It is imperative that we align our pay strategy to support this, in order to stay ahead of the threat. . This proposal will move our grade 6 pay 1,439 ahead of the Civil Service median. 65% of roles within the command have powers. 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. see the job advert for full location information. Table 51: Total overtime claimed by powers. Salary & Allowances (NCA average compared to law enforcement average). 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. Absence has been lower during the COVID 19 Pandemic; with spot rate sickness levels are even lower than 2018 and 2019. The Agency is proposing a 3% increase in remuneration costs (IRC) this year. 39% of our workforce are on spot rates, with other T&Cs covering 0.22% of our organisation. The Agency continues to score strongly on officers feeling aligned to our organisational purpose. 60. 75. This will include reviewing our approach to overtime, shift arrangements and wider contractual terms. 55. This will be achieved through harnessing the collective powers of law enforcement, government, the voluntary sector and industry. 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. 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. We have developed a People Plan, which identifies keys areas of delivery for 21/22 in culture, learning, recruitment, and pay and benefits. Table 56: Total overtime claimed by grade. However, we need to ensure we embed a coherent employment offer, and approach to pay, to support this. The most prevalent reason for leaving the Agency in operational areas is retirement, which means that we lose experienced officers with important skills. 53. 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. We still have gaps with comparators across all grades on the capability framework, and at grade 6 on our standard pay framework. This can be found at Annex A. 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. We will review the ambition for grade 6 officers within the modernisation programme. 89. This has allowed us to remain competitive in our enabling capabilities roles, when compared to our Civil Service comparators. The results are approximately 2-3 percentage points down in comparison to 2020. Operational disruptions have increased, and we have had our most successful year to date in 2020/21. 39. Business Support Officer National Crime Agency 3.0 Birmingham 28,840 a year 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. NCA attrition has increased slightly, and particularly in areas where we have not been able to implement pay reform. A three year pay and workforce transformation deal ,which is currently in the preliminary stages of discussion. To support our assessment, the Agency conducts an equality impact assessment on the proposed entry list, along with forecasting the impact of implementation of the changes on the agency ambition. The table below shows that pay and benefits is a concern for officers. Prior to this 2016-17 attrition was at 6.23%, which has risen year on year. 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. Building a 3 year transformation proposal to accelerate progress. 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. Upon the introduction of spot rates, officers were able to voluntarily opt into the framework. For example, grade 4 on spot rate 2 has received an additional 4,387 (or 11.2%). We have continued to encounter increased volumes of applications for posts in capability-based pay, and conversion rates from application to hire are increasing. This will move us forwards in our strategy of building attractiveness and sustainability through reducing the gap with comparators. You have rejected additional cookies. These examples demonstrate the complex nature of the work that we lead. 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. This is an improvement on last year where spot rates covered 28% of our workforce. 58. How many NCA officers are in the UK? 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. 4. The NCA provide many specialist capabilities on behalf of law enforcement, intelligence and Civil Service partners. This chapter has shown the alignment between our pay strategy and the organisational context. B)Investing in capability-based pay (through spot rates). Continue roll-out of capability based pay. Table 13: Proposed standard pay range uplifts for 2022-23. The comparison between median NCA pay in Enabling Functions and the Civil Service is outlined at table 5. We have launched our online learning application, enabling learning to be delivered at pace. To conclude, the Agency has been continuing to develop our workforce through the 21/22 People Plan. The change is in part attributed to the 2020-21 government pay pause that was applicable to most of the workforce. An uplift in our location allowance, and some targeted increases to shift allowances, to make some progress in building comparability and fairness. In 21/22, progress was limited due to the pay pause. However, the NCA expects to continue to own our skills framework, whereby we determine the coverage of capability-based pay in line with operational need. The pay strategy is detailed at chapter 1, with an overview on how pay works in the Agency at Annex B. 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. You could also apply to become a police intelligence officer, if you work for the police. The operating context remains a challenge, and the ways of working differs greatly across the Agency. Whilst this does not cover roles within the NCARRB remit, it is important to present the organisational ambition. *Where we have applied capability based pay. External pay award benchmarking covering the UK economy, showed that during the first half of 2021, pay awards of circa 1.6% were being implemented by employers, with the median pay award being 1.2% in the first three months of the year. The outcomes from the National Police Chiefs Council (NPCC) workforce review mirrors the challenges we face in attraction and recruitment. This would cost 210k and would bring 97 officers in to scope. 