Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. 89. 47. Investigations Officer These are frontline roles investigating Serious and Organised Crime, which includes the arresting and interviewing of suspects. We have continued to encounter increased volumes of applications for posts in capability-based pay, and conversion rates from application to hire are increasing. 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. Demand for skills in law enforcement is high, and availability is low, particularly across hard to fill and specialist roles. Table 49: Total overtime claimed by command. 13. The role requires a skill set that requires significant training investment to and experience to achieve level of proficiency required. The Agency continues to score strongly on officers feeling aligned to our organisational purpose. Whilst we will build on this in 22/23, there is more to do. We have also conducted more activity and communication through our Remuneration Committee, and through our Agency review of RRAS. The Agency is evaluating the success of this through our hybrid working pilot. We will further review the plan for grade 6 as part of our future strategy. To deliver reform across the employment offer, we need to re-assess our long term strategy in line with our three year spending plan that is in development. Table 44: Exit Questionnaire reasons for leaving. These are movements taking place outside of the lateral campaign, so will include promotions and other recruitment activities. 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. 33. Gender pay gap within capability based pay is below agency total, with a mean of 4.66% compared to 11%. Our Intelligent Officer/Analyst and Investigations Officer campaigns have improved considerably, however specialist recruitment has become more challenging. 71. We decided not to focus extending capability-based pay to large numbers of grade 3 officers. 7. 67. 46. More detail on retention, presented through attrition data, is at chapter 2. 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. 91. The cohort data below shows the number of officers undertaking the programme since last years report. The NCA workforce is comprised of a blend of specialist skills and capabilities, and therefore the pay framework is complex. We still have gaps with comparators across all grades on the capability framework, and at grade 6 on. 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 are operating in an increasingly volatile fiscal context. Table 1 shows the progress that we have made against our capability-based pay ambition, the impact of the 22/23 proposal, and the residual gap across operational roles. The NCA are a proactive, rather than reactive, organisation, and we operate on different contractual terms and working patterns. We achieved our highest level of disruptions during this time. Some of the salaries start from 27, 664 and go as high as 44, 371. Prior to this 2016-17 attrition was at 6.23%, which has risen year on year. Each police force sets its own application entry requirements. The NCA Board is ultimately responsible for making decisions around the investment of the pay bill from a strategic perspective. The intention was to undermine the UKs economy, integrity, infrastructure and institutions through criminality. In 2021, the Agency ran a lateral movement campaign which resulted in 116 workforce moves, mainly moving officers from Intelligence roles into Investigations roles. Grade 3 is an important part of building a sustainable and resilient offer. Also accountable for the effective running of the organisation to ensure it is effective, safe and legally compliant. 56. This would cost 210k and would bring 97 officers in to scope. It is recognised that pay is one part of the package, along with the wider people offer, which is outlined in chapter 2. This will be achieved through harnessing the collective powers of law enforcement, government, the voluntary sector and industry. Continued to enhance developmental pathways to facilitate more lateral moves between teams, and have utilised talent schemes across Civil Service and Law Enforcement. This is aligned with our strategy to build the fairness of our offer, through targeting the lower earners in the organisation. Targeted investment at grade 3 to reduce overtime reliance. 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. Our largest gap in pay is with policing. Evidence identified Wilson approaching more than 5,000 children globally. For example, grade 4 on spot rate 2 has received an additional 4,387 (or 11.2%). 74. Following the successes in 2020 we are now expanding growth in specialist areas which matches with our goals of expanding the spot rate framework into these role types. When looking at the recruitment of operational roles we can see the challenges the Agency faces. . Equipment Officer position with @NCA_UK in Gillingham. The 2021 National Strategic Assessment concluded that the threat to the UK has highly likely increased compared with 2020. 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. Our three year transformation proposal will be developed in parallel with our new People Strategy, to deliver a coherent offer. This was primarily caused by effects of the pandemic. The NCA has continued to take a leading role in protecting the public throughout the Covid-19 pandemic. Extending capability based pay to remainder of eligible roles in the agency. ~ denotes 10 or less, including values redacted to safeguard the identity of our Officers. Many of our hard to fill roles are situated in this geographical area, and we continue to face acute recruitment pressures here. When factoring in bonuses and additional compensation, a Officer at The National Crime Agency can expect . Table 19 shows that there is a higher proportion of females than males at Grade 6 and 5. 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). Authorised overtime is payable at the following rates: i) Overtime worked on a rostered working or non-working day is paid at plain time up to 37 hours (or 40 hours if on spot rate framework) per week; ii) Overtime worked on a rostered working or non-working day is paid at time and a half rate where over 37 hours (or 40 hours) are worked; iii)iii) Overtime worked on a rostered rest day or Bank Holiday with less than 14 calendar days notice is paid at double time (with no requirement to have worked 37 (or 40) hours); iv) Overtime worked on a rostered rest day or Bank Holiday where 14 or more days notice is paid at plain time in line with i) and ii) above); During 2020-21 the NCA spent 13.31m on overtime with the majority of overtime claimed in operational roles, with Intelligence and Investigations the biggest claimants. 21. We need to go further than we have previously done to achieve this. 8. It made progress against our strategy, and included: Targeted uplifts to pay range minimums, with 4.5% for grade 6, 4.25% for grade 5 and 2.5% for grades 1-4. We have outlined that there are still gaps that will need to be addressed in future years. The pay strategy is detailed at chapter 1, with an overview on how pay works in the Agency at Annex B. 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. As the spot rate framework has developed, the number of officers working 40 hours per week has increased annually. Over the past year, 29 staff moved from Investigations to Intelligence, and 23 moved from Intelligence to Investigations. 