Our one year approach is based on a number of factors, including the timing of our business planning, which has immediately followed the settlement review, and the view that a re-assessment of our strategy will take time to complete effectively. 60. Table 8: NCA People Plan and progress made in 2021. Cochrane seeks Advocacy and Partnerships Officer. The 3% IRC that we are proposing is affordable within our budget without having detrimental impacts elsewhere. Gender pay gap within capability based pay is below agency total, with a mean of 4.66% compared to 11%. We will review the ambition for grade 6 officers within the modernisation programme. Tying capability based pay into areas that will require it most, investing in an affordable uplift in line with the evolving economic context. Table 57: Total overtime claimed by command. To support this, the Agency has a number of pay processes, policies and procedures that are subject to negotiation with Trade Unions. 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. 31. 72. Our constantly evolving and expanding capabilities means that we need people with experience of project management to policing, crime analysis to commercial procurement. This is the uplift that is affordable alongside the choices that the NCA need to make across the spending period. Develops technical and specialist skills to support critical work in fraud, asset denial, money laundering, bribery and corruption. Table 12: Proposed values for 22-23 (Capability-based pay framework). Table 6: Workforce by command powers split. 37. 4. This creates an often complex process. 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). Further, future investment into the NCA pay progress is required. The spot rate framework was first introduced in 2018. The intention was to undermine the UKs economy, integrity, infrastructure and institutions through criminality. The Agency recognises that there is no additional funding for pay this year, and has deemed 3% as affordable within our current envelope. The results are approximately 2-3 percentage points down in comparison to 2020. This will be achieved through harnessing the collective powers of law enforcement, government, the voluntary sector and industry. Table 19 shows that there is a higher proportion of females than males at Grade 6 and 5. 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. Equipment Officer position with @NCA_UK in Gillingham. There is no such thing as a. 7. It undermines sovereignty and corrodes economies worldwide. This included moving people laterally to fill specialist roles, linking learning outcomes to reward, and bolstering our leadership and management capability. Our three year transformation proposal will be developed in parallel with our new People Strategy, to deliver a coherent offer. 54. Officers will have not seen progression last year on pay, which has become evident through this years people survey results and some of the additional feedback that we have gathered through additional fora. 57. 63% of the TOIL claims were from male officers in the 50-59 age group. A list of hard-to-fill roles is included at Annex C, which includes priority operational areas for inclusion in pay reform. The proposal will apply an average investment of 3.18% in the capability-based pay framework. As we move towards producing the ethnicity pay gap, we need to improve opportunities for BAME officers at the highest grades. 9. 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. 14. It is a critical part of our offer to apply affordable pay uplifts, in line with our strategy. 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. Some of the salaries start from 27, 664 and go as high as 44, 371. In June 2021, the Agency introduced a hybrid working pilot, in line with government easing of restrictions. When factoring in bonuses and additional compensation, a Officer at The National Crime Agency can expect . 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. Whilst some officers could work from home, we continued to require an office presence for sensitive work, and our officers still needed to deploy operationally. It is imperative that we align our pay strategy to support this, in order to stay ahead of the threat. Is the role considered as a hard to fill role. The outcome of this work will tie into our next recruitment campaign, due to be launched in January 2022. It also draws out our pay challenges and the areas we are able to address this year. The National Crime Agency employees rate the overall compensation and benefits package 2.4/5 stars. The average pay range in the NCA is 23% compared to the Civil Service best practice of 15%. 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. Further attrition data is contained in Annex A, point 6. As noted in chapter 1, for an award above 3% IRC, the Agency Board would need to make choices to reallocate funding from elsewhere. 20. 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. Whilst the NCARRB process covers officers with powers, non-powered officers pay is determined through a collective bargaining process with the Trade Unions. 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. The composition of our pay-bill for directly employed officers is set out in table 6. Our major responsibilities and skills requirements are set out in table 7. There are areas we still need to do more work on, expert spot rates, allowances and capability based pay progression. 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. The DG will maintain a pivotal role in UK and international law enforcement, and will continue to be directly accountable to the Home Secretary against a number of ambitions set out in the Governments Beating Crime Plan and Integrated Review. This is drawn out in more detail in tables 2 and 3. We require a unique, blended skills mix from different professions which we source from varied markets. This means that the NCA runs a multi-step process across each pay year, and often in parallel. 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. The 2021 National Strategic Assessment concluded that the threat to the UK has highly likely increased compared with 2020. The role requires a skill set that requires significant training investment to and experience to achieve level of proficiency required. These complex priorities set out the need for an integrated workforce strategy. In order to understand the reasons for our officers leaving, we have examined data from our exit questionnaire. This will increase further as we build the modernisation programme. This would go some way to addressing anomalies, whilst giving us the scope to develop our future strategy. Table 56: Total overtime claimed by grade. This chapter has shown the alignment between our pay strategy and the organisational context. 2. When looking at the recruitment of operational roles we can see the challenges the Agency faces. 11. *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. 