In balancing the above, we are proposing a meaningful uplift, by applying a 3% IRC this year, balanced with other Agency priorities. 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. National Crime Agency Remuneration Review Body, Find out about the Energy Bills Support Scheme, Evidence submissions to NCA Remuneration Review Body, 2022 to 2023, Chapter One: NCA Context, Pay Strategy & Economic Case for Change, Chapter Four: Conclusion and Total Costings, nationalarchives.gov.uk/doc/open-government-licence/version/3. Table 22: spot rate eligibility by religion. Inter-operability across all areas is important for driving a holistic approach. 61% of overtime claims are from officers with powers, which broadly reflects the breakdown of powers vs. non-powers in the Agency. We build the best possible. We will examine how we reinvest the non-consolidated pay pot through our modernisation programme. In June 2021, the Agency introduced a hybrid working pilot, in line with government easing of restrictions. Table 38: Internal transfers for Intelligence, Table 39: Internal transfers for Intelligence. 62. 19. 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. Working with partners both nationally and internationally. *Where we have applied capability based pay. 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. The National Crime Agency employees rate the overall compensation and benefits package 2.4/5 stars. This data has been collected from October 2020 to November 2021. During the financial year 20/21 there was agreement that officers could be paid TOIL at a standard rate. This includes performance bonuses, overtime and contingent labour costs. Responsible for planning and driving the most effective and impactful whole system response to the SOC threats. These roles are categorised by the following headings: Firearms These are Specialist roles within our Armed Operations Unit (AOU), these roles can receive the Expert Spot Rate salary. 72. As a law enforcement Agency we need to prepared to react to the changing nature of crime, this includes deploying officers outside of working hours and going beyond our normal working week. Early evaluation data suggests that the hybrid working pilot has had a positive impact on wellbeing, engagement and performance. Search Nca jobs in London, UK with company ratings & salaries. Targeted pay uplifts to reduce standard pay ranges by up to 19% since 2016. This means that the NCA runs a multi-step process across each pay year, and often in parallel. Diversity is improving, and the Agency continue to embrace initiatives such as the IOTP programme to create opportunities for increased representation. We have developed a People Plan, which identifies keys areas of delivery for 21/22 in culture, learning, recruitment, and pay and benefits. The 2021 National Strategic Assessment concluded that the threat to the UK has highly likely increased compared with 2020. This rose to 2% during the second quarter. Tying capability based pay into areas that will require it most, investing in an affordable uplift in line with the evolving economic context. Demand for skills in law enforcement is high, and availability is low, particularly across hard to fill and specialist roles. The Agency recognises that there is no additional funding for pay this year, and has deemed 3% as affordable within our current envelope. National Crime Agency (NCA) Many of our hard to fill roles are situated in this geographical area, and we continue to face acute recruitment pressures here. Our Intelligent Officer/Analyst and Investigations Officer campaigns have improved considerably, however specialist recruitment has become more challenging. 54. We recognise that there is more to do on leadership and managing change, which has reduced by 3% to 45% positive. It is recognised that this comparison cannot focus on pay alone, and we will be conducting a comparison of wider contractual conditions. 3. These complex priorities set out the need for an integrated workforce strategy. Due to the job market which we recruit from, the majority of officers on the spot rate framework are male. 39% of our workforce are on spot rates, with other T&Cs covering 0.22% of our organisation. Grade 3 is an important part of building a sustainable and resilient offer. The percentage breakdowns broadly reflect the NCA workforce, with there being minor differences in some areas. 39. 76. Whilst the NCARRB process covers officers with powers, non-powered officers pay is determined through a collective bargaining process with the Trade Unions. The NCA supports the Governments levelling up agenda, and we already have sites across the country. Permanently employed staff make up 90% of our total headcount. Developing and delivering specialist capabilities and services to tackle SOC. *3.5% estimated pay award with pay point 3 of Chief Superintendent raised by 5,674, in line with NPCC endorsed working party recommendations from 2021. This is forecasted to have a positive impact on reducing the gender pay gap. **RRAs are an additional, non-consolidated payment, targeted to roles where there is clear evidence of issues with recruitment and retention as a result of pay. Specialist Investigations Our Specialist Investigation teams include Social Workers, Financial Investigators and surveillance. We have limited investment to achieve this. This is a key enabler of our strategy. It is recognised that pay is one part of the package, along with the wider people offer, which is outlined in chapter 2. What is the difference between NCA and police? - KnowledgeBurrow 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. As of August 2021 we have 2198 officers on the spot rate framework, the increase in hours presents a productivity gain for the Agency. 