Achieving alignment with comparators in our capability based pay framework. 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. 60. We also need to ensure officers can access the training they need, and to drive inclusion and an open, transparent culture. It will take only 2 minutes to fill in. This is aligned with our strategy to build the fairness of our offer, through targeting the lower earners in the organisation. We have outlined that, whilst we have made progress, there is more to do to realise the full ambition. Table 51: Total overtime claimed by powers. The threat has proved resilient throughout Covid-19, with offenders increasingly operating online and using emerging technologies. 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. Attrition has been steadily increasing up to April 2020. Building a 3 year transformation proposal to accelerate progress. In February, he was sentenced to 25 years in prison. This includes remaining competitive, attracting new entrants and reducing the time it takes to onboard new starters at the beginning of the employment journey. . Salary : 35,000 per annum. 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. 39% of our workforce are on spot rates, with other T&Cs covering 0.22% of our organisation. The survey was completed by 59% of the workforce. This data also shows that female representation is higher within our enabling functions teams. 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. 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. Officer salaries at The National Crime Agency can range from 23,582 - 36,430 per year. 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. The diversity of these groups is represented in the IOTP diversity statistics shown on the following pages. 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. It is imperative that we align our pay strategy to support this, in order to stay ahead of the threat. We have also conducted more activity and communication through our Remuneration Committee, and through our Agency review of RRAS. It is recognised that this comparison cannot focus on pay alone, and we will be conducting a comparison of wider contractual conditions. 25. The proposal will apply an average investment of 3.18% in the capability-based pay framework. This would go some way to addressing anomalies, whilst giving us the scope to develop our future strategy. Table 9 NCA People Survey Overview 2021. 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. Over past 4 years 1942 officers have been recruited into agency. 39. Table 50: Total overtime claimed by Grade. The Agency continues to score strongly on officers feeling aligned to our organisational purpose. This provides is an example of the work that the NCA leads on tackling Child Sexual Abuse on a global scale. Develops technical and specialist skills to support critical work in fraud, asset denial, money laundering, bribery and corruption. Existing application of our capability-based pay framework, along with our reforms, have helped with the challenges of recruiting the skills we need. We are reviewing the 90% target as part of our modernisation programme. Investigations Officer These are frontline roles investigating Serious and Organised Crime, which includes the arresting and interviewing of suspects. 33. Further attrition data is contained in Annex A, point 6. This was primarily caused by effects of the pandemic. Intelligence Officer/Analyst These are campaigns which fill vacancies across the NCAs Intelligence command, as either an Intelligence Officer or within an Analyst team. We operate across all four nations, with different rules applied at different times. 38. These examples demonstrate the complex nature of the work that we lead. This estimate is based upon 14 The National Crime Agency Officer salary report (s) provided by employees or estimated based upon statistical methods. Details Reference number 280580 Salary 30,740 Roles based in London will also receive an additional London Weighting of 3,595. **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. Embedded quarterly Diversity Dashboards to equip leadership teams with the tools to focus their activities, reporting activity to the NCA Board. Specifications: Permanent Role. 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. This means that the NCA runs a multi-step process across each pay year, and often in parallel. The NCARRB feedback from their 2021 visits is reflective of the Agency engaging more, directly with the workforce. The majority of the workforce remains on the Standard Pay Range. Table 49: Total overtime claimed by command. 45. ~ denotes 10 or less, including values redacted to safeguard the identity of our Officers. These complex priorities set out the need for an integrated workforce strategy. We have outlined that there are still gaps that will need to be addressed in future years. 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. Accountable for the development and delivery of capabilities to support the operational services across the NCA. We also use cookies set by other sites to help us deliver content from their services. 68. Table 65: Spot Rate Values by grade and ethnicity. 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. Table 7: Workforce by Grade powers split. Dont worry we wont send you spam or share your email address with anyone. Their collective skills and diversity of experience are crucial to our operational success. 52. 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. Targeted pay uplifts to reduce standard pay ranges by up to 19% since 2016. The 2021 National Strategic Assessment concluded that the threat to the UK has highly likely increased compared with 2020. 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. 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. This estimate is based upon 23 The National Crime Agency Investigator salary report (s) provided by employees or estimated based upon statistical methods. 86. Whilst the NCARRB process covers officers with powers, non-powered officers pay is determined through a collective bargaining process with the Trade Unions. 30. As noted in chapter 1, for an award above 3% IRC, the Agency Board would need to make choices to reallocate funding from elsewhere. 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. A three year pay and workforce transformation deal ,which is currently in the preliminary stages of discussion. 