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. We've rounded up all the jobs on offer at the NCA's Warrington hub that you can apply for right now. Upon the introduction of spot rates, officers were able to voluntarily opt into the framework. This will provide an average uplift across the standard pay ranges of 2.43%, and will reduce the average pay length gap to 23%. As of August 2021 we have 2198 officers on the spot rate framework, the increase in hours presents a productivity gain for the Agency. The majority of the workforce sits within the operational functions of Intelligence and Investigations, with Grades 4 & 5 having the highest number of officers. The following operational examples demonstrate the criticality, breadth and specialist nature of operations that the NCA are responsible for: 8. 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. 10. 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. 3. The Agency will apply the criteria set out to determine the roles that will be prioritised for investment. 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. 17. 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. **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. Continued to build our approach to strategic workforce planning and resourcing. 29 Apr 2023 17:01:03 You have rejected additional cookies. Funding our pay reform programme is a challenge, and impacts the pace of change. This helped us to deploy resource where it is needed. In 2021, the Agency introduced a People Plan, to consolidate our position, set efficiencies and to bring people on to fill critical capability gaps. Recruitment has seen 25% increase in applicant numbers*. Officers on the spot rate pay structure tend to be evenly split between powers and non-powers. SOC includes child abuse, human trafficking, slavery, money laundering, fraud, cybercrime, corruption, and the smuggling of drugs and firearms into the UK. We have engaged with the workforce more on our prioritisation, and have provided more opportunities for the workforce to develop in these areas. Cochrane seeks Advocacy and Partnerships Officer. *Pay freeze applied for the 2021 pay uplift, except where officers earnt less than 24k, who received a 250 uplift. 62. 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. Essex Police's Ben-Julian Harrington described the cost of living crisis facing some staff, including officers who have quit for better-paid jobs in scaffolding and double-glazing. Table 6: Workforce by command powers split. We build the best possible. This is overseen through the internal NCA governance framework. This creates sustainability and wellbeing issues, and challenges with diversity and inclusion, as overtime only benefits officers who are able to routinely complete additional unplanned work. We require a unique, blended skills mix from different professions which we source from varied markets. 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. Leaders discussed the new opportunities and challenges 2022 will bring. The NCA responses are covered in Chapter 3, though we have developed our proposals with these points in mind throughout. Whilst we have made progress, we still have a way to go to fully implement our strategy. 32. 15. The comparison between median NCA pay in Enabling Functions and the Civil Service is outlined at table 5. Table 65: Spot Rate Values by grade and ethnicity. 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. 1. These examples demonstrate the complex nature of the work that we lead. 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. Officers report that they have a clear understanding of our objectives and goals, and that they understand how their work contributes to our mission. 11.There is also a significant amount of pay activity that does not come under the direct remit of the annual pay bargaining and review processes. Once it is published, it is supported through the presentation of oral evidence by the NCA DG. 12. This evidence submission is embargoed until it is published as part of the annual cycle. We also have officers with powers in other roles, who are able to support operational activity through surge capacity activity. You can change your cookie settings at any time. Table 5: Current standard pay range values. The workforce composition across the grades is proportionately weighted towards grades 4 and 5. Our officers, and the partners we work with, deliver outstanding operational results to ensure the public are protected. The NCA has a blended workforce of powered and non-powered officers. Anomaly correction in location allowances -97 additional officers receiving a South-East allowance. Some of this spend will expected but the effects of this need to be investigated in preparation for the potential three year pay deal. The below data shows that the majority of our powered roles are officers graded 4 and 5, which are more frontline facing roles. Permanently employed staff make up 90% of our total headcount. Further attrition data is contained in Annex A, point 6. These complex priorities set out the need for an integrated workforce strategy. An uplift in our location allowance, and some targeted increases to shift allowances, to make some progress in building comparability and fairness. 43. This submission evidences the impact of the pay pause, and the importance of continuing to apply a meaningful, affordable investment into our offer, to build a workforce for the future. 31. Well send you a link to a feedback form. To conclude, the Agency has been continuing to develop our workforce through the 21/22 People Plan. SOC affects more UK citizens, more often, than any other national security threat, and is estimated to cost the UK economy at least 37 billion a year, with this cost increasing annually. 53. NCA officers work at the forefront of law enforcement. 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. This provides is an example of the work that the NCA leads on tackling Child Sexual Abuse on a global scale. *Officers funded by NCA Margin are either in process of being redeployed or whose costs cannot be attributed to a command budgetary line. This is set out in chapter 1. , 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. The survey was completed by 59% of the workforce. 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%). 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. 18. Whilst we have made positive progress, there is more to do realise our strategic ambition. This is overseen through governance by the Remuneration Committee, which is chaired by an operational Director. News stories, speeches, letters and notices, Reports, analysis and official statistics, Data, Freedom of Information releases and corporate reports. 1. Sustained, unforced attrition within the roles team over two years, A track record of difficulty recruiting over a two-year period. A list of hard-to-fill roles is included at Annex C, which includes priority operational areas for inclusion in pay reform. The Agency has noted the NCARRB feedback on data, and has worked to provide a more robust and developed data picture to support the submission. This is an improvement on last year where spot rates covered 28% of our workforce. For example, the NCA are a proactive, rather than reactive, organisation, and we operate on different contractual terms and working patterns. 49. 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. The following data tables detail officers eligible to opt in to Spot Rate as of August 2021. 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. It is imperative that we align our pay strategy to support this, in order to stay ahead of the threat. For example, the NCA utilises some form of recognition and performance bonuses through honorariums, which are awarded to those who go above and beyond their role, and end-of-year performance bonuses for officers who achieved exceeded outcomes in their performance review.