3. Details Reference number 280580 Salary 30,740 Roles based in London will also receive an additional London Weighting of 3,595. Our 2021 people survey results on pay decreased following the pay pause. JCP in Kent on Twitter: "Equipment Officer position with @NCA_UK in National Crime Agency. Requires professional, strategic capabilities across strategy, finance, commercial, data & technology and HR. Where we have applied reform, attrition has reduced, and we have seen increased numbers of applications for roles that are on capability-based pay. 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. Satisfaction with pay and benefits has reduced by 5% in 2021. To support this work, we are developing a revised benchmarking matrix. This is increasingly being driven by advances in technology, as criminal groups are operating in a global, inter-connected way, to continue to profit and avoid detection. The NCA has communicated more this year on pay than in previous years. This has meant an increase of 9% conversion rate of applicant to offer for specialist roles, over 200 additional powered officers at operational grades, and an average rise in pay satisfaction through our people survey results since 2017. 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. The Agency has made some progress against our pay strategy, through introducing a capability-based framework, whereby officers are rewarded as their expertise develops. 37. 86. This will include reviewing our approach to overtime, which is currently relied upon to furnish operational demand. Table 58: Total overtime claimed by Powers. Table 23: Spot rate eligibility by ethnicity, Table 24: Spot rate eligibility by disability, Table 25: Spot rate eligibility by sexual orientation. In order to alleviate the issue of police transfers we have begun using the expert spot rate within Firearms, since implementation in 2019 leavers within Firearms has reduced down to 5 in 2020 and 6 in 2021 from a high of 12 in 2018. 13. Where we have had recruitment and retention challenges, we have applied allowances as temporary financial measures. 4. We will review the ambition for grade 6 officers within the modernisation programme. The NCA aligns with this position and it underpins the proposal set out. In December 2021, the Agency ran a series of all-staff virtual events, to bring the organisation together, to listen to the challenges faced and celebrate success. 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, . This is a key link with our inclusion strategy, whereby we aim to break barriers and create fairness across our practices for all. The total cost of this was 211,392. Across the standard pay ranges, we have been able to apply some meaningful increases, with pay range minimums increasing by up to 3,933. As we plan for the future, we recognise there is a need to accelerate transformation to achieve our pay principles. 95. The average pay range in the NCA is 23% compared to the Civil Service best practice of 15%. Salary : 34,672 to 38,314. Another primary reason for leaving the Agency was work life balance/workload, to seek different working conditions and personal circumstances (ill health/family reasons/caring responsibilities). 77. 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. Info/Apply: http://ow.ly/K6Kh50NUewR #CivilServiceJobs #KentJobs #MedwayJobs . The reform that we have implemented has had a positive impact within the Agency. 55. Table 6: NCA Total Pay-bill (for directly employed officers), (The Agency also utilises a non-consolidated pot which is 1% of the wage bill, this currently stands at 2.22m). We have seen, due to Covid-19, our officers adapting to homeworking well (as a short term measure), and data has outlined that our sickness levels have decreased from previous years. 18. The role is included in the hard to fill list agreed by the NCA workforce planning committee, please check your data pack to see if the role is classed as Hard to fill. Table 6 provides an overview of Powered VS. Non-powered officers. 34. This included moving people laterally to fill specialist roles, linking learning outcomes to reward, and bolstering our leadership and management capability. 91. Our constantly evolving and expanding capabilities means that we need people with experience of project management to policing, crime analysis to commercial procurement. Table 16 shows that proportionately, less officers work part time hours in operational commands than they do in enabling functions. For example, the Investigations command ran an internal campaign to increase officers in hard to fill roles in the South-East. Government defines SOC as a tier two national security threat, with cyber sitting alongside terrorism as a tier one threat. 61. 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. 51. Cochrane seeks Advocacy and Partnerships Officer 33. Salary : 35,000 per annum. The NCA has a workforce of 6,032 as at 31 August 2021, and in the last four years the Agency has grown by 1,942 officers. You may be able to start in a related job in the security services then apply to join an intelligence officer training programme. 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. The pay strategy is detailed at chapter 1, with an overview on how pay works in the Agency at Annex B. This will include reviewing our approach to overtime, shift arrangements and wider contractual terms. B)Investing in capability-based pay (through spot rates). As noted in chapter 1, for an award above 3% IRC, the Agency Board would need to make choices to reallocate funding from elsewhere. 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. The leadership team have engaged more through blogs, FAQs, webchats and the Proud to Protect all officer event. Benefits and support - National Crime Agency 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 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. These are movements taking place outside of the lateral campaign, so will include promotions and other recruitment activities. 