nca officer salary uk

We also have officers with powers in other roles, who are able to support operational activity through surge capacity activity. The 2021 NCA People Survey results reported in December 2021. Table 22: spot rate eligibility by religion. 14. 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. Authorised overtime is payable at the following rates: i) Overtime worked on a rostered working or non-working day is paid at plain time up to 37 hours (or 40 hours if on spot rate framework) per week; ii) Overtime worked on a rostered working or non-working day is paid at time and a half rate where over 37 hours (or 40 hours) are worked; iii)iii) Overtime worked on a rostered rest day or Bank Holiday with less than 14 calendar days notice is paid at double time (with no requirement to have worked 37 (or 40) hours); iv) Overtime worked on a rostered rest day or Bank Holiday where 14 or more days notice is paid at plain time in line with i) and ii) above); During 2020-21 the NCA spent 13.31m on overtime with the majority of overtime claimed in operational roles, with Intelligence and Investigations the biggest claimants. 7. The Agency is proposing to apply a differentiated award to the standard pay range, to target investment in line with our strategy. 20. This year we have aligned our pay plan more closely into the People Plan, which is covered in chapter 2. 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. 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. We must attract, develop and retain the skills that we require across our many different professions. 33. Continued to enhance developmental pathways to facilitate more lateral moves between teams, and have utilised talent schemes across Civil Service and Law Enforcement. 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. To support this, the Agency has a number of pay processes, policies and procedures that are subject to negotiation with Trade Unions. The strength of this recovery means the Office of Budget Responsibility (OBR) is expecting the pandemic to have had a smaller long-term effect on the economy than previously anticipated. 49. As an NCA Intelligence Officer you'll be at the centre of the action, helping to prioritise operations. 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. This represents year one of a three year plan, the overall investment is predicted to be 2.7% over three years. This has helped to build agility, and more officers have benefited from developmental career opportunities. The National Crime Agency (NCA) leads the UKs fight to cut Serious and Organised Crime (SOC). You could also apply to become a police intelligence officer, if you work for the police. This is an encouraging indication of the strong sense of collaboration across the Agency. Table 40: productivity statistics by grade. It is imperative that we align our pay strategy to support this, in order to stay ahead of the threat. The Covid-19 pandemic has impacted the nature of the threat, though the level has remained consistent. This is forecasted to have a positive impact on reducing the gender pay gap. This was to recognise that some of our roles are not operating in the same environment as policing. It is recognised that pay is one part of the package, along with the wider people offer, which is outlined in chapter 2. Continued to build our approach to strategic workforce planning and resourcing. This is an improvement on last year where spot rates covered 28% of our workforce. This is overseen through the internal NCA governance framework. Table 6: Workforce by command powers split. The proposal to implement a one year pay award for 22/23, is to enable us to continue making progress in pay reform, whilst developing the future approach. 5. 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. Early evaluation data suggests that the hybrid working pilot has had a positive impact on wellbeing, engagement and performance. For example, the NCA are a proactive, rather than reactive, organisation, and we operate on different contractual terms and working patterns. 3. Subject to future agreement, the following are key areas of focus for our future three year proposal: Bringing more roles into capability-based pay; Addressing parity across the pay ranges, reducing the length of our pay ranges and ensuring we are able to compete within key markets; Moving officers away from RRAs and on to a capability-based pay, in order to build sustainability in the model; Reviewing working arrangements, including the 40 hour week, and considering where we may need more teams on shift arrangements, in line with our role as a 24/7 law enforcement organisation. 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. We also use cookies set by other sites to help us deliver content from their services. 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). . 28. Warrington (Hub), London*, Kingston upon Thames (Tolworth), Leicester, Bridgend, Bristol - *Under the NCA Estates Strategy, the London office is part of a planned relocation to a new NCA HQ in Stratford, . 73. 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. Targeting awards at lower earners will reduce gender pay gap. 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. 8% of roles within the command have powers. Accountable for developing and delivering the intelligence in response to support the 4 P planning developed by Threat Leadership. Recruitment has seen 25% increase in applicant numbers*. Dont include personal or financial information like your National Insurance number or credit card details. 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 reform that we have implemented has had a positive impact within the Agency. 51. 9. We will further review the plan for grade 6 as part of our future strategy. Table 35 shows the changes in recruitment activity from 2019-2021. This is set out in chapter 1. 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. The NCAs mission is critical to our national security. Demand for skills in law enforcement is high, and availability is low, particularly across hard to fill and specialist roles. This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. We identified and arrested prolific online offender David Wilson, who was charged with 96 sexual offences committed against 51 boys aged 4 to 14. 