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. Further, future investment into the NCA pay progress is required. The equality and diversity tables show a similar pattern to overtime, with a difference in gender and, to an extent, age. Equipment Officer position with @NCA_UK in Gillingham. 51. Table 9 NCA People Survey Overview 2021. Further attrition data is contained in Annex A, point 6. Requires specialist knowledge to develop the strategic approach, and capabilities to drive a 4 P response (Pursue, Prevent, Protect and Prevent). Operating across geographical and virtual borders, SOC perpetuates serious violence, and harm to the UK from across the globe. 94. To afford this activity, and as we are constrained by the public sector IRC, we will need to seek contractual savings to re-invest spend back into pay. There are areas which will need more time to analyse the sustained impact. We have started to move officers from Recruitment and Retention Allowances (RRA)** to capability based pay. 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. However, achievements with the vaccine programme, plans for additional jobs, and additional support provided to families and businesses, has supported the economy. Progress against our pay reform ambition must be affordable within the funding provision. Table 8: NCA People Plan and progress made in 2021. Our Intelligent Officer/Analyst and Investigations Officer campaigns have improved considerably, however specialist recruitment has become more challenging. In future years, we will review our approach to professions and functional pay, as other organisations have started to implement targeted, professions-based models. We operate across all four nations, with different rules applied at different times. Our ability to implement the strategy, delivered through our four pillars, is crucial to achieve continued operational success, in a sustainable manner. The average pay range in the NCA is 23% compared to the Civil Service best practice of 15%. Table 37: Conditional offers by applicant and offers. Across the standard pay ranges, we have been able to apply some meaningful increases, with pay range minimums increasing by up to 3,933. The NCA has communicated more this year on pay than in previous years. [footnote 1] The NCA intend on bringing more roles into capability-based pay this year. 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. For example, the NCA are a proactive, rather than reactive, organisation, and we operate on different contractual terms and working patterns. The leadership team have engaged more through blogs, FAQs, webchats and the Proud to Protect all officer event. 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. The Agency has made some progress against our pay strategy, through introducing a capability-based framework, whereby officers are rewarded as their expertise develops. 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. 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. 20. 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. 31 open jobs for Nca in London. 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. 62. Table 44: Exit Questionnaire reasons for leaving. 63. We achieved our highest level of disruptions during this time. The most common scenario is when Officers are transitioning into or out of an International Liaison Officer (ILO) role i.e. Dont include personal or financial information like your National Insurance number or credit card details. 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. These officers are eligible to opt into Spot Rate pay at any time. It is therefore recognised that building a resilient workforce for the future will not be achieved through pay alone. The NCA protects the public by targeting and pursuing criminal groups who pose the greatest risk to the UK. Our three year transformation proposal will be developed in parallel with our new People Strategy, to deliver a coherent offer. These complex priorities set out the need for an integrated workforce strategy. In our enabling functions, we have also seen attrition increase, particularly where we have not been able to implement pay reform. Our proposal, along with how this compares to the estimated police award for this year, is outlined at table 12. 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%). 17. This estimate is based upon 14 The National Crime Agency Officer salary report (s) provided by employees or estimated based upon statistical methods. However, we continue to have increased operational demand in the South-East. 38. 99% of all officers have accessed the application this year to complete critical learning. Data suggests that the pay gap with our comparators, particularly policing, is growing. The NCA therefore engage in dual processes to determine the pay award across the workforce. Existing application of our capability-based pay framework, along with our reforms, have helped with the challenges of recruiting the skills we need. 19. News stories, speeches, letters and notices, Reports, analysis and official statistics, Data, Freedom of Information releases and corporate reports. We have launched the Agencys first talent programme focused on officers from Black, Asian and Minority Ethnic backgrounds. Embedded quarterly Diversity Dashboards to equip leadership teams with the tools to focus their activities, reporting activity to the NCA Board. 