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. Invest in capability based pay to 250 more roles, focusing on hard to fill areas. Table 56: Total overtime claimed by grade. 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. To deliver this we need to continue extending capability-based pay, reduce the length of the pay ranges, and invest in pay uplifts to ensure we are building an attractive offer. 21. The most prevalent reason for leaving the Agency in operational areas is retirement, which means that we lose experienced officers with important skills. They drive and plan the effective delivery of our response with partners at senior level in law enforcement, Government, private and third sectors. The NCA acknowledges that the NCARRBs 2021 report contained some areas of feedback for consideration. The Trade Unions also set their own set of evidence to the NCARRB to support in ensuring a holistic set of pay recommendations. This is the uplift that is affordable alongside the choices that the NCA need to make across the spending period. It is comprised of senior leadership team representatives from all commands in the Agency. In 21/22, progress was limited due to the pay pause. 57. 10.Engagement with officers on pay is key. We have set out below the direction that we are heading in extending capability-based pay further this year. 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 table below shows that pay and benefits is a concern for officers. 82. *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. 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 is forecasted to have a positive impact on reducing the gender pay gap. This includes performance bonuses, overtime and contingent labour costs. 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. However, we continue to have increased operational demand in the South-East. In balancing the above, we are proposing a meaningful uplift, by applying a 3% IRC this year, balanced with other Agency priorities. We still have gaps with comparators across all grades on the capability framework, and at grade 6 on our standard pay framework. 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%). The National Crime Agency employees rate the overall compensation and benefits package 2.4/5 stars. Moving roles off RRA where we apply capability based pay. 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. The NCAs mission is critical to our national security. When looking at the recruitment of operational roles we can see the challenges the Agency faces. Upon the introduction of spot rates, officers were able to voluntarily opt into the framework. This will move us forwards in our strategy of building attractiveness and sustainability through reducing the gap with comparators. 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. 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. This will provide an average uplift across the standard pay ranges of 2.43%, and will reduce the average pay length gap to 23%. Officers are satisfied with the level of support received from managers and team members, and that they are encouraged to come up with new and innovative ideas. 32. It is therefore recognised that building a resilient workforce for the future will not be achieved through pay alone. 2. In order to understand the reasons for our officers leaving, we have examined data from our exit questionnaire. Continued to build our approach to strategic workforce planning and resourcing. 7. 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. As with the spot rate framework, the number of BAME officers at Grade 1 is low, with BAME officers on the whole being at the lower end of the grade pay range. We are devising a three year proposal which, subject to approval, would allow us to implement our full ambition. 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. Is the role considered as a hard to fill role. This would build fairness, in line with the strategy. This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. 66. As part of managing pay, the Agency engage with our three recognised Trade Unions, who represent the interests of their members. This helped us to deploy resource where it is needed. 1. The pilot will help us test new working practices that could be adopted as we emerge from the pandemic. 46. This is overseen through governance by the Remuneration Committee, which is chaired by an operational Director. The comparison between median NCA pay in Enabling Functions and the Civil Service is outlined at table 5. 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. 23. 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. 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. Table 63: Contingent Labour costs by command. 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. 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. The NCA Board is ultimately responsible for making decisions around the investment of the pay bill from a strategic perspective. The intent is to build on this investment through proposing a multi-year investment deal next year (subject to approval). The NCA aligns with this position and it underpins the proposal set out. The percentage breakdowns broadly reflect the NCA workforce, with there being minor differences in some areas. see the job advert for full location information. 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. 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. The increase in officers on spot rate represents an increase in 219.80 FTE for a 37 hour week, or 164.85 for a 40 hour week. The Agency will apply these uplifts through our differentiated approach, rather than applying a blanket award. It is evident that although spot rate officers are working three hours extra a week, the data suggests that sickness levels are lower than those officers on the standard pay range. External factors, such as the impact and disruption from the pandemic, are likely to have had an impact on the outcome. The senior leadership team is conducting more on-site and virtual visits to hear directly from officers across the Agency. Due to the job market which we recruit from, the majority of officers on the spot rate framework are male. The proposal and impact is outlined at table 13. We will examine how we reinvest the non-consolidated pay pot through our modernisation programme. We also have officers with powers in other roles, who are able to support operational activity through surge capacity activity. Table 6: Workforce by command powers split. The NCA workforce is comprised of a blend of specialist skills and capabilities, and therefore the pay framework is complex. There are areas which will need more time to analyse the sustained impact. The change is in part attributed to the 2020-21 government pay pause that was applicable to most of the workforce. For example, grade 4 on spot rate 2 has received an additional 4,387 (or 11.2%). 