age of 
joiners has had little impact on mitigating the overall inherent aging of staff in post, 
resulting in a continuing aging population of NOMS staff. 
 
Other Protected Characteristics: 
No data are currently available for the other protected characteristics of Gender 
Reassignment (Transgender), Marriage and Civil Partnership, Pregnancy and Maternity.  
 

Methodology 
 
Statistics presenting the changes to staffing numbers of staff in post over time are of key 
importance to monitoring the effects of policies implemented, financial accounting, and 
transparency. As such, the time series shows the last five quarter points to present both 
the current picture and also recent trends. To give a longer frame of reference for 
comparison, the time series is also extended back, with annual figures taken at the end of 
each financial year for the preceding three years, giving coverage of up to five years.  
 
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 names of old and new grades. In other cases, such as the change to HQ definition, 
current definitions are used and carried back, as consistency across the period is enabled 
through the HQ and Area Services total, which aligned completely to the former HQ 
definition. Such definitions are clearly detailed in footnotes within the changes. Although 
this has not been the case in the publication, 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. 
 
Staff in post figures derive from snapshots taken on a monthly basis from the Oracle 
Human Resources Management System (HRMS) database, recording all those civil 
servants employed by NOMS on the final working day of each month, as the records stand 
two working days into the following month, allowing for some late updating to occur 
(improving the quality of the data), while remaining as timely as possible.  
 
Joiners and leavers figures record all the inflow and outflow staffing transactions taking 
place between the first working day of the month and the last working day of the month, 
with the monthly record being taken from the Oracle HRMS database seven working days 
into the next month, to accommodate a higher degree of late entries (maximising accuracy 
of the data while minimising 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. 
 
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 standard measure of 
the amount of resource available within each location, category or grade. This is the most 
appropriate measure for considering the resource available and for reconciliation with 
financial figures. 
 
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 equality concerns, it is the actual number of individuals 
which is important, and not the resource to which those individuals contribute. For this 
reason the only appropriate measure is the headcount, and not FTE. It is never 
appropriate to consider breakdowns of Protected Characteristics on an FTE basis. 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. Headcount figures will always 
be larger than FTE figures, as those working part-time count as the pertinent fraction less 
than one for FTE figures, but as one for the headcount.  
 
20

 
The publication also presents the number of joiners (newly recruited) and leavers within 
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 worth of joiners and 
leavers be presented.  
 
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 
the FTE which was worked during the career. 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, 
and are the most appropriate figures to be used in any circumstance when considering 
joiners and leavers. For joiners and leavers, the same breakdowns of region, function of 
establishment (category) and grade, and additionally for leavers, their reason for leaving. 
 
To observe changes to the available resource, however, (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.  
 
Rates of joiners and leavers have not been calculated and do not appear in this 
publication. Figures for staff in post, joiners and leavers presented within this publication 
all include those on Fixed Term contracts. Rates of joiners and leavers are used internally 
to monitor turnover, recruitment and retention patterns, but are only meaningful when 
those on Fixed Term contracts are excluded. As this does not correspond with the 
definitions used within this publication it would not be appropriate or meaningful to 
calculate rates which do not correspond with the rates used for turnover, recruitment and 
retention purposes.  
 
A final table showing the snapshot of the staff in post FTE by grade and individual 
establishment is included to give the current structural picture within each establishment. 
This table does not include time series, due in part to the size of the table, but more 
importantly as a result of the dynamic nature of establishments, which change frequently, 
rendering a time series of less value. 
 
21

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 used by NOMS. 
 
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.  
 
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 result from small numbers in 
some categories. Rounding figures eliminates this risk and ensures complete compliance 
with the data protection act. 
 
Although it is possible to give precise numbers for both headcount and FTE from extracts 
derived from the Oracle database, and we are confident of data quality overall, there 
inherently is some degree of inaccuracy in figures deriving from HR management 
information due to the nature of how extracts are taken and how HR systems operate in 
general.  
 
The combination of these issues means data rounded to 10 are both more representative 
of the true level of the accuracy of the figures presented, and disclosure risk is eliminated. 
This approach is consistent with the level to which the Office of National Statistics (ONS) 
generally present staffing figures.  
 
Information relating to staff in post, joiners and leavers is closely scrutinised, and the data 
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.  
 
Rounding Policy 
 
Treasury Rounding has been applied to all figures presented in this publication. All 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.  
 
Data derive from the Oracle Human Resources Management System (HRMS), which is a 
live dynamic system, not appropriate 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. 
 
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 
 
22

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. This inherent uncertainty about the precision of exact 
figures is small, but for this reason to issue exact unrounded HR figures as they were 
recorded at the moment of the snapshot into the public domain as statistics may be to 
overstate the true accuracy of figures accordingly. This is not a data quality issue; it is an 
inherent factor to be considered when using any management information extract from any 
HR system in operation in any organisation. Where large numbers predominate, it is less 
helpful to be exact as trivial differences can obscure the bigger picture. It is only where 
very small numbers predominate that this level of detail is useful, and it is precisely times 
such as this that extreme caution must be taken to prevent disclosure.  
 
Therefore, it has been determined that to present figures in the most appropriate manner 
to the actual degree of accuracy in which we are confident, that the rounding policy as 
described above depicts the HR figures presented here in a manner representative of the 
true accuracy of HR data.  
 
Revisions Policy 
In accordance with Principle 2 of the Code of Practice for Office 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 should have been represented in that publication. For the purpose of 
this publication, this is rarely encountered. Any such late data will be reviewed on a 
quarterly basis but, unless it is deemed to make significant changes to the statistics 
released, revisions will only be made as part of the subsequent publication within the time 
series. Revised figures will be indicated with an ‘(r)’ superscript beside each figure 
affected. 
 
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.  
 
23

 
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 
 
 
24

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:  
 
Steve Ellerd-Elliott  
Planning and Analysis Group  
NOMS Agency  
Clive House  
70 Petty France  
London  
SW1H 9EX  
Tel: xx-xxxx-xxxx  
 
 
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 
www.statistics.gov.uk  
 
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.scotland.gov.uk/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. 
 
25

 
26
List of tables and figures  
 
 
Table 1: NOMS staff in post, by DDC Region of Establishment (Full Time Equivalent) 
 
 
 
Table 2: NOMS staff in post, by Function of Establishment (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 5a: NOMS joiners, by DDC Region of Establishment (Headcount) 
 
 
 
Table 5b: NOMS leavers, by DDC Region of Establishment (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: NOMS leavers, by Grade (Headcount) 
 
 
 
Table 8a: NOMS joiners, by Protected Characteristic (Headcount) 
 
 
 
Table 8b: NOMS leavers, by Protected Characteristic (Headcount) 
 
 
 
Table 9: NOMS leavers, by Reason for Leaving (Headcount) 
 
 
 
Table 10: Snapshot of NOMS staff in post, by Establishment (Full Time Equivalent)