Attrition has been steadily increasing up to April 2020. The equality and diversity tables show a similar pattern to overtime, with a difference in gender and, to an extent, age. Table 13: Proposed standard pay range uplifts for 2022-23. Officers have the ability to claim TOIL rather than overtime. 4. 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. 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. 73. *NCA data is based upon median pay in operational commands. In future years, we will review our approach to professions and functional pay, as other organisations have started to implement targeted, professions-based models. The level of personal accountability and risk associated with the role. 36. In balancing the above, we are proposing a meaningful uplift, by applying a 3% IRC this year, balanced with other Agency priorities. Table 37: Conditional offers by applicant and offers. 62. This means a proportion of our work force (8.56%) are in Spot Rate posts, whilst remaining on the standard pay framework. Developing and delivering specialist capabilities and services to tackle SOC. Table 69: Standard Pay Range by grade and ethnicity. To help us improve GOV.UK, wed like to know more about your visit today. 89. This can be found at Annex A. 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. 74. Further attrition data is contained in Annex A, point 6. 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. 49. The spot rate framework allows our officers to progress along a number of spot rate values as their skills and experience builds. The detail of the proposal was submitted in our last evidence submission. 85. **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. The pay strategy is detailed at chapter 1, with an overview on how pay works in the Agency at Annex B. Whilst we have made progress, we still have a way to go to fully implement our strategy. 23. Operating across geographical and virtual borders, SOC perpetuates serious violence, and harm to the UK from across the globe. The Agency will not be able to achieve this strategy using the remuneration lever alone, and this will require an integrated transformation programme to be approved and delivered. The NCA are planning to submit a three year pay deal as part of the 23/24 submission. The results are approximately 2-3 percentage points down in comparison to 2020. We have launched our online learning application, enabling learning to be delivered at pace. 34. 69. These examples demonstrate the complex nature of the work that we lead. Table 40: productivity statistics by grade. Our three year transformation proposal will be developed in parallel with our new People Strategy, to deliver a coherent offer. We have engaged with the workforce more on our prioritisation, and have provided more opportunities for the workforce to develop in these areas. 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 Agency is planning on making some efficiencies this year through reducing some overtime and travel spend, though to secure the future investment required in pay, further savings within our contractual provision will be required. We must attract, develop and retain the skills that we require across our many different professions. Continued to build our approach to strategic workforce planning and resourcing. Table 11: Criteria for extending capability-based pay. Business Support Officer National Crime Agency 3.0 Birmingham 28,840 a year Moving roles off RRA where we apply capability based pay. Related jobs include researcher or language specialist. 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 have started to move officers from Recruitment and Retention Allowances (RRA)** to capability based pay. 80. 35. Demand for skills in law enforcement is high, and availability is low, particularly across hard to fill and specialist roles. 6. 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. 12. Once it is published, it is supported through the presentation of oral evidence by the NCA DG. Over the last four years we have increased representation of officers throughout all protected characteristics. 58. 44. Figure 1 shows the NCA pay strategy and the progress that we have made in implementing reform. 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. 10. A)Expanding the coverage of Capability-based pay. As we move towards producing the ethnicity pay gap, we need to improve opportunities for BAME officers at the highest grades. We have developed a People Plan, which identifies keys areas of delivery for 21/22 in culture, learning, recruitment, and pay and benefits. 55. , 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. Table 50: Total overtime claimed by Grade. Building a 3 year transformation proposal to accelerate progress. 92. 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. 28. This represents year one of a three year plan, the overall investment is predicted to be 2.7% over three years. However, there has still been a notable economic impact worldwide, inflation has risen rapidly, with demand for goods outstripping supply, which is leading to higher prices for consumers. 87. Our officers, and the partners we work with, deliver outstanding operational results to ensure the public are protected. The tables below show the diversity & inclusion characteristics of overtime, showing the gender split, ethnicity, age groups and working patterns of claimants. The 2021 NCA People Survey results reported in December 2021. This enforces the need for a modernised pay and benefits offer that the workforce feels is appropriate in line with their roles and that offers progression. 91. 7. The NCA is proposing a higher uplift at grade 6 as a result of this. 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 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. 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. 