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. In 2020, when we applied our last full pay award, officers received the largest consolidated pay increases in the recent history of the Agency. In 2021, the Agency introduced a People Plan, to consolidate our position, set efficiencies and to bring people on to fill critical capability gaps. [footnote 1] The NCA intend on bringing more roles into capability-based pay this year. To support this, the Agency has a number of pay processes, policies and procedures that are subject to negotiation with Trade Unions. 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. We also need to develop our offer for our enabling professions. This will increase further as we build the modernisation programme. 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. The below breakdown shows the position in the pay range at each grade for officers on the standard pay range. Whilst we have made progress, we still have a way to go to fully implement our strategy. Since the introduction of capability-based pay, it has been a priority to bring more operational roles into scope of the framework. 80. In 2021, the Agency ran a lateral movement campaign which resulted in 116 workforce moves, mainly moving officers from Intelligence roles into Investigations roles. We need to reduce the number of officers in operational roles on different terms and conditions. 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%. We propose to continue this progress in 22/23, as outlined in our proposals at chapter 3. We are constrained by the public sector IRC position. For example, the NCA are a proactive, rather than reactive, organisation, and we operate on different contractual terms and working patterns. 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. 16. Salary : 34,672 to 38,314. 49. Table 10 addresses the key feedback. Overtime claims by Command follows a similar distribution as overtime, with operational areas having the largest total. Recruitment has seen 25% increase in applicant numbers*. Accountable for developing and delivering the intelligence in response to support the 4 P planning developed by Threat Leadership. Table 5: Comparison of Median pay in the NCA and Civil Service. As we move towards producing the ethnicity pay gap, we need to improve opportunities for BAME officers at the highest grades. This has helped to build agility, and more officers have benefited from developmental career opportunities. During the financial year 20/21 there was agreement that officers could be paid TOIL at a standard rate. NCA Intelligence Officer Intelligence is at the heart of everything we do. The NCARRB cover only those officers who hold operational powers. The spot rate framework allows our officers to progress along a number of spot rate values as their skills and experience builds. This is representative of our strong ethos and values-driven mission. Figure 1 shows the NCA pay strategy and the progress that we have made in implementing reform. 12. However, the Bank of England also predicts these spikes to re-adjust in the medium term. Table 5: Current standard pay range values. 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. Officers report that they have a clear understanding of our objectives and goals, and that they understand how their work contributes to our mission. Targeted uplifts for the lowest earners, for example grades 3-6. 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. Investigator salaries at The National Crime Agency can range from 29,008 - 55,859 per year. Apply to Nca Officer jobs now hiring on Indeed.com, the worlds largest job site. 64. The below table shows which spot rate value our officers currently are on as of 1st January 2022. 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. As we plan for the future, we recognise there is a need to accelerate transformation to achieve our pay principles. We must attract, develop and retain the skills that we require across our many different professions. 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. We still have gaps with comparators across all grades on the capability framework, and at grade 6 on. The NCA has continued to take a leading role in protecting the public throughout the Covid-19 pandemic. 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 decided not to focus extending capability-based pay to large numbers of grade 3 officers. 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. The challenge is more acute where these roles are also located in the South-East, as we require specific capabilities to tackle the threat in this area. The Agency continues to evaluate the impact of more flexible working practices, should recommendations for changes emerge that impact remuneration, they will be proposed in line with the three year future strategy. 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. 26. 15. As detailed in our Annual Plan, we are developing the Agency so it can best lead the whole system. We have set out the plan to submit a 3 year pay proposal for agreement next year, in order to support this. Diversity is improving, and the Agency continue to embrace initiatives such as the IOTP programme to create opportunities for increased representation. 89. 27% of roles within the command have powers. 256 officers benefited from a 250 uplift if they earned less than 24,000, and an additional 94 officers received a small payment to ensure they were not leapfrogged on the pay scale as a result. *Where we have applied capability based pay. 84. Operation VENETIC led to the arrest of 1,550 people across the UK, and the seizure of 115 firearms and 54million in cash, following international partners successful extraction of data from an encrypted communications platform. Table 35: Number of candidates added to NCA pipeline. The reform that we have implemented has had a positive impact within the Agency. 56. . Inter-operability across all areas is important for driving a holistic approach.