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. Leaders discussed the new opportunities and challenges 2022 will bring. Table 5: Current standard pay range values. Owens's decision to retire followed her diagnosis with, and initial treatment for, breast cancer over the summer. 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. Table 16: Workforce by command work pattern split, Table 17: Workforce by command Gender split. This would cost 210k and would bring 97 officers in to scope. 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. The intent is to build on this investment through proposing a multi-year investment deal next year (subject to approval). 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. We have started to move officers from Recruitment and Retention Allowances (RRA)** to capability based pay. 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. . Expanded capability based pay to 54% of operational roles. 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. 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. To build the future pipeline, we have increased our recruiting activity, though this means we have more officers who are still early in their career. Table 7: Workforce by Grade powers split. 80. 82. 27% of roles within the command have powers. These roles are categorised by the following headings: Firearms These are Specialist roles within our Armed Operations Unit (AOU), these roles can receive the Expert Spot Rate salary. 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. With the increase in hours from 37 to 40 hours, compared to those on standard terms and conditions, the tables below outlines percentage of sickness days lost. 79. Roles based in Chelmsford/Stevenage will receive an additional. It will take only 2 minutes to fill in. Looking at overtime claims by officers with and without powers, the split is even with powers officers claiming 51% of overtime. 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. Requires technical skills to develop information to support high-end operations and disruptions. Table 15: workforce by sexual orientation. As a result of the Covid-19 pandemic, the UK economy has faced its toughest climate in 10 years. 58. Whilst we have made positive progress, there is more to do realise our strategic ambition. 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. The typical The National Crime Agency Investigator salary is 35,458 per year. Follow us on: - Twitter (https://twitter.com/NCA_UK) - Facebook (https://www.facebook.com/NCA) Website http://www.nationalcrimeagency.gov.uk. 34. In our enabling functions, we have also seen attrition increase, particularly where we have not been able to implement pay reform. Targeted investment at grade 3 to reduce overtime reliance. 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. 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. The yearly trends continue to show we are operating at a low base. Table 9 NCA People Survey Overview 2021. 49. The NCA acknowledges that the NCARRBs 2021 report contained some areas of feedback for consideration. The ambition is to achieve full coverage of capability-based pay, in line with our criteria at table 10, across operational roles. This has meant an increase of 9% conversion rate of applicant to offer for specialist roles, over 200 additional powered officers at operational grades, and an average rise in pay satisfaction through our people survey results since 2017. 7. Building a 3 year transformation proposal to accelerate progress. 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. 18. 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. In future years, as we seek to make additional investment in pay, we will need to secure efficiencies across the employment offer to fund further uplifts. Targeting awards at lower earners will reduce gender pay gap. The ambition is that our pay framework rewards capability, supports agility of talent, and aligns with our people, inclusion and culture strategies. The current grading composition at grades 1-6 is below in graph 1. 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. 81. Early benchmarking suggests that the gap with comparators will widen, and increasing attrition across enabling functions is evidence of this problem. 75. The Agency has noted the NCARRB feedback on data, and has worked to provide a more robust and developed data picture to support the submission. . 17. 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. Where we have had recruitment and retention challenges, we have applied allowances as temporary financial measures. Responsible for planning and driving the most effective and impactful whole system response to the SOC threats. 93. The total cost of this was 211,392. We have also conducted more activity and communication through our Remuneration Committee, and through our Agency review of RRAS. 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. This is set out in chapter 1. 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%. 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 help us improve GOV.UK, wed like to know more about your visit today. 4. This estimate is based upon 23 The National Crime Agency Investigator salary report (s) provided by employees or estimated based upon statistical methods. Table 6: NCA Total Pay-bill (for directly employed officers), (The Agency also utilises a non-consolidated pot which is 1% of the wage bill, this currently stands at 2.22m). Specifications: Permanent Role. The role is included in the hard to fill list agreed by the NCA workforce planning committee, please check your data pack to see if the role is classed as Hard to fill. The 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. Agree priority areas to prioritise for capability-based pay, aligning the approach with hard to fill roles. Each police force sets its own application entry requirements. **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. 29 Apr 2023 17:01:03 The People Survey headlines can be found at table 9. The senior leadership team is conducting more on-site and virtual visits to hear directly from officers across the Agency. This has allowed us to remain competitive in our enabling capabilities roles, when compared to our Civil Service comparators. Well send you a link to a feedback form. Table 18: workforce by command work pattern split, Table 19: workforce by grade gender split. 73. As of August 2021 we have 2198 officers on the spot rate framework, the increase in hours presents a productivity gain for the Agency. For example, the NCA utilises some form of recognition and performance bonuses through honorariums, which are awarded to those who go above and beyond their role, and end-of-year performance bonuses for officers who achieved exceeded outcomes in their performance review. Moving roles off RRA where we apply capability based pay. 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.