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. The Agency has made some progress against our pay strategy, through introducing a capability-based framework, whereby officers are rewarded as their expertise develops. 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. 75. 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. It is a critical part of our offer to apply affordable pay uplifts, in line with our strategy. 53. 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. 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. In these areas we have specialist, operational roles that remain on the standard pay framework. Table 10 addresses the key feedback. see the job advert for full location information. 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 estimate is based upon 14 The National Crime Agency Officer salary report (s) provided by employees or estimated based upon statistical methods. 2. 72. 29 Apr 2023 17:01:03 We have also conducted more activity and communication through our Remuneration Committee, and through our Agency review of RRAS. 76. The Agency recognises that there is no additional funding for pay this year, and has deemed 3% as affordable within our current envelope. We also need to develop our offer for our enabling professions. A list of hard-to-fill roles is included at Annex C, which includes priority operational areas for inclusion in pay reform. 56. SOC affects more UK citizens, more often, than any other national security threat, and is estimated to cost the UK economy at least 37 billion a year, with this cost increasing annually. Table 16 shows that proportionately, less officers work part time hours in operational commands than they do in enabling functions. 25. The NCA has focused on areas with the most pressing recruitment and retention issues first, utilising a data-led approach. 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. 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 Trade Unions also set their own set of evidence to the NCARRB to support in ensuring a holistic set of pay recommendations. This includes specialist encryption to hide their communications, and cryptocurrencies to launder their profits. 77. 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. We have redesigned the way we run lateral campaigns, to move away from an annual event, and aligning it more to surging capacity to meet the operational needs. An overview of our annual People Plan and progress against it can be found at table 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%). However, the Bank of England also predicts these spikes to re-adjust in the medium term. Our pay comparison position within the market is important because it links to our strategy on building an attractive and fair offer which enables us to secure the skills we need. 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. 85. [footnote 1] The NCA intend on bringing more roles into capability-based pay this year. 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. This proposal will move our grade 6 pay 1,439 ahead of the Civil Service median. We are reviewing the 90% target as part of our modernisation programme. 61% of overtime claims are from officers with powers, which broadly reflects the breakdown of powers vs. non-powers in the Agency. Officers report that they have a clear understanding of our objectives and goals, and that they understand how their work contributes to our mission. 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. 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. Sustained, unforced attrition within the roles team over two years, A track record of difficulty recruiting over a two-year period. 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 56: Total overtime claimed by grade. 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. 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. Table 65: Spot Rate Values by grade and ethnicity. The role requires a skill set that requires significant training investment to and experience to achieve level of proficiency required. Table 44: Exit Questionnaire reasons for leaving. Anomaly correction in location allowances -97 additional officers receiving a South-East allowance. Overtime claims by Command follows a similar distribution as overtime, with operational areas having the largest total. Table 13: Proposed standard pay range uplifts for 2022-23. Most powered officers are in operational commands, though there are some powered officers in enabling capabilities that are able to support operations where surge capacity is required. However, achievements with the vaccine programme, plans for additional jobs, and additional support provided to families and businesses, has supported the economy. 93. We have engaged with the workforce more on our prioritisation, and have provided more opportunities for the workforce to develop in these areas. 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. Contracts dont reflect working arrangements of 24/7 agency. Candidates from the rest of the world will be considered; however, Cochrane's Central Executive Team is only able to offer consultancy contracts outside these countries. The People Survey headlines can be found at table 9. 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. These were supported by all employee blogs, where officers could directly contribute to the conversation. 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. These are movements taking place outside of the lateral campaign, so will include promotions and other recruitment activities. Table 63: Contingent Labour costs by command. This is drawn out in more detail in tables 2 and 3. Inter-operability across all areas is important for driving a holistic approach. 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. 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.

Paul Brown Stadium Seating Chart Club Level, How Did 5ive Twin Brother Died, When I Was Puerto Rican Quotes And Explanations, Lincoln County Police Reports, Ub South Campus Map Harriman Hall, Articles N