Permanently employed staff make up 90% of our total headcount. childcare benefits (policy for new employees as of 5 April 2018): The government has introduced the Tax-Free Childcare (TFC) scheme. This is an improvement on last year where spot rates covered 28% of our workforce. Over past 4 years 1942 officers have been recruited into agency. The NCARRB cover only those officers who hold operational powers. 69. 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. Agree priority areas to prioritise for capability-based pay, aligning the approach with hard to fill roles. The Agency will apply the criteria set out to determine the roles that will be prioritised for investment. We also have officers with powers in other roles, who are able to support operational activity through surge capacity activity. This year we have aligned our pay plan more closely into the People Plan, which is covered in chapter 2. 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. Table 1: Progress against capability-based pay ambition, Figure 2: Current Powers VS. Non-Powers Split. 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. Table 16 shows that proportionately, less officers work part time hours in operational commands than they do in enabling functions. The senior leadership team is conducting more on-site and virtual visits to hear directly from officers across the Agency. Many of the operational roles that are designated as hard to fill remain out of scope for capability-based pay, such as forensics and social workers. We also use cookies set by other sites to help us deliver content from their services. Satisfaction with pay and benefits has reduced by 5% in 2021. As we move towards producing the ethnicity pay gap, we need to improve opportunities for BAME officers at the highest grades. We use some essential cookies to make this website work. Table 37: Conditional offers by applicant and offers. Expanded capability based pay to 54% of operational roles. The Home Secretary has accountability for the pay process and has developed a positive, partnership approach to working with the NCA. 58. We have also started working with commands to roll out apprenticeship opportunities, focusing on hard to fill roles and reinforcing profession pathways for existing officers. The majority of officers with powers occupy roles within our operational commands, and would be eligible for capability-based pay, however this is not absolute. As we plan for the future, we recognise there is a need to accelerate transformation to achieve our pay principles. National Crime Agency (NCA) 56. He blackmailed victims, using threats of sharing material already obtained to incite more extreme abuse, including the abuse of younger siblings and friends. 16. As detailed in our Annual Plan, we are developing the Agency so it can best lead the whole system. The 2021 National Strategic Assessment concluded that the threat to the UK has highly likely increased compared with 2020. 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. Table 63: Contingent Labour costs by command. A three year pay and workforce transformation deal ,which is currently in the preliminary stages of discussion. You have rejected additional cookies. 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. Operating across geographical and virtual borders, SOC perpetuates serious violence, and harm to the UK from across the globe. 90. The comparison between median NCA pay in Enabling Functions and the Civil Service is outlined at table 5. 2. We must attract, develop and retain the skills that we require across our many different professions. This is an encouraging indication of the strong sense of collaboration across the Agency. The operational examples outlined in chapter 1 present the unique and complex skills mix that we require, and these types of direct operational requirements will be considered as we implement uplifts. We need to reduce the number of officers in operational roles on different terms and conditions. 85. 13. 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. Whilst this is lower than the UK average of 15%; the data shows that, where we have invested in pay reform previously, attrition, and vacancy gaps, are lower. Officers on the spot rate pay structure tend to be evenly split between powers and non-powers. 20. We have limited investment to achieve this. 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've rounded up all the jobs on offer at the NCA's Warrington hub that you can apply for right now. Search Nca jobs in London, UK with company ratings & salaries. 3. The tables below show the diversity & inclusion characteristics of overtime, showing the gender split, ethnicity, age groups and working patterns of claimants. We have engaged with the workforce more on our prioritisation, and have provided more opportunities for the workforce to develop in these areas. 45. 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. Attrition has been steadily increasing up to April 2020. We build the best possible. Early benchmarking suggests that the gap with comparators will widen, and increasing attrition across enabling functions is evidence of this problem. The overall engagement score of 62% is a reduction of 3 percentage points, though this result is still a 12% improvement on 2018. 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. 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. The majority of the workforce remains on the Standard Pay Range. The cohort data below shows the number of officers undertaking the programme since last years report. Although we have made progress, the average length of our standard pay range is 25%. Whilst we have made positive progress, there is more to do realise our strategic ambition. We will examine how we reinvest the non-consolidated pay pot through our modernisation programme. 