*Pay freeze applied for the 2021 pay uplift, except where officers earnt less than 24k, who received a 250 uplift. During 2021-22 we are expecting a full year forecast of 7.26m in contingent labour costs, with the majority spend being in DDaT and Corporate Business Services which are relatively small commands. They have suggested that wage and price setting need to be balanced carefully, so as not to put even further pressure on the economy as inflation settles. Table 16 shows that proportionately, less officers work part time hours in operational commands than they do in enabling functions. We do recognise that some of our roles are not operating in the same environment as policing. The proposal will apply an average investment of 3.18% in the capability-based pay framework. To help us improve GOV.UK, wed like to know more about your visit today. You have rejected additional cookies. 8% of roles within the command have powers. We also have officers with powers in other roles, who are able to support operational activity through surge capacity activity. Table 20: Spot rate eligibility by gender. Investing in the capability-based pay framework at grade 3 will enable us to do this, to incentivise officers to develop their expertise within the NCA. 1. The role requires a skill set that requires significant training investment to and experience to achieve level of proficiency required. The comparison between median NCA pay in Enabling Functions and the Civil Service is outlined at table 5. Grade 3 is an important part of building a sustainable and resilient offer. The most common scenario is when Officers are transitioning into or out of an International Liaison Officer (ILO) role i.e. This proposal will move our grade 6 pay 1,439 ahead of the Civil Service median. For a proportion of our grade 3 officers who are high overtime earners, it wouldnt have been financially viable to change their terms and conditions, as they would lose the potential for overtime. 2. Commands are reviewing the current vacancy levels and assessing the pipeline to ensure the skills are being posted to the areas we have prioritised. 26. The NCA has made significant choices regarding the allocation of our spending across our total strategy, and therefore we are able to allocate a 3% IRC this year. "The NCA is proud to have led the UK part of this operation, working in partnership with policing and other agencies. 37. In order to understand the reasons for our officers leaving, we have examined data from our exit questionnaire. 11. Table 18: workforce by command work pattern split, Table 19: workforce by grade gender split. 55. The turnover for this group is low. At the NCA officers at Grades 3-6 are eligible to claim overtime, the below table shows that Grades 4 and 5 are the highest claimants, which matches with those two grades being the biggest grades in the Agency. This creates an often complex process. The threat has proved resilient throughout Covid-19, with offenders increasingly operating online and using emerging technologies. As we move towards producing the ethnicity pay gap, we need to improve opportunities for BAME officers at the highest grades. This included moving people laterally to fill specialist roles, linking learning outcomes to reward, and bolstering our leadership and management capability. Sustained, unforced attrition within the roles team over two years, A track record of difficulty recruiting over a two-year period. In line with our strategy, we aim to extend capability-based pay across all eligible operational roles. ~ denotes 10 or less, including values redacted to safeguard the identity of our Officers. This is the uplift that is affordable alongside the choices that the NCA need to make across the spending period. Table 66: Spot Rate Values by grade and ethnicity. Proposed changes for 22/23 are aimed at addressing anomalies within our current allocation, through opting officers in our Chelmsford and Stevenage branches into the South-East allowance at 2,739, which is 80% of the current rate. We are operating in an increasingly volatile fiscal context. In order to secure the skills that the NCA requires to lead the evolving threat, it is important that our pay proposal aligns with our strategic context. Tackling SOC requires a coordinated and national response. This reflects the operational nature of the Agency, with these being the core grades where we bring in, develop and deploy operational capabilities. Many of our hard to fill roles are situated in this geographical area, and we continue to face acute recruitment pressures here. Intelligence Officer/Analyst These are campaigns which fill vacancies across the NCAs Intelligence command, as either an Intelligence Officer or within an Analyst team. To support the NCARRB in making their assessment, the NCA submit this written evidence document, which must first be approved by HM Treasury and the Home Secretary. 5. We continue to review our people data quarterly with the NCA Board. The Agencys intent is to remain aligned to our pay strategy, and proposes: A 1 year pay award, proposing a 3% IRC, to be implemented for 22/23, to be applied differentially in line with our strategy. 18. Table 5: Comparison of Median pay in the NCA and Civil Service. 74. We have redesigned the way we run lateral campaigns, to move away from an annual event, and aligning it more to surging capacity to meet the operational needs. The Agency has made some progress against our pay strategy, through introducing a capability-based framework, whereby officers are rewarded as their expertise develops. For example, grade 4 on spot rate 2 has received an additional 4,387 (or 11.2%). 34. The Agency will apply these uplifts through our differentiated approach, rather than applying a blanket award. The below table shows which spot rate value our officers currently are on as of 1st January 2022. The NCAs mission is critical to our national security. 