52. You could also apply to become a police intelligence officer, if you work for the police. This is overseen through the internal NCA governance framework. Table 20: Spot rate eligibility by gender. During 2021-22 we are expecting a full year forecast of 7.26m in contingent labour costs, with the majority spend being in DDaT and Corporate Business Services which are relatively small commands. 75. 51. 57. 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 7: Workforce by Grade powers split. The pay strategy is detailed at chapter 1, with an overview on how pay works in the Agency at Annex B. Requires professional, strategic capabilities across strategy, finance, commercial, data & technology and HR. Improved gender pay gap 2017 was mean of 11.6% and median of 16.2% which compared to 2020 was a mean of 11.74% and median of 11.18%. 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. For an award above 3% IRC, the Agency Board would need to make choices to reallocate funding which would impact operational delivery elsewhere. 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. Table 65: Spot Rate Values by grade and ethnicity. 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. The NCA has focused on areas with the most pressing recruitment and retention issues first, utilising a data-led approach. The change is in part attributed to the 2020-21 government pay pause that was applicable to most of the workforce. There are other areas that the Agency needs to budget for as part of our total pay-bill that do not come under the NCARRB remit. This is aligned with our strategy to build the fairness of our offer, through targeting the lower earners in the organisation. 12. 23% of roles within the command have powers. The operating context remains a challenge, and the ways of working differs greatly across the Agency. 79. 32. We decided not to focus extending capability-based pay to large numbers of grade 3 officers. 53. Table 56: Total overtime claimed by grade. Commands are reviewing the current vacancy levels and assessing the pipeline to ensure the skills are being posted to the areas we have prioritised. 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. The NCA protects the public by targeting and pursuing criminal groups who pose the greatest risk to the UK. Table 23: Spot rate eligibility by ethnicity, Table 24: Spot rate eligibility by disability, Table 25: Spot rate eligibility by sexual orientation. We have started to move officers from Recruitment and Retention Allowances (RRA)** to capability based pay. 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. 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. Where we have applied reform, attrition has reduced, and we have seen increased numbers of applications for roles that are on capability-based pay. This would also keep NCA pay from lagging further behind comparators in this area. 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. , 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. 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. Intelligence Analyst 3 salaries Intelligence Analyst 1 salary View More Media & Communications Based on 5 salaries Internal Communications Manager 1 salary Senior Communications Officer 1 salary View More Product & Project Management Based on 5 salaries Project Manager 1 salary Project Manager 1 salary View More Administrative Based on 4 salaries The NCARRB cover only those officers who hold operational powers. These were supported by all employee blogs, where officers could directly contribute to the conversation. 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. Our major responsibilities and skills requirements are set out in table 7. The pilot will help us test new working practices that could be adopted as we emerge from the pandemic. 22. The difference is exacerbated by the police receiving yearly progression through increments. Developing and delivering specialist capabilities and services to tackle SOC. Targeted investment at grade 3 to reduce overtime reliance. 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. Continued to build our approach to strategic workforce planning and resourcing. In 2020, when we applied our last full pay award, officers received the largest consolidated pay increases in the recent history of the Agency. We also use cookies set by other sites to help us deliver content from their services. The role suffers from significant recruitment and retention problems through a lack of suitably qualified candidates applying for the role and there are ongoing vacancies in the establishment. As part of managing pay, the Agency engage with our three recognised Trade Unions, who represent the interests of their members. We use some essential cookies to make this website work. This has allowed us to remain competitive in our enabling capabilities roles, when compared to our Civil Service comparators. *Where we have applied capability based pay. 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. For example, grade 4 on spot rate 2 has received an additional 4,387 (or 11.2%). 70. To view this licence, visit nationalarchives.gov.uk/doc/open-government-licence/version/3 or write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or email: psi@nationalarchives.gov.uk. This is increasingly being driven by advances in technology, as criminal groups are operating in a global, inter-connected way, to continue to profit and avoid detection. A new NCA Director General (DG) will be appointed in 2022, charged with leading the Agency through a period of significant transformation. The campaign led to 12 officers being successful to move laterally or be promoted into these roles. 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. This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. You have rejected additional cookies. Table 63: Contingent Labour costs by command. 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. A list of hard-to-fill roles is included at Annex C, which includes priority operational areas for inclusion in pay reform. This creates an often complex process. "The NCA is proud to have led the UK part of this operation, working in partnership with policing and other agencies. This helped us to deploy resource where it is needed. 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. Overtime claims by Command follows a similar distribution as overtime, with operational areas having the largest total. 