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. Also accountable for the effective running of the organisation to ensure it is effective, safe and legally compliant. Absence has been lower during the COVID 19 Pandemic; with spot rate sickness levels are even lower than 2018 and 2019. The data shows that our lower grades tend to have a higher ratio of part time workers. We are reviewing the 90% target as part of our modernisation programme. This is why the NCA offered a choice to opt-in. It is recognised that pay is one part of the package, along with the wider people offer, which is outlined in chapter 2. The vacancy gaps in these areas are 34% and 30% respectively, compared with the NCA average of 21%. The composition of our pay-bill for directly employed officers is set out in table 6. Our leadership team has remained visible throughout the pandemic, and there has also been regular communication and engagement with staff through virtual means, with an emphasis on transparency and resilience. We do recognise that some of our roles are not operating in the same environment as policing. Our largest gap in pay is with policing. Table 35 shows the changes in recruitment activity from 2019-2021. It is imperative that we align our pay strategy to support this, in order to stay ahead of the threat. In order to identify the priority roles in scope we propose a series of criteria to be utilised, in order to complete our prioritisation exercise. This provides is an example of the work that the NCA leads on tackling Child Sexual Abuse on a global scale. We have set out the plan to submit a 3 year pay proposal for agreement next year, in order to support this. *Pay freeze applied for the 2021 pay uplift, except where officers earnt less than 24k, who received a 250 uplift. . It also draws out our pay challenges and the areas we are able to address this year. Part of our workforce hold operational powers, and part do not. The NCA supports the Governments levelling up agenda, and we already have sites across the country. We have outlined that there are still gaps that will need to be addressed in future years. 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. Table 38: Internal transfers for Intelligence, Table 39: Internal transfers for Intelligence. 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. This rose to 2% during the second quarter. 60. 39% of our workforce are on spot rates, with other T&Cs covering 0.22% of our organisation. 6. Table 68: Standard Pay Range by grade and gender. We have outlined that, whilst we have made progress, there is more to do to realise the full ambition. The following operational examples demonstrate the criticality, breadth and specialist nature of operations that the NCA are responsible for: 8. As detailed in our Annual Plan, we are developing the Agency so it can best lead the whole system. Table 2: Comparison of pay points between NCA Grade 5 and Constable Pay. 18. Further, future investment into the NCA pay progress is required. The Agency will apply the criteria set out to determine the roles that will be prioritised for investment. 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. 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. The NCA became operational in October 2013. 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. Progress against our pay reform ambition must be affordable within the funding provision. Full-time Job type: Administration, Investigations Contract type: Permanent Grade: G5 (Detective Constable / EO equivalent) Salary: 30,000+ Reference number: 280580. 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 NCA aligns with this position and it underpins the proposal set out. 38. The impact of COVID-19 has seen on average a 50% significant reduction in leavers from the Agency. Roles based in Chelmsford/Stevenage will receive an additional. There are areas we still need to do more work on, expert spot rates, allowances and capability based pay progression. 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. This chapter has shown the alignment between our pay strategy and the organisational context. We need to go further than we have previously done to achieve this. This is set out in chapter 1. Prior to this 2016-17 attrition was at 6.23%, which has risen year on year. 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. 9. This is the uplift that is affordable alongside the choices that the NCA need to make across the spending period. 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. For example, grade 4 on spot rate 2 has received an additional 4,387 (or 11.2%). This will increase further as we build the modernisation programme. 50. The operating context remains a challenge, and the ways of working differs greatly across the Agency. Continue roll-out of capability based pay. 39. 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. 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. In order to understand the reasons for our officers leaving, we have examined data from our exit questionnaire. This is a key enabler of our strategy. *Where we have applied capability based pay. Data suggests that the pay gap with our comparators, particularly policing, is growing. 77. We are proposing a targeted pay uplift for our grade 6 officers this year, to support fairness and attractiveness of the offer. 25. 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. The proposal will apply an average investment of 3.18% in the capability-based pay framework. Table 4 shows there is still a way to go to achieve comparability across all grades when comparing the NCA median with the policing equivalent. These complex priorities set out the need for an integrated workforce strategy. However, achievements with the vaccine programme, plans for additional jobs, and additional support provided to families and businesses, has supported the economy. Employers are expecting to offer pay awards of up to 2.5% when averaged across 2021. We continue to review our people data quarterly with the NCA Board. 