The cohort data below shows the number of officers undertaking the programme since last years report. 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. The officers who were successful were from across the Agency. 87. It is important to note that the Agency operates as both a civil service department, and as a law enforcement organisation. This would build fairness, in line with the strategy. 99% of all officers have accessed the application this year to complete critical learning. *NCA data is based upon median pay in operational commands. 65% of roles within the command have powers. Table 57: Total overtime claimed by command. Inter-operability across all areas is important for driving a holistic approach. National Crime Agency | Civil Service Careers For an award above 3% IRC, the Agency Board would need to make choices to reallocate funding which would impact operational delivery elsewhere. Evidence to the NCA Remuneration Review Body (NCARRB), 2022 to - GOV.UK Develops technical and specialist skills to support critical work in fraud, asset denial, money laundering, bribery and corruption. 10. *Pay freeze applied for the 2021 pay uplift, except where officers earnt less than 24k, who received a 250 uplift. Our largest gap in pay is with policing. Table 15: workforce by sexual orientation. 4. 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. 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. We also use cookies set by other sites to help us deliver content from their services. 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. We recognise that there is more to do on leadership and managing change, which has reduced by 3% to 45% positive. It is recognised that pay is one part of the package, along with the wider people offer, which is outlined in chapter 2. This will be achieved through harnessing the collective powers of law enforcement, government, the voluntary sector and industry. 24. We have launched our online learning application, enabling learning to be delivered at pace. Table 37: Conditional offers by applicant and offers. The equality and diversity tables show a similar pattern to overtime, with a difference in gender and, to an extent, age. [footnote 1] The NCA intend on bringing more roles into capability-based pay this year. The most common scenario is when Officers are transitioning into or out of an International Liaison Officer (ILO) role i.e. Gender pay gap within capability based pay is below agency total, with a mean of 4.66% compared to 11%. 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. 22. 45. The associated costings of our proposals are broken in table 14: Increase the coverage of capability-based pay: 1.33m, Adjustment of London Weighting anomalies: 170k, Current Spot Rates and Standard Pay Ranges, 3) Initial Operational Training Programme (IOTP). The NCARRB cover only those officers who hold operational powers. 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 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. 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). Specialist Investigations Our Specialist Investigation teams include Social Workers, Financial Investigators and surveillance. However, the Bank of England also predicts these spikes to re-adjust in the medium term. childcare benefits (policy for new employees as of 5 April 2018): The government has introduced the Tax-Free Childcare (TFC) scheme. Our three year transformation proposal will be developed in parallel with our new People Strategy, to deliver a coherent offer. Each police force sets its own application entry requirements. Search Nca jobs in London, UK with company ratings & salaries. 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. Investing in the capability-based pay framework at grade 3 will enable us to do this, to incentivise officers to develop their expertise within the NCA. 3. We are devising a three year proposal which, subject to approval, would allow us to implement our full ambition. 92. 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. By applying a 1% increase at the grade maximum, and the remainder as a non-consolidated award, we will continue our strategic priority to reduce the length of the pay ranges. 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. 80. 17. This will include reviewing our approach to overtime, shift arrangements and wider contractual terms. 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. This means that the NCA runs a multi-step process across each pay year, and often in parallel. We have outlined that, whilst we have made progress, there is more to do to realise the full ambition. 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. In line with our strategy, we aim to extend capability-based pay across all eligible operational roles. This was primarily caused by effects of the pandemic. 77. 38. This is drawn out in more detail in tables 2 and 3. This represents year one of a three year plan, the overall investment is predicted to be 2.7% over three years. 39. 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. As of August 2021 we have 2198 officers on the spot rate framework, the increase in hours presents a productivity gain for the Agency. This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. However, we need to ensure we embed a coherent employment offer, and approach to pay, to support this. Table 66: Spot Rate Values by grade and ethnicity. The turnover for this group is low. This data also shows that female representation is higher within our enabling functions teams. Many of our hard to fill roles are situated in this geographical area, and we continue to face acute recruitment pressures here. The change is in part attributed to the 2020-21 government pay pause that was applicable to most of the workforce. **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. This includes remaining competitive, attracting new entrants and reducing the time it takes to onboard new starters at the beginning of the employment journey. 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. The NCA IOTP is a 24 month blended training programme which accredits officers as either an Intelligence Officer or Investigations Officer. This is being furthered through our Inclusion and Culture strategy. Further, future investment into the NCA pay progress is required. Our proposal, along with how this compares to the estimated police award for this year, is outlined at table 12. 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 must attract, develop and retain the skills that we require across our many different professions. 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. 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. This is an improvement on last year where spot rates covered 28% of our workforce. Following the successes in 2020 we are now expanding growth in specialist areas which matches with our goals of expanding the spot rate framework into these role types. 10.Engagement with officers on pay is key. Operational disruptions have increased, and we have had our most successful year to date in 2020/21. Almost 36% of the workforce hold operational powers, with most concentrated within our Investigations command. Our officers, and the partners we work with, deliver outstanding operational results to ensure the public are protected. Prior to this 2016-17 attrition was at 6.23%, which has risen year on year. 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. These examples demonstrate the complex nature of the work that we lead.
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