65. We continued to recruit where we could carry out assessments effectively remotely, though for some critical roles, face to face assessment is required and explains some of our vacancy gaps, as campaigns were extended. We will further review the plan for grade 6 as part of our future strategy. A request from the NCARRB as part of their seventh report in 2021, and from officers feedback, is to set out how pay works in the NCA as part of our annual submission. This is overseen through governance by the Remuneration Committee, which is chaired by an operational Director. Table 68: Standard Pay Range by grade and gender. This includes performance bonuses, overtime and contingent labour costs. In the future we will review our approach to allowances, working hours, overtime and shift patterns to further align the model that we need to deliver operationally. This enforces the need for a modernised pay and benefits offer that the workforce feels is appropriate in line with their roles and that offers progression. Table 6: Workforce by command powers split. This means that the NCA runs a multi-step process across each pay year, and often in parallel. A diverse workforce enables a culture where different perspectives and knowledge are embraced to innovatively combat newly emerging criminal threats. The workforce composition across the grades is proportionately weighted towards grades 4 and 5. The Agency continues to evaluate the impact of more flexible working practices, should recommendations for changes emerge that impact remuneration, they will be proposed in line with the three year future strategy. This rose to 2% during the second quarter. Full-time Job type: Administration, Investigations Contract type: Permanent Grade: G5 (Detective Constable / EO equivalent) Salary: 30,000+ Reference number: 280580. The role suffers from significant recruitment and retention problems through a lack of suitably qualified candidates applying for the role and there are ongoing vacancies in the establishment. Responsible for planning and driving the most effective and impactful whole system response to the SOC threats. The NCA Board have prioritised pay as an investment priority, alongside other critical areas, in light of the external context, the impact of the pay pause, and the need to be able to keep pace with comparators. This committee is responsible for overseeing and implementing the pay framework in a way which is fair, data-driven and in line with strategy. There is no such thing as a. Our one year approach is based on a number of factors, including the timing of our business planning, which has immediately followed the settlement review, and the view that a re-assessment of our strategy will take time to complete effectively. 84. One of the priorities for the Agency is making our workforce more diverse. Whilst this is lower than the UK average of 15%; the data shows that, where we have invested in pay reform previously, attrition, and vacancy gaps, are lower. Table 5: Current standard pay range values. Many of the operational roles that are designated as hard to fill remain out of scope for capability-based pay, such as forensics and social workers. A new NCA Director General (DG) will be appointed in 2022, charged with leading the Agency through a period of significant transformation. Table 56: Total overtime claimed by grade. Also accountable for the effective running of the organisation to ensure it is effective, safe and legally compliant. 71. 27% of roles within the command have powers. UKFIU Defence against Money Laundering (DAML) Team, Infrastructure / Field / Software Engineering & Architecture, The Agency apply capability-based pay in line with the following criteria: pay comparison in the market, recruitment and retention data, the level of disruption & accountability in the role, the complexity of the role, and whether it is deemed hard-to-fill. Government defines SOC as a tier two national security threat, with cyber sitting alongside terrorism as a tier one threat. Momentum in our pay strategy has enabled more agility with our workforce in 2021. 70. This positively impacted over 3,000 officers and reduced the length of the pay ranges, in line with our strategy; Increases to the value of spot rates, grade 5 by 4.5% and grade 4 by 3%, aligned with our ambition to build attractiveness within the market; Introduction of capability-based pay for grades 1-3, in line with our plan to build a sustainable and coherent set of terms and conditions; and. We will examine how we reinvest the non-consolidated pay pot through our modernisation programme. The yearly trends continue to show we are operating at a low base. Info/Apply: http://ow.ly/K6Kh50NUewR #CivilServiceJobs #KentJobs #MedwayJobs . The majority of officers with powers occupy roles within our operational commands, and would be eligible for capability-based pay, however this is not absolute. The NCA are planning to submit a three year pay deal as part of the 23/24 submission. Anomaly correction in location allowances -97 additional officers receiving a South-East allowance. The total cost of this was 211,392. We build the best possible. Their collective skills and diversity of experience are crucial to our operational success. Candidates from the rest of the world will be considered; however, Cochrane's Central Executive Team is only able to offer consultancy contracts outside these countries. It is important to note that the Agency operates as both a civil service department, and as a law enforcement organisation. Subject to future agreement, the following are key areas of focus for our future three year proposal: Bringing more roles into capability-based pay; Addressing parity across the pay ranges, reducing the length of our pay