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. 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. Flexible working may have been a cause of this and partially contributed to a better work life balance, resulting in better productivity for the Agency. Table 58: Total overtime claimed by Powers. 2. The survey was completed by 59% of the workforce. Full-time Job type: Administration, Investigations Contract type: Permanent Grade: G5 (Detective Constable / EO equivalent) Salary: 30,000+ Reference number: 280580. The following data tables detail officers eligible to opt in to Spot Rate as of August 2021. 48. 94. The Agency continues to score strongly on officers feeling aligned to our organisational purpose. The NCA IOTP is a 24 month blended training programme which accredits officers as either an Intelligence Officer or Investigations Officer. Working parents can open an online childcare account and for every 8 they pay in, the government adds 2, up to a maximum of 2,000 a year for each child or 4,000 for a disabled child. Well send you a link to a feedback form. This represents year one of a three year plan, the overall investment is predicted to be 2.7% over three years. Also accountable for the effective running of the organisation to ensure it is effective, safe and legally compliant. National Crime Agency | Civil Service Careers Leading the UK's fight to cut serious and organised crime. Early evaluation data suggests that the hybrid working pilot has had a positive impact on wellbeing, engagement and performance. The Agency is proposing to apply a differentiated award to the standard pay range, to target investment in line with our strategy. 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. This is the uplift that is affordable alongside the choices that the NCA need to make across the spending period. In these areas we have specialist, operational roles that remain on the standard pay framework. Related jobs include researcher or language specialist. Progress against our pay reform ambition must be affordable within the funding provision. We also need to ensure officers can access the training they need, and to drive inclusion and an open, transparent culture. A list of hard-to-fill roles is included at Annex C, which includes priority operational areas for inclusion in pay reform. 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. Across the standard pay ranges, we have been able to apply some meaningful increases, with pay range minimums increasing by up to 3,933. We continue to review our people data quarterly with the NCA Board. Equipment Officer position with @NCA_UK in Gillingham. 52. 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. Table 69: Standard Pay Range by grade and ethnicity. Table 60: Total overtime claimed by working pattern, Table 61: Total overtime claimed by age group, Table 62: Total overtime claimed by ethnicity. This positively impacted over 3,000 officers and reduced the length of the pay ranges, in line with our strategy; Increases to the value of spot rates, grade 5 by 4.5% and grade 4 by 3%, aligned with our ambition to build attractiveness within the market; Introduction of capability-based pay for grades 1-3, in line with our plan to build a sustainable and coherent set of terms and conditions; and. We are reviewing the 90% target as part of our modernisation programme. Invest in capability based pay to 250 more roles, focusing on hard to fill areas. The areas that we need to build specialist operational skills are prioritised for capability-based pay. Our Intelligent Officer/Analyst and Investigations Officer campaigns have improved considerably, however specialist recruitment has become more challenging. 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. This is being furthered through our Inclusion and Culture strategy. It is important to note that the Agency operates as both a civil service department, and as a law enforcement organisation. There are a complex set of stakeholders and sign-off points throughout this process. 7. The following operational examples demonstrate the criticality, breadth and specialist nature of operations that the NCA are responsible for: 8. The NCA supports the Governments levelling up agenda, and we already have sites across the country. When looking at the recruitment of operational roles we can see the challenges the Agency faces. This helped us to deploy resource where it is needed. 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. Commands are reviewing the current vacancy levels and assessing the pipeline to ensure the skills are being posted to the areas we have prioritised. 6. Our one year approach is based on a number of factors, including the timing of our business planning, which has immediately followed the settlement review, and the view that a re-assessment of our strategy will take time to complete effectively. This was to recognise that some of our roles are not operating in the same environment as policing. Across operational roles, in particular at grades 4 and 5, capability-based pay has gone some way to improve our comparability with policing, though the gap remains, particularly at grade 5. Overtime claims by Command follows a similar distribution as overtime, with operational areas having the largest total. Once it is published, it is supported through the presentation of oral evidence by the NCA DG. The total cost of this was 211,392. A high-level overview of the criteria and its application is set out in table 11. Requires technical skills to develop information to support high-end operations and disruptions. 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. 30. We are constrained by the public sector IRC position. Table 5: Current standard pay range values. The current expected attrition for 2020-2021 is 7.5%. The below data shows that the majority of our powered roles are officers graded 4 and 5, which are more frontline facing roles. More. How many NCA officers are in the UK? 