10.Engagement with officers on pay is key. As noted in chapter 1, for an award above 3% IRC, the Agency Board would need to make choices to reallocate funding from elsewhere. 91. 5. Our proposal, along with how this compares to the estimated police award for this year, is outlined at table 12. The areas that we need to build specialist operational skills are prioritised for capability-based pay. The NCA are a proactive, rather than reactive, organisation, and we operate on different contractual terms and working patterns. The campaign led to 12 officers being successful to move laterally or be promoted into these roles. 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 outcome of this work will tie into our next recruitment campaign, due to be launched in January 2022. The following data tables detail officers eligible to opt in to Spot Rate as of August 2021. The results are approximately 2-3 percentage points down in comparison to 2020. *NCA data is based upon median pay in operational commands. The data suggests that those on the standard pay range, who tend to have been with the Agency for a while, may be on a higher salary range, therefore the spot rate structure would not be beneficial to them overall. To support this work, we are developing a revised benchmarking matrix. The survey was completed by 59% of the workforce. Targeting awards at lower earners will reduce gender pay gap. The NCAs strategy is to extend capability-based pay fully across eligible roles and to invest in the framework to provide an incentive for officers to develop their careers in the Agency. Dont include personal or financial information like your National Insurance number or credit card details. Further, future investment into the NCA pay progress is required. This means that the NCA runs a multi-step process across each pay year, and often in parallel. 71. It is recognised that this comparison cannot focus on pay alone, and we will be conducting a comparison of wider contractual conditions. 43. Funding our pay reform programme is a challenge, and impacts the pace of change. This is set out in chapter 3, Section C of our pay proposals. The NCA has a blended workforce of powered and non-powered officers. 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. To help us improve GOV.UK, wed like to know more about your visit today. The NCA aligns with this position and it underpins the proposal set out. Upon the introduction of spot rates, officers were able to voluntarily opt into the framework. Although we have made progress, the average length of our standard pay range is 25%. 17. 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. Table 66: Spot Rate Values by grade and ethnicity. 73. 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. Table 58: Total overtime claimed by Powers. This is a key enabler of our strategy. The outcomes from the National Police Chiefs Council (NPCC) workforce review mirrors the challenges we face in attraction and recruitment. 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. 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. The NCA has continued to take a leading role in protecting the public throughout the Covid-19 pandemic. 57. Table 20: Spot rate eligibility by gender. 2. This includes performance bonuses, overtime and contingent labour costs. As we plan for the future, we recognise there is a need to accelerate transformation to achieve our pay principles. Whilst we will build on this in 22/23, there is more to do. 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 detail of the proposal was submitted in our last evidence submission. We have limited investment to achieve this. Table 51: Total overtime claimed by powers. 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. Over past 4 years 1942 officers have been recruited into agency. Agree priority areas to prioritise for capability-based pay, aligning the approach with hard to fill roles. The NCA has communicated more this year on pay than in previous years. 2. 75. 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 average pay range in the NCA is 23% compared to the Civil Service best practice of 15%. Our largest gap in pay is with policing. We are proposing a targeted pay uplift for our grade 6 officers this year, to support fairness and attractiveness of the offer. 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. Commands are reviewing the current vacancy levels and assessing the pipeline to ensure the skills are being posted to the areas we have prioritised. A three year pay and workforce transformation deal ,which is currently in the preliminary stages of discussion. More detail on retention, presented through attrition data, is at chapter 2. Table 8: NCA People Plan and progress made in 2021. National Crime Agency | Civil Service Careers Leading the UK's fight to cut serious and organised crime. 33. 69. *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. It also draws out our pay challenges and the areas we are able to address this year. The impact of COVID-19 has seen on average a 50% significant reduction in leavers from the Agency. 13. 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. We also need to ensure officers can access the training they need, and to drive inclusion and an open, transparent culture. 62. 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. 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. The proposals at chapter 3 will enable us to make some progress in the delivery of this strategy, through continuing to extend and invest in capability-based pay, shortening our pay ranges and addressing some anomalies in South-East allowances. The proposal will apply an average investment of 3.18% in the capability-based pay framework. Whilst the NCARRB process covers officers with powers, non-powered officers pay is determined through a collective bargaining process with the Trade Unions. Operating across geographical and virtual borders, SOC perpetuates serious violence, and harm to the UK from across the globe. SOC includes child abuse, human trafficking, slavery, money laundering, fraud, cybercrime, corruption, and the smuggling of drugs and firearms into the UK. Requires technical skills to develop information to support high-end operations and disruptions. 