10.Engagement with officers on pay is key. 4. Early evaluation data suggests that the hybrid working pilot has had a positive impact on wellbeing, engagement and performance. Whilst we recognise it is not within the remit of the NCARRB, we will review our approach to professions pay, primarily in enabling functions, which forms a part of our total pay-bill. We have continued to encounter increased volumes of applications for posts in capability-based pay, and conversion rates from application to hire are increasing. We achieved our highest level of disruptions during this time. This chapter has shown the alignment between our pay strategy and the organisational context. Table 2: Comparison of pay points between NCA Grade 5 and Constable Pay. Our proposal, along with how this compares to the estimated police award for this year, is outlined at table 12. Early benchmarking suggests that the gap with comparators will widen, and increasing attrition across enabling functions is evidence of this problem. We also need to ensure officers can access the training they need, and to drive inclusion and an open, transparent culture. This will move us forwards in our strategy of building attractiveness and sustainability through reducing the gap with comparators. 62. Related jobs include researcher or language specialist. Table 37: Conditional offers by applicant and offers. Whilst we have made progress, we still have a way to go to fully implement our strategy. 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 National Crime Agency (NCA) leads the UKs fight to cut Serious and Organised Crime (SOC). This is to negotiate on employees T&Cs whereby officers are not covered by an independent body. Building a 3 year transformation proposal to accelerate progress. 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. 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. It is recognised that this comparison cannot focus on pay alone, and we will be conducting a comparison of wider contractual conditions. 29. The 2021 NCA People Survey results reported in December 2021. 17. 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. One of the priorities for the Agency is making our workforce more diverse. As a result of the Covid-19 pandemic, the UK economy has faced its toughest climate in 10 years. Specialist Intelligence Our specialist Intelligence teams include Forensic roles (physical or digital), Technical Operations and Human Intelligence (HUMINT). 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. 49. As officers progress through the IOTP, we expect to see more females on spot rates. 15. When consider what officers liked the most about working for the NCA, their team and relationships came out top, with their role and the opportunity to work on SOC also featuring highly. 35. This framework helps the NCA to prioritise roles for inclusion, allowing us to direct capability-based pay coverage where it will have the most impact. Table 10 addresses the key feedback. Table 44: Exit Questionnaire reasons for leaving. The outcome of this work will tie into our next recruitment campaign, due to be launched in January 2022. Table 60: Total overtime claimed by working pattern, Table 61: Total overtime claimed by age group, Table 62: Total overtime claimed by ethnicity. We will examine how we reinvest the non-consolidated pay pot through our modernisation programme. Progress against our pay reform ambition must be affordable within the funding provision. The Agency is proposing to apply a differentiated award to the standard pay range, to target investment in line with our strategy. Working with partners both nationally and internationally. 25. 8. 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%). Table 4: Comparison of Median pay in the NCA Operational commands and Police forces. The Trade Unions also set their own set of evidence to the NCARRB to support in ensuring a holistic set of pay recommendations. 47. Our constantly evolving and expanding capabilities means that we need people with experience of project management to policing, crime analysis to commercial procurement. As an NCA Intelligence Officer you'll be at the centre of the action, helping to prioritise operations. 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. He said the . 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. We have also conducted more activity and communication through our Remuneration Committee, and through our Agency review of RRAS. Table 35 shows the changes in recruitment activity from 2019-2021. 41. Accountable for the development and delivery of capabilities to support the operational services across the NCA. The Agency will apply these uplifts through our differentiated approach, rather than applying a blanket award. 65% of roles within the command have powers. In line with our strategy to build an attractive offer, the Agency is proposing to apply a differentiated investment into to our capability-based pay framework in 22/23. It undermines sovereignty and corrodes economies worldwide. Over the past year, 29 staff moved from Investigations to Intelligence, and 23 moved from Intelligence to Investigations. Evidence identified Wilson approaching more than 5,000 children globally. This includes performance bonuses, overtime and contingent labour costs. This estimate is based upon 23 The National Crime Agency Investigator salary report (s) provided by employees or estimated based upon statistical methods. Agree priority areas to prioritise for capability-based pay, aligning the approach with hard to fill roles. The role causes significant disruption to the officers personal life and requires a high level of personal accountability in managing risks to the business. 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. A high-level overview of the criteria and its application is set out in table 11. 74. 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. 23. 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. Owens's decision to retire followed her diagnosis with, and initial treatment for, breast cancer over the summer. . In these areas we have specialist, operational roles that remain on the standard pay framework. This rose to 2% during the second quarter. We need to reduce the number of officers in operational roles on different terms and conditions. Table 66: Spot Rate Values by grade and ethnicity. Funding our pay reform programme is a challenge, and impacts the pace of change. Requires specialist knowledge to develop the strategic approach, and capabilities to drive a 4 P response (Pursue, Prevent, Protect and Prevent). In 2021, the Agency ran a lateral movement campaign which resulted in 116 workforce moves, mainly moving officers from Intelligence roles into Investigations roles. For example, the Investigations command ran an internal campaign to increase officers in hard to fill roles in the South-East. They drive and plan the effective delivery of our response with partners at senior level in law enforcement, Government, private and third sectors. Each police force sets its own application entry requirements. Table 57: Total overtime claimed by command. We need to invest further in our capability-based framework, and keep pace with our comparators. Officer salaries at The National Crime Agency can range from 23,582 - 36,430 per year. 65. Achieving alignment with comparators in our capability based pay framework. Dont worry we wont send you spam or share your email address with anyone. The below breakdown shows the position in the pay range at each grade for officers on the standard pay range. This will provide an average uplift across the standard pay ranges of 2.43%, and will reduce the average pay length gap to 23%. 