57. The most prevalent reason for leaving the Agency in operational areas is retirement, which means that we lose experienced officers with important skills. The intent is to build on this investment through proposing a multi-year investment deal next year (subject to approval). It is imperative that we align our pay strategy to support this, in order to stay ahead of the threat. 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. This is overseen through the internal NCA governance framework. Momentum in our pay strategy has enabled more agility with our workforce in 2021. Once it is published, it is supported through the presentation of oral evidence by the NCA DG. 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. The NCA has focused on areas with the most pressing recruitment and retention issues first, utilising a data-led approach. The survey was completed by 59% of the workforce. An area where attrition has been quite high has been in our Armed Operations Unit (Firearms), where a combination of an ageing workforce and high numbers of officers moving to the police has meant the team have struggled to maintain operational capacity. Our three year transformation proposal will be developed in parallel with our new People Strategy, to deliver a coherent offer. This is drawn out in more detail in tables 2 and 3. 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. You could also apply to become a police intelligence officer, if you work for the police. *NCA data is based upon median pay in operational commands. 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. 35. Extending capability-based pay is a key component of our pay strategy. We have set out below the direction that we are heading in extending capability-based pay further this year. Ensuring that this forward focused approach aligns directly to remuneration will form part of the future pay strategy. This is overseen through governance by the Remuneration Committee, which is chaired by an operational Director. At 31 August 2021, the Agency had a workforce of 6,032, comprising a mix of directly employed officers, seconded officers, fixed term employees and contingent labour. 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. The equality and diversity tables show a similar pattern to overtime, with a difference in gender and, to an extent, age. It is therefore recognised that building a resilient workforce for the future will not be achieved through pay alone. 8. We need to invest further in our capability-based framework, and keep pace with our comparators. As part of the case for 3% IRC, we anticipate some reductions in spending elsewhere such as overtime and TOIL. When looking at the recruitment of operational roles we can see the challenges the Agency faces. 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. An overview of our annual People Plan and progress against it can be found at table 8. Evidence identified Wilson approaching more than 5,000 children globally. The NCA are planning to submit a three year pay deal as part of the 23/24 submission. 20. The below breakdown shows the position in the pay range at each grade for officers on the standard pay range. 99% of all officers have accessed the application this year to complete critical learning. In future years, as we seek to make additional investment in pay, we will need to secure efficiencies across the employment offer to fund further uplifts. 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. We do recognise that some of our roles are not operating in the same environment as policing. In order to understand the reasons for our officers leaving, we have examined data from our exit questionnaire. It will take only 2 minutes to fill in. The cohort data below shows the number of officers undertaking the programme since last years report. 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. 92. The National Crime Agency Salaries - Glassdoor 40. The level of personal accountability and risk associated with the role. 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. Table 13: Proposed standard pay range uplifts for 2022-23. Table 40: productivity statistics by grade. 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. Contracts dont reflect working arrangements of 24/7 agency. Table 37: Conditional offers by applicant and offers. 10. Continued to enhance developmental pathways to facilitate more lateral moves between teams, and have utilised talent schemes across Civil Service and Law Enforcement. 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. The successful delivery of this work relied upon the expertise across our technical, investigate and intelligence functions, and is the broadest and deepest ever UK operation into SOC. The below table shows which spot rate value our officers currently are on as of 1st January 2022. Table 68: Standard Pay Range by grade and gender. Extending capability based pay to remainder of eligible roles in the agency. The following data tables detail officers eligible to opt in to Spot Rate as of August 2021. Although we have made progress, the average length of our standard pay range is 25%. 60. We have launched our online learning application, enabling learning to be delivered at pace. This provides is an example of the work that the NCA leads on tackling Child Sexual Abuse on a global scale. The ambition for all allowances will be reviewed as part of our future strategy, as we also consider the impact of our estates programme, and the hybrid working pilot. . 59. 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. Table 50: Total overtime claimed by Grade. The proposal to implement a one year pay award for 22/23, is to enable us to continue making progress in pay reform, whilst developing the future approach. The NCA are a proactive, rather than reactive, organisation, and we operate on different contractual terms and working patterns. The Agency will apply the criteria set out to determine the roles that will be prioritised for investment. 