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. However, we need to ensure we embed a coherent employment offer, and approach to pay, to support this. 48. . You have rejected additional cookies. 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. You have accepted additional cookies. Uplift spot rate values to bring us closer to our comparators. This is an encouraging indication of the strong sense of collaboration across the Agency. We have completed our 5th annual Recruitment Campaign, and we are onboarding joiners from this campaign throughout 21/22. More. The NCA Board have prioritised pay as an investment priority, alongside other critical areas, in light of the external context, the impact of the pay pause, and the need to be able to keep pace with comparators. Government defines SOC as a tier two national security threat, with cyber sitting alongside terrorism as a tier one threat. This provides is an example of the work that the NCA leads on tackling Child Sexual Abuse on a global scale. 7. 23% of roles within the command have powers. This aligns with the work that we have completed on identifying hard to fill roles, through the vacancy gap and attrition data that is outlined in chapter 2. This 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. 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. Many of our hard to fill roles are situated in this geographical area, and we continue to face acute recruitment pressures here. One of the priorities for the Agency is making our workforce more diverse. To conclude, the Agency has been continuing to develop our workforce through the 21/22 People Plan. For example, grade 4 on spot rate 2 has received an additional 4,387 (or 11.2%). Existing application of our capability-based pay framework, along with our reforms, have helped with the challenges of recruiting the skills we need. 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. 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. This will include reviewing our approach to overtime, which is currently relied upon to furnish operational demand. Wed like to set additional cookies to understand how you use GOV.UK, remember your settings and improve government services. Table 11: Criteria for extending capability-based pay. 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. 81. 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). 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. We will further review the plan for grade 6 as part of our future strategy. The operating context remains a challenge, and the ways of working differs greatly across the Agency. 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. 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. 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. Table 6 provides an overview of Powered VS. Non-powered officers. 30. 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. 20. SOC is a significant and established threat that endangers the integrity, legitimacy and sovereignty of the UK and its institutions, both at home and overseas. We have launched the Agencys first talent programme focused on officers from Black, Asian and Minority Ethnic backgrounds. 10. Table 40: productivity statistics by grade. The NCA is proposing a higher uplift at grade 6 as a result of this. The below data shows that the majority of our powered roles are officers graded 4 and 5, which are more frontline facing roles. . Search Nca jobs in London, UK with company ratings & salaries. 38. 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. The average The National Crime Agency salary ranges from approximately 32,127 per year for an Officer to 50,091 per year for an Investigations Manager. In our enabling functions, we have also seen attrition increase, particularly where we have not been able to implement pay reform. This is to negotiate on employees T&Cs whereby officers are not covered by an independent body. 45. The National Crime Agency (NCA) leads the UKs fight to cut Serious and Organised Crime (SOC). 58. Permanently employed staff make up 90% of our total headcount. As shown above, the majority of our officers are on the standard pay range. Location: Ideally based in the UK, Germany or Denmark. 49. This is an improvement on last year where spot rates covered 28% of our workforce. This precedes the development of our full three year People and Pay Strategies which aims to form the basis of the NCARRB submission for 23/24. Whilst we have made progress, we still have a way to go to fully implement our strategy. Dont worry we wont send you spam or share your email address with anyone. This included moving people laterally to fill specialist roles, linking learning outcomes to reward, and bolstering our leadership and management capability. The NCARRB cover only those officers who hold operational powers. We've rounded up all the jobs on offer at the NCA's Warrington hub that you can apply for right now. 55. The ambition is to achieve full coverage of capability-based pay, in line with our criteria at table 10, across operational roles. 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. News stories, speeches, letters and notices, Reports, analysis and official statistics, Data, Freedom of Information releases and corporate reports. Whilst this does not cover roles within the NCARRB remit, it is important to present the organisational ambition. We are devising a three year proposal which, subject to approval, would allow us to implement our full ambition. 