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. We have completed our 5th annual Recruitment Campaign, and we are onboarding joiners from this campaign throughout 21/22. Accountable for executing the intelligence and disrupting the highest harm crime including, but not limited to, organised immigration crime, human trafficking, sexual exploitation, economic crime, firearms, drugs, kidnap, extortion and money laundering. It is important to note that the Agency operates as both a civil service department, and as a law enforcement organisation. see the job advert for full location information. Over past 4 years 1942 officers have been recruited into agency. Attrition has been steadily increasing up to April 2020. To support the NCARRB in making their assessment, the NCA submit this written evidence document, which must first be approved by HM Treasury and the Home Secretary. Table 5: Comparison of Median pay in the NCA and Civil Service. The turnover for this group is low. We must attract, develop and retain the skills that we require across our many different professions. The equality and diversity tables show a similar pattern to overtime, with a difference in gender and, to an extent, age. The leadership team have engaged more through blogs, FAQs, webchats and the Proud to Protect all officer event. Table 9 NCA People Survey Overview 2021. News stories, speeches, letters and notices, Reports, analysis and official statistics, Data, Freedom of Information releases and corporate reports. The vacancy gaps in these areas are 34% and 30% respectively, compared with the NCA average of 21%. 85. Table 49: Total overtime claimed by command. The NCA are planning to submit a three year pay deal as part of the 23/24 submission. In order to understand the reasons for our officers leaving, we have examined data from our exit questionnaire. Officers on the spot rate pay structure tend to be evenly split between powers and non-powers. 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. Some of this spend will expected but the effects of this need to be investigated in preparation for the potential three year pay deal. Further, future investment into the NCA pay progress is required. This would go some way to addressing anomalies, whilst giving us the scope to develop our future strategy. Once it is published, it is supported through the presentation of oral evidence by the NCA DG. 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. Looking at overtime claims by officers with and without powers, the split is even with powers officers claiming 51% of overtime. 93. 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. 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. 69. NCA officers work at the forefront of law enforcement. 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. 90. 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). 18. Inter-operability across all areas is important for driving a holistic approach. A request from the NCARRB as part of their seventh report in 2021, and from officers feedback, is to set out how pay works in the NCA as part of our annual submission. Extending capability based pay to remainder of eligible roles in the agency. Investigator salaries at The National Crime Agency can range from 29,008 - 55,859 per year. The NCAs mission is critical to our national security. 2. 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 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. Details Reference number 280580 Salary 30,740 Roles based in London will also receive an additional London Weighting of 3,595. 6. The 3% IRC that we are proposing is affordable within our budget without having detrimental impacts elsewhere. He blackmailed victims, using threats of sharing material already obtained to incite more extreme abuse, including the abuse of younger siblings and friends. Although the other grades remain slightly ahead of Civil Service comparators, NCA officers did not have any pay uplift in 2022/21, and cost of living has risen. As part of the case for 3% IRC, we anticipate some reductions in spending elsewhere such as overtime and TOIL. 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. 82. The total cost of this was 211,392. 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 proposal and impact is outlined at table 13. Our largest gap in pay is with policing. *Data is based on NCA employees on NCA Terms & Conditions. 61% of overtime claims are from officers with powers, which broadly reflects the breakdown of powers vs. non-powers in the Agency. 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. Table 51: Total overtime claimed by powers. 9. Business Support Officer National Crime Agency 3.0 Birmingham 28,840 a year It would cost 14.5 million to extend capability-based pay across all eligible roles, and a further 6.7 million to achieve pay parity with policing. Uplift spot rate values to bring us closer to our comparators. The 2021 National Strategic Assessment concluded that the threat to the UK has highly likely increased compared with 2020. Recruitment has seen 25% increase in applicant numbers*. 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. . For example, the NCA are a proactive, rather than reactive, organisation, and we operate on different contractual terms and working patterns. The NCA has communicated more this year on pay than in previous years. Over the last four years we have increased representation of officers throughout all protected characteristics. An uplift in our location allowance, and some targeted increases to shift allowances, to make some progress in building comparability and fairness. We have developed a People Plan, which identifies keys areas of delivery for 21/22 in culture, learning, recruitment, and pay and benefits.

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