In our enabling functions, we have also seen attrition increase, particularly where we have not been able to implement pay reform. Comparable role in organisations with a similar remit to the NCA is undertaken by an officer of more senior rank, or the role requires a specific skill set which is remunerated at a higher rate. Officer salaries at The National Crime Agency can range from 23,582 - 36,430 per year. 7. Table 45: Exit Questionnaire Reasons for working at NCA, Table 46: Exit Questionnaire consideration period for leaving, Table 47: Exit Questionnaire command leavers, Table 48: Exit Questionnaire reasons for choosing new employer. This committee is responsible for overseeing and implementing the pay framework in a way which is fair, data-driven and in line with strategy. The level of personal accountability and risk associated with the role. 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. Anomaly correction in location allowances -97 additional officers receiving a South-East allowance. Our Intelligent Officer/Analyst and Investigations Officer campaigns have improved considerably, however specialist recruitment has become more challenging. You have rejected additional cookies. Table 57: Total overtime claimed by command. 23% of roles within the command have powers. As the work that we do develops, and the skills that we require become more specialist, there is an increasing need to transform to secure the capabilities that we need. 70. The spot rate framework was first introduced in 2018. The detail of the proposal was submitted in our last evidence submission. Some of the salaries start from 27, 664 and go as high as 44, 371. Dont include personal or financial information like your National Insurance number or credit card details. 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. At 31 August 2021, the Agency had a workforce of 6,032, comprising a mix of directly employed officers, seconded officers, fixed term employees and contingent labour. They drive and plan the effective delivery of our response with partners at senior level in law enforcement, Government, private and third sectors. Continue roll-out of capability based pay. It is imperative that we align our pay strategy to support this, in order to stay ahead of the threat. 37. We are proposing a targeted pay uplift for our grade 6 officers this year, to support fairness and attractiveness of the offer. Continued to build our approach to strategic workforce planning and resourcing. 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. The Agency focussed on rolling our spot rates to grades 1-2 and 4-5 in previous years, to make progress against our ambition to align more closely with policing pay. 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. Table 18: workforce by command work pattern split, Table 19: workforce by grade gender split. The highest percentage of officers eligible to opt into spot rates are in the higher age brackets, 4.3% of 50-59 year olds and 2.26% of 40-49 year olds. 54. The ambition is to achieve full coverage of capability-based pay, in line with our criteria at table 10, across operational roles. The workforce composition across the grades is proportionately weighted towards grades 4 and 5. This has allowed us to remain competitive in our enabling capabilities roles, when compared to our Civil Service comparators. We will examine how we reinvest the non-consolidated pay pot through our modernisation programme. Accountable for the development and delivery of capabilities to support the operational services across the NCA. This data has been collected from October 2020 to November 2021. This means that the NCA runs a multi-step process across each pay year, and often in parallel. This will increase further as we build the modernisation programme. 78. Business Support Officer National Crime Agency 3.0 Birmingham 28,840 a year We recognise that there is more to do on leadership and managing change, which has reduced by 3% to 45% positive. We have limited investment to achieve this. The NCA responses are covered in Chapter 3, though we have developed our proposals with these points in mind throughout. 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. The cohort data below shows the number of officers undertaking the programme since last years report. The intention was to undermine the UKs economy, integrity, infrastructure and institutions through criminality. 11. 68. Table 44: Exit Questionnaire reasons for leaving. The NCA provide many specialist capabilities on behalf of law enforcement, intelligence and Civil Service partners. 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. Building a professions strategy for enabling functions. There continue to be challenges with comparability in relation to pay and conditions, and it is clear there is more to do to build on previous successes. 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. Since the introduction of capability-based pay, it has been a priority to bring more operational roles into scope of the framework. The equality and diversity tables show a similar pattern to overtime, with a difference in gender and, to an extent, age. As we plan for the future, we recognise there is a need to accelerate transformation to achieve our pay principles. Looking at overtime claims by officers with and without powers, the split is even with powers officers claiming 51% of overtime. 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. 35. 9. 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 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. Recruitment has seen 25% increase in applicant numbers*. The areas that we need to build specialist operational skills are prioritised for capability-based pay. The National Crime Agency leads the UK's fight to cut serious and organised . 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 is being furthered through our Inclusion and Culture strategy. Embedded quarterly Diversity Dashboards to equip leadership teams with the tools to focus their activities, reporting activity to the NCA Board. We have also conducted more activity and communication through our Remuneration Committee, and through our Agency review of RRAS. The reform that we have implemented has had a positive impact within the Agency. . We have outlined that, whilst we have made progress, there is more to do to realise the full ambition. NCA officers work at the forefront of law enforcement. Table 38: Internal transfers for Intelligence, Table 39: Internal transfers for Intelligence. We have set out below the direction that we are heading in extending capability-based pay further this year. 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. 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. Upon the introduction of spot rates, officers were able to voluntarily opt into the framework. In June 2021, the Agency introduced a hybrid working pilot, in line with government easing of restrictions. 39. Tackling SOC requires a coordinated and national response. The survey was completed by 59% of the workforce. 38. 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. The impact of COVID-19 has seen on average a 50% significant reduction in leavers from the Agency. The NCA therefore engage in dual processes to determine the pay award across the workforce. Additionally, some developmental opportunities have been withdrawn due to not being able to run throughout the pandemic. The total cost of this was 211,392. see the job advert for full location information. Our constantly evolving and expanding capabilities means that we need people with experience of project management to policing, crime analysis to commercial procurement. We will review the ambition for grade 6 officers within the modernisation programme. These were supported by all employee blogs, where officers could directly contribute to the conversation. The NCA board have approved a 3% pay award for 2022/23, applied as follows: A) Extending capability-based pay, delivered through spot sates, B) Investing in capability-Based pay, through spot rate uplifts, C) Applying increases to the standard pay ranges, D) Applying anomaly correction to South-East Weighting arrangements. 