80. Table 6: Workforce by command powers split. Table 58: Total overtime claimed by Powers. Ensuring that this forward focused approach aligns directly to remuneration will form part of the future pay strategy. This includes remaining competitive, attracting new entrants and reducing the time it takes to onboard new starters at the beginning of the employment journey. 12. To build the future pipeline, we have increased our recruiting activity, though this means we have more officers who are still early in their career. We have set out the plan to submit a 3 year pay proposal for agreement next year, in order to support this. 67. Our three year transformation proposal will be developed in parallel with our new People Strategy, to deliver a coherent offer. National Crime Agency (NCA) The Agency recognises that there is no additional funding for pay this year, and has deemed 3% as affordable within our current envelope. The NCA became operational in October 2013. 8. Dont include personal or financial information like your National Insurance number or credit card details. The below table shows the grade breakdown of the payments made, Grade 4 was the highest claim with Grades 5 and 3 following closely behind. 88. This means a proportion of our work force (8.56%) are in Spot Rate posts, whilst remaining on the standard pay framework. The NCA recognise the need to balance pay awards, as the economic evidence does state that if pay increases were to exacerbate temporary inflation pressures, this may drive wage demand further across the economy, and lead to increased pressures. Our 2021 people survey results on pay decreased following the pay pause. 75. The NCARRB feedback from their 2021 visits is reflective of the Agency engaging more, directly with the workforce. 24. 37. We decided not to focus extending capability-based pay to large numbers of grade 3 officers. The increase in officers on spot rate represents an increase in 219.80 FTE for a 37 hour week, or 164.85 for a 40 hour week. Agency needs to develop and modernise our total offer, taking into account other pay and non-pay benefits, as well as a wholescale review and how and where we work. Accountable for the development and delivery of capabilities to support the operational services across the NCA. The pay strategy is detailed at chapter 1, with an overview on how pay works in the Agency at Annex B. 27% of roles within the command have powers. Operational disruptions have increased, and we have had our most successful year to date in 2020/21. The senior leadership team is conducting more on-site and virtual visits to hear directly from officers across the Agency. 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. 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. *Where we have applied capability based pay. The reform that we have implemented has had a positive impact within the Agency. Table 37: Conditional offers by applicant and offers. 17. 31. 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. Where we have applied reform, attrition has reduced, and we have seen increased numbers of applications for roles that are on capability-based pay. Our pay comparison position within the market is important because it links to our strategy on building an attractive and fair offer which enables us to secure the skills we need. The equality and diversity tables show a similar pattern to overtime, with a difference in gender and, to an extent, age. 3. 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. 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. 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 aligns with the work that we have completed on identifying hard to fill roles, through the vacancy gap and attrition data that is outlined in chapter 2. This is being developed for 23/24, subject to wider agreement. Targeted uplifts for the lowest earners, for example grades 3-6. Our Intelligent Officer/Analyst and Investigations Officer campaigns have improved considerably, however specialist recruitment has become more challenging. Requires professional, strategic capabilities across strategy, finance, commercial, data & technology and HR. The difference is exacerbated by the police receiving yearly progression through increments. Each police force sets its own application entry requirements. The ambition is that our pay framework rewards capability, supports agility of talent, and aligns with our people, inclusion and culture strategies. Investigations Officer These are frontline roles investigating Serious and Organised Crime, which includes the arresting and interviewing of suspects. Momentum in our pay strategy has enabled more agility with our workforce in 2021. We have outlined that, whilst we have made progress, there is more to do to realise the full ambition. Part of our workforce hold operational powers, and part do not. 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. The below table shows which spot rate value our officers currently are on as of 1st January 2022. 27. , Although only powered officers come under the remit of the NCARRB, table 1 presents the capability-based pay position across all roles, in order to give the organisational picture. 15. This estimate is based upon 23 The National Crime Agency Investigator salary report (s) provided by employees or estimated based upon statistical methods. 