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. 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. 34. This work will form the basis of our 23/24 NCARRB submission. 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. Officers have the ability to claim TOIL rather than overtime. Table 4 shows there is still a way to go to achieve comparability across all grades when comparing the NCA median with the policing equivalent. 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. However, we continue to have increased operational demand in the South-East. 1. This creates an often complex process. 57. Recruitment has seen 25% increase in applicant numbers*. The Agency is proposing a 3% increase in remuneration costs (IRC) this year. Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. 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. Table 8: NCA People Plan and progress made in 2021. We have also conducted more activity and communication through our Remuneration Committee, and through our Agency review of RRAS. The broad timeline for this process is as follows: November Home Secretary issues the remit letter to the NCARRB (published on gov.uk), February NCA submits written evidence to government for consideration, March NCA DG delivers oral pay evidence to support the pay case, May The NCARRB produce their written recommendations, June July The government responds to their recommendations. The NCA has a differentiated strategy due to the varied markets that we operate in; some officers have received significant pay increases since reform began in 2017, particularly where we have focussed on targeting investment in spot rate values. The NCA has generally looked to policing as our key comparator, given the similarity in the types of skills that are required in our operational roles. This has allowed us to remain competitive in our enabling capabilities roles, when compared to our Civil Service comparators. This is being developed for 23/24, subject to wider agreement. Table 13: Proposed standard pay range uplifts for 2022-23. This will move us forwards in our strategy of building attractiveness and sustainability through reducing the gap with comparators. NCA attrition has increased slightly, and particularly in areas where we have not been able to implement pay reform. 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 Trade Unions also set their own set of evidence to the NCARRB to support in ensuring a holistic set of pay recommendations. Whilst the government did not ask for recommendations in 2021/22 due to the pay pause, their 7th NCARRB report included feedback that we have been asked to consider. 40. Almost 36% of the workforce hold operational powers, with most concentrated within our Investigations command. 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. The associated costings of our proposals are broken in table 14: Increase the coverage of capability-based pay: 1.33m, Adjustment of London Weighting anomalies: 170k, Current Spot Rates and Standard Pay Ranges, 3) Initial Operational Training Programme (IOTP). This is drawn out in more detail in tables 2 and 3. This will include reviewing our approach to overtime, which is currently relied upon to furnish operational demand. The outcome of this work will tie into our next recruitment campaign, due to be launched in January 2022. A new NCA Director General (DG) will be appointed in 2022, charged with leading the Agency through a period of significant transformation. We will review the ambition for grade 6 officers within the modernisation programme. 59. A)Expanding the coverage of Capability-based pay. We have set out the plan to submit a 3 year pay proposal for agreement next year, in order to support this. 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. 77. 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 difference is exacerbated by the police receiving yearly progression through increments. 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. 33. This means a proportion of our work force (8.56%) are in Spot Rate posts, whilst remaining on the standard pay framework. It undermines sovereignty and corrodes economies worldwide. 49. Though, the NCA operate as one workforce, so there is consensus that both parts of the process should cover the entire pay award to ensure it is fair and equitable. It is important we provide female officers with opportunities to progress up the grade structure. This would go some way to addressing anomalies, whilst giving us the scope to develop our future strategy. This estimate is based upon 23 The National Crime Agency Investigator salary report (s) provided by employees or estimated based upon statistical methods. The spot rate framework was first introduced in 2018. Table 57: Total overtime claimed by command. As part of managing pay, the Agency engage with our three recognised Trade Unions, who represent the interests of their members. Inter-operability across all areas is important for driving a holistic approach. 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. 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. Further attrition data is contained in Annex A, point 6. The current grading composition at grades 1-6 is below in graph 1. 73. Table 35 shows the changes in recruitment activity from 2019-2021. 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. 4. The most common scenario is when Officers are transitioning into or out of an International Liaison Officer (ILO) role i.e. Cyber crime - related pages . The OBR have noted that ongoing global supply chain issues, energy price rises and labour market shortages are likely to continue to affect households and businesses in the UK. Prior to this 2016-17 attrition was at 6.23%, which has risen year on year. 