ranges and ensuring we are able to compete within key markets; Moving officers away from RRAs and on to a capability-based pay, in order to build sustainability in the model; Reviewing working arrangements, including the 40 hour week, and considering where we may need more teams on shift arrangements, in line with our role as a 24/7 law enforcement organisation. Applying capability-based pay here will ensure we are rewarding officers for developing their skills where we need them, and encouraging officers to stay and grow careers within the Agency. The NCA therefore engage in dual processes to determine the pay award across the workforce. The reform that we have implemented has had a positive impact within the Agency. Table 38: Internal transfers for Intelligence, Table 39: Internal transfers for Intelligence. Evidence identified Wilson approaching more than 5,000 children globally. Continued to enhance developmental pathways to facilitate more lateral moves between teams, and have utilised talent schemes across Civil Service and Law Enforcement. Ensuring that this forward focused approach aligns directly to remuneration will form part of the future pay strategy. Officers report that they have a clear understanding of our objectives and goals, and that they understand how their work contributes to our mission. Equipment Officer position with @NCA_UK in Gillingham. Built a more sophisticated benchmarking approach to inform next years pay strategy. This is set out in chapter 1. The NCA provide many specialist capabilities on behalf of law enforcement, intelligence and Civil Service partners. 49. SOC is a significant and established threat that endangers the integrity, legitimacy and sovereignty of the UK and its institutions, both at home and overseas. The NCA has a blended workforce of powered and non-powered officers. Table 16: Workforce by command work pattern split, Table 17: Workforce by command Gender split. Wed like to set additional cookies to understand how you use GOV.UK, remember your settings and improve government services. Our 2021 people survey results on pay decreased following the pay pause. The vacancy gaps in these areas are 34% and 30% respectively, compared with the NCA average of 21%. The diversity of these groups is represented in the IOTP diversity statistics shown on the following pages. NCA officers work at the forefront of law enforcement. To deliver this we need to continue extending capability-based pay, reduce the length of the pay ranges, and invest in pay uplifts to ensure we are building an attractive offer. The 22/23 submission continues to execute the current pay strategy through applying the 3% IRC in line with our strategy principles of attractiveness, fairness, sustainability and looking forwards. Table 51: Total overtime claimed by powers. We have limited investment to achieve this. Search Nca jobs in London, UK with company ratings & salaries. Officers will have not seen progression last year on pay, which has become evident through this years people survey results and some of the additional feedback that we have gathered through additional fora. Is the role considered as a hard to fill role. We are devising a three year proposal which, subject to approval, would allow us to implement our full ambition. Apply to Nca Officer jobs now hiring on Indeed.com, the worlds largest job site. We are reviewing the 90% target as part of our modernisation programme. In future years, we will review our approach to professions and functional pay, as other organisations have started to implement targeted, professions-based models. Table 35: Number of candidates added to NCA pipeline. This demonstrates the need for a pay and benefits framework that will enable us to attract and retain the capabilities that we require in the right place, at the right time. Table 45: Exit Questionnaire Reasons for working at NCA, Table 46: Exit Questionnaire consideration period for leaving, Table 47: Exit Questionnaire command leavers, Table 48: Exit Questionnaire reasons for choosing new employer. Operation VENETIC led to the arrest of 1,550 people across the UK, and the seizure of 115 firearms and 54million in cash, following international partners successful extraction of data from an encrypted communications platform. 52. We have higher attrition in areas that we have not been able to apply reform, which demonstrates the importance of continuing to implement our strategy. In 21/22, progress was limited due to the pay pause. By applying a 1% increase at the grade maximum, and the remainder as a non-consolidated award, we will continue our strategic priority to reduce the length of the pay ranges. As part of the case for 3% IRC, we anticipate some reductions in spending elsewhere such as overtime and TOIL. In 2021, the Agency ran a lateral movement campaign which resulted in 116 workforce moves, mainly moving officers from Intelligence roles into Investigations roles. It is recognised that pay is one part of the package, along with the wider people offer, which is outlined in chapter 2. 4. 16. However, we are now lagging behind at grade 6, where the NCA median is 21,050 compared with a Civil Service median of 21,325, and we still have comparably longer pay scales than other Government departments. Targeting awards at lower earners will reduce gender pay gap. The operational examples outlined in chapter 1 present the unique and complex skills mix that we require, and these types of direct operational requirements will be considered as we implement uplifts. This will include reviewing our approach to overtime, which is currently relied upon to furnish operational demand. 83. 