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. Continued to build our approach to strategic workforce planning and resourcing. The NCA are a proactive, rather than reactive, organisation, and we operate on different contractual terms and working patterns. A)Expanding the coverage of Capability-based pay. 62. We have set out below the direction that we are heading in extending capability-based pay further this year. Responsible for planning and driving the most effective and impactful whole system response to the SOC threats. The Agency runs regular engagement discussions with the Trade Unions to invite challenge and scrutiny on proposals, and we shared planned workforce communications across parties. 28. 76. This is the uplift that is affordable alongside the choices that the NCA need to make across the spending period. Also accountable for the effective running of the organisation to ensure it is effective, safe and legally compliant. Officers at Grades 6-3 inclusive are entitled to request payment or time off in lieu (TOIL) for overtime worked, with the exception of Grade 3 officers on spot rates. . The typical The National Crime Agency Investigator salary is 35,458 per year. The Agency has to balance investment through all areas that will achieve operational delivery, along with providing a fair and transparent offer for our workforce. The average The National Crime Agency salary ranges from approximately 32,127 per year for an Officer to 50,091 per year for an Investigations Manager. 5. The majority of the workforce remains on the Standard Pay Range. Whilst pay and benefits alone with not secure talent in the NCA, it is a key part of our wider reform programme to ensure we keep pace. 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. 46. A three year pay and workforce transformation deal ,which is currently in the preliminary stages of discussion. . 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. 38. The Agency forecast that this proposal will have a positive impact on diversity outcomes, including a reduction of the gender pay gap through reducing the length of the pay ranges and applying targeted uplifts to the lowest earners. Table 65: Spot Rate Values by grade and ethnicity. It is imperative that we align our pay strategy to support this, in order to stay ahead of the threat. We will review the ambition for grade 6 officers within the modernisation programme. Table 66: Spot Rate Values by grade and ethnicity. 69. When consider what officers liked the most about working for the NCA, their team and relationships came out top, with their role and the opportunity to work on SOC also featuring highly. We achieved our highest level of disruptions during this time. The Agency has set its intent to move away from pay being focused on time-served in post, to a framework which is aligned with developing skills and capabilities. 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. The Agency focussed on rolling our spot rates to grades 1-2 and 4-5 in previous years, to make progress against our ambition to align more closely with policing pay. The 22/23 proposal, detailed at chapter 3, seeks to further the progress against our strategy by applying a 3% IRC as a one year approach. The NCA Board is ultimately responsible for making decisions around the investment of the pay bill from a strategic perspective. Cochrane seeks Advocacy and Partnerships Officer. This has helped to build agility, and more officers have benefited from developmental career opportunities. Table 4: Comparison of Median pay in the NCA Operational commands and Police forces. 29 Apr 2023 17:01:03 As with the spot rate framework, the number of BAME officers at Grade 1 is low, with BAME officers on the whole being at the lower end of the grade pay range. To support this work, we are developing a revised benchmarking matrix. 35. These were supported by all employee blogs, where officers could directly contribute to the conversation. The NCARRB cover only those officers who hold operational powers. If we look at the ethnicity, we see a similar breakdown with the number of BAME officers at Grade 1 being zero, with the majority of officers at Grades 4 and 5. 47. There are areas which will need more time to analyse the sustained impact. see the job advert for full location information. 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 yearly trends continue to show we are operating at a low base. 29. The proposal will apply an average investment of 3.18% in the capability-based pay framework. Table 57: Total overtime claimed by command. Intelligence Analyst 3 salaries Intelligence Analyst 1 salary View More Media & Communications Based on 5 salaries Internal Communications Manager 1 salary Senior Communications Officer 1 salary View More Product & Project Management Based on 5 salaries Project Manager 1 salary Project Manager 1 salary View More Administrative Based on 4 salaries We still have gaps with comparators across all grades on the capability framework, and at grade 6 on. The following operational examples demonstrate the criticality, breadth and specialist nature of operations that the NCA are responsible for: 8. Table 60: Total overtime claimed by working pattern, Table 61: Total overtime claimed by age group, Table 62: Total overtime claimed by ethnicity. The challenge is more acute where these roles are also located in the South-East, as we require specific capabilities to tackle the threat in this area. Building a 3 year transformation proposal to accelerate progress. The majority of the workforce sits within the operational functions of Intelligence and Investigations, with Grades 4 & 5 having the highest number of officers. This rose to 2% during the second quarter. It is important to note that there are some issues that will be addressed more fully through the three year pay deal that we are planning to submit next year: Table 10: NCARRB feedback and NCA Response. 