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. You could also apply to become a police intelligence officer, if you work for the police. The role requires a skill set that requires significant training investment to and experience to achieve level of proficiency required. 79. It will take only 2 minutes to fill in. The NCA has a blended workforce of powered and non-powered officers. News stories, speeches, letters and notices, Reports, analysis and official statistics, Data, Freedom of Information releases and corporate reports. 19. . 67. Table 19 shows that there is a higher proportion of females than males at Grade 6 and 5. The NCA are planning to submit a three year pay deal as part of the 23/24 submission. The proposal will apply an average investment of 3.18% in the capability-based pay framework. 93. We operate across all four nations, with different rules applied at different times. 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. 99% of all officers have accessed the application this year to complete critical learning. We have higher attrition in areas that we have not been able to apply reform, which demonstrates the importance of continuing to implement our strategy. We are competing for skills across several labour markets. 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. We have started to move officers from Recruitment and Retention Allowances (RRA)** to capability based pay. Our 2021 people survey results on pay decreased following the pay pause. For example, the Investigations command ran an internal campaign to increase officers in hard to fill roles in the South-East. Where we have applied reform, attrition has reduced, and we have seen increased numbers of applications for roles that are on capability-based pay. 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. 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. 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. Extending capability-based pay is a key component of our pay strategy. The leadership team have engaged more through blogs, FAQs, webchats and the Proud to Protect all officer event. 9. This would cost 210k and would bring 97 officers in to scope. Table 50: Total overtime claimed by Grade. Building a professions strategy for enabling functions. Intelligence Officer/Analyst These are campaigns which fill vacancies across the NCAs Intelligence command, as either an Intelligence Officer or within an Analyst team. 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. At grade 1 we only have 5 female officers on the spot rate framework. The results are approximately 2-3 percentage points down in comparison to 2020. 24. 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. . With the increase in hours from 37 to 40 hours, compared to those on standard terms and conditions, the tables below outlines percentage of sickness days lost. The composition of our pay-bill for directly employed officers is set out in table 6. 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. 75. 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. They drive and plan the effective delivery of our response with partners at senior level in law enforcement, Government, private and third sectors. 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. 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. Targeted uplifts for the lowest earners, for example grades 3-6. 23. 23% of roles within the command have powers. Our ability to implement the strategy, delivered through our four pillars, is crucial to achieve continued operational success, in a sustainable manner. Officer salaries at The National Crime Agency can range from 23,582 - 36,430 per year. This estimate is based upon 14 The National Crime Agency Officer salary report (s) provided by employees or estimated based upon statistical methods. 87. 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. We have outlined that there are still gaps that will need to be addressed in future years. Our largest gap in pay is with policing. As the spot rate framework has developed, the number of officers working 40 hours per week has increased annually. 76. We have set out below the direction that we are heading in extending capability-based pay further this year. Employers are expecting to offer pay awards of up to 2.5% when averaged across 2021. One of the priorities for the Agency is making our workforce more diverse. The ambition is that our pay framework rewards capability, supports agility of talent, and aligns with our people, inclusion and culture strategies. Targeted investment at grade 3 to reduce overtime reliance. Table 12: Proposed values for 22-23 (Capability-based pay framework). The diversity of these groups is represented in the IOTP diversity statistics shown on the following pages. 39% of our workforce are on spot rates, with other T&Cs covering 0.22% of our organisation. 27% of roles within the command have powers. There is no such thing as a. It is a critical part of our offer to apply affordable pay uplifts, in line with our strategy. 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. This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. The average pay range in the NCA is 23% compared to the Civil Service best practice of 15%. The spot rate framework allows our officers to progress along a number of spot rate values as their skills and experience builds. To support this work, we are developing a revised benchmarking matrix. Table 56: Total overtime claimed by grade. This is aligned with our strategy to build the fairness of our offer, through targeting the lower earners in the organisation. 68. 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. 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. Developing and delivering specialist capabilities and services to tackle SOC.
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