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 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. A three year pay and workforce transformation deal ,which is currently in the preliminary stages of discussion. The NCA acknowledges that the NCARRBs 2021 report contained some areas of feedback for consideration. Over the past year, 29 staff moved from Investigations to Intelligence, and 23 moved from Intelligence to Investigations. 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. He blackmailed victims, using threats of sharing material already obtained to incite more extreme abuse, including the abuse of younger siblings and friends. 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. Tackling SOC requires a coordinated and national response. The average pay range in the NCA is 23% compared to the Civil Service best practice of 15%. We are therefore applying awards across all grades in our standard ranges. It is important to note that there are some issues that will be addressed more fully through the three year pay deal that we are planning to submit next year: Table 10: NCARRB feedback and NCA Response. Receive newsletters. 2. 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. Requires specialist knowledge to develop the strategic approach, and capabilities to drive a 4 P response (Pursue, Prevent, Protect and Prevent). Upon the introduction of spot rates, officers were able to voluntarily opt into the framework. Table 49: Total overtime claimed by command. The Home Secretary has accountability for the pay process and has developed a positive, partnership approach to working with the NCA. Specifications: Permanent Role. These are movements taking place outside of the lateral campaign, so will include promotions and other recruitment activities. 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. There are a complex set of stakeholders and sign-off points throughout this process. Officers report that they have a clear understanding of our objectives and goals, and that they understand how their work contributes to our mission. We are devising a three year proposal which, subject to approval, would allow us to implement our full ambition. 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. Table 19 shows that there is a higher proportion of females than males at Grade 6 and 5. The NCA IOTP is a 24 month blended training programme which accredits officers as either an Intelligence Officer or Investigations Officer. 5. We will examine how we reinvest the non-consolidated pay pot through our modernisation programme. 47. NCA officers work at the forefront of law enforcement. Dont worry we wont send you spam or share your email address with anyone. The Trade Unions also set their own set of evidence to the NCARRB to support in ensuring a holistic set of pay recommendations. Commands are reviewing the current vacancy levels and assessing the pipeline to ensure the skills are being posted to the areas we have prioritised. Additionally, some developmental opportunities have been withdrawn due to not being able to run throughout the pandemic. The People Survey headlines can be found at table 9. The operational success of the Agency depends on the expertise of the whole workforce. 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%). National Crime Agency. 93. Permanently employed staff make up 90% of our total headcount. Specialist Intelligence Our specialist Intelligence teams include Forensic roles (physical or digital), Technical Operations and Human Intelligence (HUMINT). 86. Funding our pay reform programme is a challenge, and impacts the pace of change. 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. 75. Targeted investment at grade 3 to reduce overtime reliance. Since the introduction of capability-based pay, it has been a priority to bring more operational roles into scope of the framework. The Agencys attrition rate is 8.9% as at 30 August 2021. This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. The Agency continues to score strongly on officers feeling aligned to our organisational purpose. 22. The current expected attrition for 2020-2021 is 7.5%. Our comparators include policing, the UK Intelligence Community and the Civil Service. Tying capability based pay into areas that will require it most, investing in an affordable uplift in line with the evolving economic context. Table 23: Spot rate eligibility by ethnicity, Table 24: Spot rate eligibility by disability, Table 25: Spot rate eligibility by sexual orientation. 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. Whilst we will build on this in 22/23, there is more to do. 52. It is comprised of senior leadership team representatives from all commands in the Agency. 8. Extending capability-based pay is a key component of our pay strategy. Diversity is improving, and the Agency continue to embrace initiatives such as the IOTP programme to create opportunities for increased representation. This estimate is based upon 23 The National Crime Agency Investigator salary report (s) provided by employees or estimated based upon statistical methods. . This has allowed us to remain competitive in our enabling capabilities roles, when compared to our Civil Service comparators. 71. Cochrane seeks Advocacy and Partnerships Officer. 8% of roles within the command have powers. We've rounded up all the jobs on offer at the NCA's Warrington hub that you can apply for right now. 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. This would cost 210k and would bring 97 officers in to scope. Table 65: Spot Rate Values by grade and ethnicity. This positively impacted over 3,000 officers and reduced the length of the pay ranges, in line with our strategy; Increases to the value of spot rates, grade 5 by 4.5% and grade 4 by 3%, aligned with our ambition to build attractiveness within the market; Introduction of capability-based pay for grades 1-3, in line with our plan to build a sustainable and coherent set of terms and conditions; and. Investigator salaries at The National Crime Agency can range from 29,008 - 55,859 per year. In June 2021, the Agency introduced a hybrid working pilot, in line with government easing of restrictions. We achieved our highest level of disruptions during this time.