99% of all officers have accessed the application this year to complete critical learning. The role requires a skill set that requires significant training investment to and experience to achieve level of proficiency required. There are a complex set of stakeholders and sign-off points throughout this process. You could also apply to become a police intelligence officer, if you work for the police. Our constantly evolving and expanding capabilities means that we need people with experience of project management to policing, crime analysis to commercial procurement. **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. Table 50: Total overtime claimed by Grade. 93. Starting salaries for the three agencies - GCHQ, MI5 and MI6 - are in the region of 30,000 to 35,000, plus benefits. 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. [footnote 1] The NCA intend on bringing more roles into capability-based pay this year. Equipment Officer position with @NCA_UK in Gillingham. 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. From Grade 4 the difference shows a higher ratio of males to females, with males more than twice as likely to be in a senior role at grade 1. Evidence identified Wilson approaching more than 5,000 children globally. 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. Roles based in Chelmsford/Stevenage will receive an additional. 9. We are targeting increases at grades 3 and 5, with a focus on grade 3 to increase the attractiveness of the offer as well as align with policing comparators, and grade 5 as data suggests this is the area of highest attrition. 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. Table 9 NCA People Survey Overview 2021. The equality and diversity tables show a similar pattern to overtime, with a difference in gender and, to an extent, age. 87. The NCA responses are covered in Chapter 3, though we have developed our proposals with these points in mind throughout. 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. Early benchmarking suggests that the gap with comparators will widen, and increasing attrition across enabling functions is evidence of this problem. Our major responsibilities and skills requirements are set out in table 7. *Officers funded by NCA Margin are either in process of being redeployed or whose costs cannot be attributed to a command budgetary line. childcare benefits (policy for new employees as of 5 April 2018): The government has introduced the Tax-Free Childcare (TFC) scheme. As we move towards producing the ethnicity pay gap, we need to improve opportunities for BAME officers at the highest grades. Ensuring that this forward focused approach aligns directly to remuneration will form part of the future pay strategy. We recognise that there is more to do on leadership and managing change, which has reduced by 3% to 45% positive. Our 2021 people survey results on pay decreased following the pay pause. 9. The NCA IOTP is a 24 month blended training programme which accredits officers as either an Intelligence Officer or Investigations Officer. Investigations Officer These are frontline roles investigating Serious and Organised Crime, which includes the arresting and interviewing of suspects. 6. Accountable for developing and delivering the intelligence in response to support the 4 P planning developed by Threat Leadership. It is a critical part of our offer to apply affordable pay uplifts, in line with our strategy. Extending capability based pay to remainder of eligible roles in the agency. 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. To support this, the Agency has a number of pay processes, policies and procedures that are subject to negotiation with Trade Unions. 34. 5. Our ability to implement the strategy, delivered through our four pillars, is crucial to achieve continued operational success, in a sustainable manner. The majority of the workforce sits within the operational functions of Intelligence and Investigations, with Grades 4 & 5 having the highest number of officers. Specialist Investigations Our Specialist Investigation teams include Social Workers, Financial Investigators and surveillance. This is aligned with our strategy to build the fairness of our offer, through targeting the lower earners in the organisation. Table 6: Workforce by command powers split. Accountable for the development and delivery of capabilities to support the operational services across the NCA. 80. The NCAs mission is critical to our national security. 72. The NCA therefore engage in dual processes to determine the pay award across the workforce. 44. 39. This can be found at Annex A. 40. The data shows that our lower grades tend to have a higher ratio of part time workers. We have outlined that there are still gaps that will need to be addressed in future years. The Agency is proposing to apply a differentiated award to the standard pay range, to target investment in line with our strategy. The Trade Unions also set their own set of evidence to the NCARRB to support in ensuring a holistic set of pay recommendations. 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. *Pay freeze applied for the 2021 pay uplift, except where officers earnt less than 24k, who received a 250 uplift. It is comprised of senior leadership team representatives from all commands in the Agency. The current grading composition at grades 1-6 is below in graph 1. The NCA workforce is comprised of a blend of specialist skills and capabilities, and therefore the pay framework is complex. The NCA are planning to submit a three year pay deal as part of the 23/24 submission. The intent is to build on this investment through proposing a multi-year investment deal next year (subject to approval).

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