256 officers benefited from a 250 uplift if they earned less than 24,000, and an additional 94 officers received a small payment to ensure they were not leapfrogged on the pay scale as a result. Accountable for executing the intelligence and disrupting the highest harm crime including, but not limited to, organised immigration crime, human trafficking, sexual exploitation, economic crime, firearms, drugs, kidnap, extortion and money laundering. 58. Our major responsibilities and skills requirements are set out in table 7. The data suggests that those on the standard pay range, who tend to have been with the Agency for a while, may be on a higher salary range, therefore the spot rate structure would not be beneficial to them overall. 5. 51. The NCA therefore engage in dual processes to determine the pay award across the workforce. This would build fairness, in line with the strategy. We use some essential cookies to make this website work. Extending capability based pay to remainder of eligible roles in the agency. Table 50: Total overtime claimed by Grade. Moving roles off RRA where we apply capability based pay. This will include reviewing our approach to overtime, which is currently relied upon to furnish operational demand. Whilst we have plans to address the skills needed within the Agency to undertake specialist roles, we have more to do to seek efficiencies into our resourcing and onboarding processes. *Officers funded by NCA Margin are either in process of being redeployed or whose costs cannot be attributed to a command budgetary line. The cohort data below shows the number of officers undertaking the programme since last years report. This estimate is based upon 14 The National Crime Agency Officer salary report (s) provided by employees or estimated based upon statistical methods. 44. To support this, the Agency has a number of pay processes, policies and procedures that are subject to negotiation with Trade Unions. The Agency will apply the criteria set out to determine the roles that will be prioritised for investment. We have built an increased understanding of our skills gaps through our learning annual review processes, this has ensured that training is aligned more closely to the requirements of the role. For officers who hold operational powers, the Home Secretary sets a remit letter, whereby the NCARRB (as an independent pay review body) are requested to present recommendations on pay for those officers under their remit. We have started to move officers from Recruitment and Retention Allowances (RRA)** to capability based pay. This has allowed us to remain competitive in our enabling capabilities roles, when compared to our Civil Service comparators. 39% of our workforce are on spot rates, with other T&Cs covering 0.22% of our organisation. 9. 73. This is being furthered through our Inclusion and Culture strategy. We operate across all four nations, with different rules applied at different times. The most common scenario is when Officers are transitioning into or out of an International Liaison Officer (ILO) role i.e. In line with our strategy to build an attractive offer, the Agency is proposing to apply a differentiated investment into to our capability-based pay framework in 22/23. The detail of the proposal was submitted in our last evidence submission. The 2021 National Strategic Assessment concluded that the threat to the UK has highly likely increased compared with 2020. 53. Developing and delivering specialist capabilities and services to tackle SOC. You can change your cookie settings at any time. 39. We need to invest further in our capability-based framework, and keep pace with our comparators. 71. 32. It is therefore prudent to consider the most efficient, effective and transparent pay process that will be deployed throughout that time to ensure the necessary level of scrutiny and challenge. 59. Officer salaries at The National Crime Agency can range from 23,582 - 36,430 per year. This would cost 210k and would bring 97 officers in to scope. 3. Table 5: Comparison of Median pay in the NCA and Civil Service. The NCA acknowledges that the NCARRBs 2021 report contained some areas of feedback for consideration. [footnote 1] The NCA intend on bringing more roles into capability-based pay this year. Operating across geographical and virtual borders, SOC perpetuates serious violence, and harm to the UK from across the globe. Our leadership team has remained visible throughout the pandemic, and there has also been regular communication and engagement with staff through virtual means, with an emphasis on transparency and resilience. To fund additional investment in subsequent years, we will need to make additional cost savings through seeking contractual reform that we will direct back into pay. SOC includes child abuse, human trafficking, slavery, money laundering, fraud, cybercrime, corruption, and the smuggling of drugs and firearms into the UK. During 2021 the NCA has continued to build on the accelerated pace of 2020, though there has been an impact of the Covid-19 pandemic on recruitment. 