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. Invest in capability based pay to 250 more roles, focusing on hard to fill areas. The NCA encourages developmental moves, and we are building pathways to support this through our talent framework. Accountable for developing and delivering the intelligence in response to support the 4 P planning developed by Threat Leadership. The intent is to build on this investment through proposing a multi-year investment deal next year (subject to approval). 12. 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. We decided not to focus extending capability-based pay to large numbers of grade 3 officers. 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. 5. 18. Some of the salaries start from 27, 664 and go as high as 44, 371. This included moving people laterally to fill specialist roles, linking learning outcomes to reward, and bolstering our leadership and management capability. Table 11: Criteria for extending capability-based pay. As we plan for the future, we recognise there is a need to accelerate transformation to achieve our pay principles. 77. The NCARRB feedback from their 2021 visits is reflective of the Agency engaging more, directly with the workforce. The typical The National Crime Agency Investigator salary is 35,458 per year. 68. 2. 7. As officers progress through the IOTP, we expect to see more females on spot rates. Develops technical and specialist skills to support critical work in fraud, asset denial, money laundering, bribery and corruption. We have been able to achieve this in part, through the implementation of a new pay framework in operational commands, but there is more to do to develop the strategy for enabling functions. As part of the 20-21 Annual Plan, the Home Secretary tasked the NCA to continue to target its efforts on reducing the number of victims of exploitation, reducing the impact of SOC on our communities and reducing harm from economic crime. Ensuring that this forward focused approach aligns directly to remuneration will form part of the future pay strategy. As of August 2021 we have 2198 officers on the spot rate framework, the increase in hours presents a productivity gain for the Agency. We identified and arrested prolific online offender David Wilson, who was charged with 96 sexual offences committed against 51 boys aged 4 to 14. Agree priority areas to prioritise for capability-based pay, aligning the approach with hard to fill roles. External factors, such as the impact and disruption from the pandemic, are likely to have had an impact on the outcome. 11. Officer salaries at The National Crime Agency can range from 23,582 - 36,430 per year. 69. The level of personal accountability and risk associated with the role. 27. Info/Apply: http://ow.ly/K6Kh50NUewR #CivilServiceJobs #KentJobs #MedwayJobs . This is set out in chapter 3, Section C of our pay proposals. 72. Targeted pay uplifts to reduce standard pay ranges by up to 19% since 2016. We require a unique, blended skills mix from different professions which we source from varied markets. This is overseen through the internal NCA governance framework. The proposal will apply an average investment of 3.18% in the capability-based pay framework. Table 19 shows that there is a higher proportion of females than males at Grade 6 and 5. 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. We do recognise that some of our roles are not operating in the same environment as policing. This is the uplift that is affordable alongside the choices that the NCA need to make across the spending period. Dont worry we wont send you spam or share your email address with anyone. Built a more sophisticated benchmarking approach to inform next years pay strategy. We need to go further than we have previously done to achieve this. A new NCA Director General (DG) will be appointed in 2022, charged with leading the Agency through a period of significant transformation. The NCA supports the Governments levelling up agenda, and we already have sites across the country. In these areas we have specialist, operational roles that remain on the standard pay framework. This is a key enabler of our strategy. 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. Building a professions strategy for enabling functions. However, the Bank of England also predicts these spikes to re-adjust in the medium term. We are operating in an increasingly volatile fiscal context. Officers are satisfied with the level of support received from managers and team members, and that they are encouraged to come up with new and innovative ideas. The NCA has continued to take a leading role in protecting the public throughout the Covid-19 pandemic. Additionally, some developmental opportunities have been withdrawn due to not being able to run throughout the pandemic. This will increase further as we build the modernisation programme. Where we have applied reform, attrition has reduced, and we have seen increased numbers of applications for roles that are on capability-based pay. We have allocated 1.33m to increase the number of roles in scope of capability-based pay this year. 86. The 2021 National Strategic Assessment concluded that the threat to the UK has highly likely increased compared with 2020. 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 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. Well send you a link to a feedback form. 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. As the spot rate framework has developed, the number of officers working 40 hours per week has increased annually.