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. Whilst some officers could work from home, we continued to require an office presence for sensitive work, and our officers still needed to deploy operationally. 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. It is important to note that the Agency operates as both a civil service department, and as a law enforcement organisation. The outcomes from the National Police Chiefs Council (NPCC) workforce review mirrors the challenges we face in attraction and recruitment. Table 44: Exit Questionnaire reasons for leaving. 50. This is being furthered through our Inclusion and Culture strategy. 90. The NCA became operational in October 2013. 22. 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. Improved gender pay gap 2017 was mean of 11.6% and median of 16.2% which compared to 2020 was a mean of 11.74% and median of 11.18%. NCA general enquiries or to verify an NCA officer, available 24/7 . We need to go further than we have previously done to achieve this. We have started to move officers from Recruitment and Retention Allowances (RRA)** to capability based pay. 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. Over the last four years we have increased representation of officers throughout all protected characteristics. This framework helps the NCA to prioritise roles for inclusion, allowing us to direct capability-based pay coverage where it will have the most impact. Table 69: Standard Pay Range by grade and ethnicity. 63. 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. 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. To help us improve GOV.UK, wed like to know more about your visit today. 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. We also aim to reduce the length of our standard pay ranges so that they are aligned with the Civil Service best practice of 15%. We have outlined that, whilst we have made progress, there is more to do to realise the full ambition. 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. However, we need to ensure we embed a coherent employment offer, and approach to pay, to support this. 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 Table 19 shows that there is a higher proportion of females than males at Grade 6 and 5. Table 35: Number of candidates added to NCA pipeline. We are operating in an increasingly volatile fiscal context. The NCARRB feedback from their 2021 visits is reflective of the Agency engaging more, directly with the workforce. Table 9 NCA People Survey Overview 2021. As the spot rate framework has developed, the number of officers working 40 hours per week has increased annually. 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. In 2021, the Agency ran a lateral movement campaign which resulted in 116 workforce moves, mainly moving officers from Intelligence roles into Investigations roles. The intention was to undermine the UKs economy, integrity, infrastructure and institutions through criminality. Table 63: Contingent Labour costs by command. 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 this, the Agency has a number of pay processes, policies and procedures that are subject to negotiation with Trade Unions. This represents year one of a three year plan, the overall investment is predicted to be 2.7% over three years. A three year pay and workforce transformation deal ,which is currently in the preliminary stages of discussion. When looking at the grade breakdown, we can start to see some of the challenges we face with the gender pay gap, with the majority of female officers sitting in the lower end of each grade. Overtime claims by Command follows a similar distribution as overtime, with operational areas having the largest total. 84. 27. This will be achieved through harnessing the collective powers of law enforcement, government, the voluntary sector and industry. Table 57: Total overtime claimed by command. Since the introduction of capability-based pay, it has been a priority to bring more operational roles into scope of the framework. Table 5: Current standard pay range values. In 2021, the Agency introduced a People Plan, to consolidate our position, set efficiencies and to bring people on to fill critical capability gaps. Table 15: workforce by sexual orientation. Over past 4 years 1942 officers have been recruited into agency. Targeted uplifts for the lowest earners, for example grades 3-6. 94. The NCA acknowledges that the NCARRBs 2021 report contained some areas of feedback for consideration. For example, the NCA are a proactive, rather than reactive, organisation, and we operate on different contractual terms and working patterns. This would also keep NCA pay from lagging further behind comparators in this area. *Officers funded by NCA Margin are either in process of being redeployed or whose costs cannot be attributed to a command budgetary line. 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. This estimate is based upon 14 The National Crime Agency Officer salary report (s) provided by employees or estimated based upon statistical methods. The 3% IRC that we are proposing is affordable within our budget without having detrimental impacts elsewhere. 67. 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. The National Crime Agency Investigator Salaries | Glassdoor We achieved our highest level of disruptions during this time. 5. Table 20: Spot rate eligibility by gender. 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. 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. 36. Operating across geographical and virtual borders, SOC perpetuates serious violence, and harm to the UK from across the globe. Accountable for developing and delivering the intelligence in response to support the 4 P planning developed by Threat Leadership. We will offer higher increases to the lower grades, for example at grade 6, as we have fallen behind the Civil Service median pay. The spot rate framework was first introduced in 2018.
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