14. The NCAs strategy is to extend capability-based pay fully across eligible roles and to invest in the framework to provide an incentive for officers to develop their careers in the Agency. The pay pause will have impacted the results too, as we had our most successful year for disruptions, and officers feel they have not been rewarded when they increased delivery and performance. The DG will maintain a pivotal role in UK and international law enforcement, and will continue to be directly accountable to the Home Secretary against a number of ambitions set out in the Governments Beating Crime Plan and Integrated Review. When looking at the ethnicity of the population, we can see that officers who identify as White are the highest percentage of officers eligible to opt into Spot Rate (6.05%). As an NCA Intelligence Officer you'll be at the centre of the action, helping to prioritise operations. Since the introduction of capability-based pay, it has been a priority to bring more operational roles into scope of the framework. Most powered officers are in operational commands, though there are some powered officers in enabling capabilities that are able to support operations where surge capacity is required. As noted in chapter 1, for an award above 3% IRC, the Agency Board would need to make choices to reallocate funding from elsewhere. This is aligned with our strategy to build the fairness of our offer, through targeting the lower earners in the organisation. It is offering a salary of up to 223,441 a year for the right candidate - in line with Owens's 220,000-225,000 salary bracket reported in the law-enforcement body's annual report and accounts for 2020-2021. 90. Although we have made progress, the average length of our standard pay range is 25%. Officers have the ability to claim TOIL rather than overtime. 60. Table 15: workforce by sexual orientation. This precedes the development of our full three year People and Pay Strategies which aims to form the basis of the NCARRB submission for 23/24. When looking at the recruitment of operational roles we can see the challenges the Agency faces. Whilst we have increased recruiting activity over recent years, we are forecasting to end this financial year with 800 vacancies, of which 186 are classed as hard-to-fill. 10. We also need to develop our offer for our enabling professions. The National Crime Agency Salary FAQs The average The National Crime Agency salary ranges from approximately 33,298 per year for an Officer to 47,302 per year for a Senior Officer. In 2021, the Agency introduced a People Plan, to consolidate our position, set efficiencies and to bring people on to fill critical capability gaps. The NCARRB feedback from their 2021 visits is reflective of the Agency engaging more, directly with the workforce. We have developed a People Plan, which identifies keys areas of delivery for 21/22 in culture, learning, recruitment, and pay and benefits. The Agency is proposing a 3% increase in remuneration costs (IRC) this year. Our constantly evolving and expanding capabilities means that we need people with experience of project management to policing, crime analysis to commercial procurement. The NCA has a differentiated strategy due to the varied markets that we operate in; some officers have received significant pay increases since reform began in 2017, particularly where we have focussed on targeting investment in spot rate values. 48. Achieving alignment with comparators in our capability based pay framework. The 2021 National Strategic Assessment concluded that the threat to the UK has highly likely increased compared with 2020. Table 11: Criteria for extending capability-based pay. The NCA has continued to take a leading role in protecting the public throughout the Covid-19 pandemic. 42. The People Survey headlines can be found at table 9. 29. Table 35 shows the changes in recruitment activity from 2019-2021. 89. Although the other grades remain slightly ahead of Civil Service comparators, NCA officers did not have any pay uplift in 2022/21, and cost of living has risen. Gender pay gap within capability based pay is below agency total, with a mean of 4.66% compared to 11%. Investigator salaries at The National Crime Agency can range from 29,008 - 55,859 per year. This would build fairness, in line with the strategy. Whilst we are tailoring future recruitment to target these roles, it is important that we continue to apply capability-based pay, and address anomalies in location allowances in the South-East, as our data suggests that applying reform is having a positive impact. Salary & Allowances (NCA average compared to law enforcement average). Targeted pay uplifts to reduce standard pay ranges by up to 19% since 2016. 79. 85. Building a professions strategy for enabling functions. 8. The Trade Unions also set their own set of evidence to the NCARRB to support in ensuring a holistic set of pay recommendations. The below breakdown shows the position in the pay range at each grade for officers on the standard pay range. It is comprised of senior leadership team representatives from all commands in the Agency. It would cost 14.5 million to extend capability-based pay across all eligible roles, and a further 6.7 million to achieve pay parity with policing. This was primarily caused by effects of the pandemic. Table 12: Proposed values for 22-23 (Capability-based pay framework). To conclude, the Agency has been continuing to develop our workforce through the 21/22 People Plan. Inter-operability across all areas is important for driving a holistic approach. . This is being furthered through our Inclusion and Culture strategy. The detail of the proposal was submitted in our last evidence submission. 80. Based on the policing submission for this year, it is predicted that the gap at grade 4 and 5 will reduce by some margin, however there is more to do to close the gap in future years. B)Investing in capability-based pay (through spot rates). Manchester Gangsters List,
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