9. Tying capability based pay into areas that will require it most, investing in an affordable uplift in line with the evolving economic context. 94. 30. We are therefore proposing to continue with previously agreed measures for this pay year, to enable us to carry out this strategic planning through 2022/23, before bringing back a multi-year proposal to the NCARRB, subject to future agreement. National Crime Agency Remuneration Review Body report: 2021 Recommendations from the National Crime Agency Remuneration Review Body on the pay and allowances of NCA officers with. There are many different areas that we need to apply our budgets organisationally, including infrastructure and people, and it is a fine balance to manage total investment. 22. The NCA protects the public by targeting and pursuing criminal groups who pose the greatest risk to the UK. This data has been collected from October 2020 to November 2021. Apply to Nca Officer jobs now hiring on Indeed.com, the worlds largest job site. 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 below breakdown shows the position in the pay range at each grade for officers on the standard pay range. Prior to this 2016-17 attrition was at 6.23%, which has risen year on year. The highest percentage of officers eligible to opt into spot rates are in the higher age brackets, 4.3% of 50-59 year olds and 2.26% of 40-49 year olds. Table 40: productivity statistics by grade. In line with our strategy, we aim to extend capability-based pay across all eligible operational roles. Starting salaries for the three agencies - GCHQ, MI5 and MI6 - are in the region of 30,000 to 35,000, plus benefits. These examples demonstrate the complex nature of the work that we lead. The Agency will apply these uplifts through our differentiated approach, rather than applying a blanket award. Whilst we will build on this in 22/23, there is more to do. We propose to continue this progress in 22/23, as outlined in our proposals at chapter 3. This publication is available at https://www.gov.uk/government/publications/evidence-submissions-to-nca-remuneration-review-body-2022-to-2023/evidence-to-the-nca-remuneration-review-body-ncarrb-2022-to-2023-accessible-version. The NCA responses are covered in Chapter 3, though we have developed our proposals with these points in mind throughout. In order to understand the reasons for our officers leaving, we have examined data from our exit questionnaire. This helped us to deploy resource where it is needed. Owens's decision to retire followed her diagnosis with, and initial treatment for, breast cancer over the summer. However, we continue to have increased operational demand in the South-East. As a result of the Covid-19 pandemic, the UK economy has faced its toughest climate in 10 years. The data shows that our lower grades tend to have a higher ratio of part time workers. 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. 20. Built a more sophisticated benchmarking approach to inform next years pay strategy. The NCA aligns with this position and it underpins the proposal set out. We recognise that there is more to do on leadership and managing change, which has reduced by 3% to 45% positive. Alongside continuing to prioritise the safety of our officers, we developed and mobilised new working practices quickly, such as, moving learning on line where possible and investing in technology roll-out in order to support increased remote working. Info/Apply: http://ow.ly/K6Kh50NUewR #CivilServiceJobs #KentJobs #MedwayJobs . 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. Since the introduction of capability-based pay, it has been a priority to bring more operational roles into scope of the framework. Overtime claims by Command follows a similar distribution as overtime, with operational areas having the largest total. the Officer is an ILO in training or has returned to the UK following an overseas deployment and needs a temporary post while their full time post is determined. Table 10 addresses the key feedback. 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. We have limited investment to achieve this. We also have officers with powers in other roles, who are able to support operational activity through surge capacity activity. We have outlined that there are still gaps that will need to be addressed in future years. The Agencys attrition rate is 8.9% as at 30 August 2021. Table 16 shows that proportionately, less officers work part time hours in operational commands than they do in enabling functions. Table 52: Total overtime claimed by gender, Table 53: Total overtime claimed by ethnicity, Table 54: Total overtime claimed by age group, Table 55: Total overtime claimed by working pattern. Officers on the spot rate pay structure tend to be evenly split between powers and non-powers. Table 44: Exit Questionnaire reasons for leaving. 