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. This work will form the basis of our 23/24 NCARRB submission. Salary : 34,672 to 38,314. This chapter has shown the alignment between our pay strategy and the organisational context. The Agency will apply the criteria set out to determine the roles that will be prioritised for investment. 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. This helped us to deploy resource where it is needed. 39% of our workforce are on spot rates, with other T&Cs covering 0.22% of our organisation. 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. 10. Whilst we have made progress, we still have a way to go to fully implement our strategy. 5. In order to alleviate the issue of police transfers we have begun using the expert spot rate within Firearms, since implementation in 2019 leavers within Firearms has reduced down to 5 in 2020 and 6 in 2021 from a high of 12 in 2018. It is recognised that this comparison cannot focus on pay alone, and we will be conducting a comparison of wider contractual conditions. They have suggested that wage and price setting need to be balanced carefully, so as not to put even further pressure on the economy as inflation settles. 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. 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 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. This creates an often complex process. Prior to this 2016-17 attrition was at 6.23%, which has risen year on year. *Pay freeze applied for the 2021 pay uplift, except where officers earnt less than 24k, who received a 250 uplift. We have started to move officers from Recruitment and Retention Allowances (RRA)** to capability based pay. 41. 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. The difference is exacerbated by the police receiving yearly progression through increments. The Home Secretary has accountability for the pay process and has developed a positive, partnership approach to working with the NCA. 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. B)Investing in capability-based pay (through spot rates). 66. The operating context remains a challenge, and the ways of working differs greatly across the Agency. The officers who were successful were from across the Agency. 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. The ambition is that our pay framework rewards capability, supports agility of talent, and aligns with our people, inclusion and culture strategies. As outlined we have made some progress in achieving that, through extending capability-based pay from 48% in 2018, to 56% now. This can be found at Annex A. It is important to note that the Agency operates as both a civil service department, and as a law enforcement organisation. Table 16 shows that proportionately, less officers work part time hours in operational commands than they do in enabling functions. The National Crime Agency employees rate the overall compensation and benefits package 2.4/5 stars. Whilst we have made positive progress, there is more to do realise our strategic ambition. This is overseen through the internal NCA governance framework. Requires specialist knowledge to develop the strategic approach, and capabilities to drive a 4 P response (Pursue, Prevent, Protect and Prevent). Table 9 NCA People Survey Overview 2021. External factors, such as the impact and disruption from the pandemic, are likely to have had an impact on the outcome. Applying capability-based pay here will ensure we are rewarding officers for developing their skills where we need them, and encouraging officers to stay and grow careers within the Agency. 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. The average pay range in the NCA is 23% compared to the Civil Service best practice of 15%. We still have gaps with comparators across all grades on the capability framework, and at grade 6 on. This has helped to build agility, and more officers have benefited from developmental career opportunities. 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. It is recognised that pay is one part of the package, along with the wider people offer, which is outlined in chapter 2. 45. This estimate is based upon 23 The National Crime Agency Investigator salary report (s) provided by employees or estimated based upon statistical methods. The results are approximately 2-3 percentage points down in comparison to 2020. This is an encouraging indication of the strong sense of collaboration across the Agency. 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. 83. 19. Table 37: Conditional offers by applicant and offers. 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. 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. 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 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. Investigator salaries at The National Crime Agency can range from 29,008 - 55,859 per year. 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. 88. Developing and delivering specialist capabilities and services to tackle SOC. The National Crime Agency (NCA) leads the UKs fight to cut Serious and Organised Crime (SOC). 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 achieved our highest level of disruptions during this time. 25. The NCA protects the public by targeting and pursuing criminal groups who pose the greatest risk to the UK. We are operating in an increasingly volatile fiscal context. Table 16: Workforce by command work pattern split, Table 17: Workforce by command Gender split. We have set out the plan to submit a 3 year pay proposal for agreement next year, in order to support this. This means a proportion of our work force (8.56%) are in Spot Rate posts, whilst remaining on the standard pay framework. Table 5: Current standard pay range values. 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. This represents year one of a three year plan, the overall investment is predicted to be 2.7% over three years. 24. 86. Their collective skills and diversity of experience are crucial to our operational success. 36. 23. The NCA is proposing a higher uplift at grade 6 as a result of this. The NCAs mission is critical to our national security. Since the introduction of pay reform in 2017, we have successfully implemented elements of our strategy, delivered through our four pay principles of: attractiveness; fairness; sustainability; and a forward-looking approach to pay. 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. To deliver reform across the employment offer, we need to re-assess our long term strategy in line with our three year spending plan that is in development. The pay strategy is detailed at chapter 1, with an overview on how pay works in the Agency at Annex B. Investigations Officer These are frontline roles investigating Serious and Organised Crime, which includes the arresting and interviewing of suspects. 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. The NCA became operational in October 2013. . During the financial year 20/21 there was agreement that officers could be paid TOIL at a standard rate. Cyber crime - related pages . Government defines SOC as a tier two national security threat, with cyber sitting alongside terrorism as a tier one threat. This is set out in chapter 1. The most common scenario is when Officers are transitioning into or out of an International Liaison Officer (ILO) role i.e. We also aim to reduce the length of our standard pay ranges so that they are aligned with the Civil Service best practice of 15%. The Covid-19 pandemic has impacted the nature of the threat, though the level has remained consistent. Whilst the NCARRB process covers officers with powers, non-powered officers pay is determined through a collective bargaining process with the Trade Unions. 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. The below table shows the grade breakdown of the payments made, Grade 4 was the highest claim with Grades 5 and 3 following closely behind.
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