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. This is forecasted to have a positive impact on reducing the gender pay gap. It is recognised that this comparison cannot focus on pay alone, and we will be conducting a comparison of wider contractual conditions. Continued to enhance developmental pathways to facilitate more lateral moves between teams, and have utilised talent schemes across Civil Service and Law Enforcement. There is no such thing as a. Over past 4 years 1942 officers have been recruited into agency. The NCA has focused on areas with the most pressing recruitment and retention issues first, utilising a data-led approach. However, moving onto capability-based pay provides more stability and permanency in earnings, and our data shows that it supports wellbeing and lower sickness levels. The NCA board have approved a 3% pay award for 2022/23, applied as follows: A) Extending capability-based pay, delivered through spot sates, B) Investing in capability-Based pay, through spot rate uplifts, C) Applying increases to the standard pay ranges, D) Applying anomaly correction to South-East Weighting arrangements. More. 60. This was primarily caused by effects of the pandemic. The below data shows that the majority of our powered roles are officers graded 4 and 5, which are more frontline facing roles. The vacancy gaps in these areas are 34% and 30% respectively, compared with the NCA average of 21%. 11. The NCA has a blended workforce of powered and non-powered officers. 42. We continue to review our people data quarterly with the NCA Board. We need to go further than we have previously done to achieve this. Table 9 NCA People Survey Overview 2021. Their collective skills and diversity of experience are crucial to our operational success. However, the Bank of England also predicts these spikes to re-adjust in the medium term. Receive newsletters. Since the introduction of pay reform in 2017, we have successfully implemented elements of our strategy, delivered through our four pay principles of: attractiveness; fairness; sustainability; and a forward-looking approach to pay. This is overseen through the internal NCA governance framework. We have also conducted more activity and communication through our Remuneration Committee, and through our Agency review of RRAS. To achieve its mission, the NCA is committed to: enhancing the intelligence picture of existing and emerging SOC threats to the UK, and using the intelligence to drive, lead and support the UKs response to SOC; operating proactively at the high end of high risk, undertaking significant investigations to bring offenders to justice through prosecution or, if that is not possible, to disrupt them through other means; leading, tasking, coordinating and supporting operational activity to tackle SOC throughout law enforcement, proactively sharing intelligence, assets and capabilities with partners at local, regional, national and international levels; and. You have rejected additional cookies. Location: Ideally based in the UK, Germany or Denmark. As part of the case for 3% IRC this year, we anticipate some reductions in spending elsewhere including overtime and time off in lieu (TOIL) , as our pay increases drive efficiencies. Upon the introduction of spot rates, officers were able to voluntarily opt into the framework. In balancing the above, we are proposing a meaningful uplift, by applying a 3% IRC this year, balanced with other Agency priorities. NCA officers work at the forefront of law enforcement. 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. Warrington (Hub), London*, Kingston upon Thames (Tolworth), Leicester, Bridgend, Bristol - *Under the NCA Estates Strategy, the London office is part of a planned relocation to a new NCA HQ in Stratford, . NCA attrition has increased slightly, and particularly in areas where we have not been able to implement pay reform. This represents year one of a three year plan, the overall investment is predicted to be 2.7% over three years. 45. A high-level overview of the criteria and its application is set out in table 11. 91. 64. Further attrition data is contained in Annex A, point 6. The NCA has continued to take a leading role in protecting the public throughout the Covid-19 pandemic. The Agency is planning on making some efficiencies this year through reducing some overtime and travel spend, though to secure the future investment required in pay, further savings within our contractual provision will be required. This would also keep NCA pay from lagging further behind comparators in this area. 21. Early evaluation data suggests that the hybrid working pilot has had a positive impact on wellbeing, engagement and performance. However, there has still been a notable economic impact worldwide, inflation has risen rapidly, with demand for goods outstripping supply, which is leading to higher prices for consumers. Salary & Allowances (NCA average compared to law enforcement average). . 84. Salary : 35,000 per annum. 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. 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. Specifications: Permanent Role. 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. You may be able to start in a related job in the security services then apply to join an intelligence officer training programme. This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. ~ denotes 10 or less, including values redacted to safeguard the identity of our Officers. Demand for skills in law enforcement is high, and availability is low, particularly across hard to fill and specialist roles. The most prevalent reason for leaving the Agency in operational areas is retirement, which means that we lose experienced officers with important skills.
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