nca officer salary uk

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. 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. Nca Jobs in London, United Kingdom, April 2023 | Glassdoor As the spot rate framework has developed, the number of officers working 40 hours per week has increased annually. Table 4: Comparison of Median pay in the NCA Operational commands and Police forces. Our ability to implement the strategy, delivered through our four pillars, is crucial to achieve continued operational success, in a sustainable manner. This data has been collected from October 2020 to November 2021. Intelligence analyst job profile | Prospects.ac.uk The NCA provide many specialist capabilities on behalf of law enforcement, intelligence and Civil Service partners. The NCA has a differentiated strategy due to the varied markets that we operate in; some officers have received significant pay increases since reform began in 2017, particularly where we have focussed on targeting investment in spot rate values. As outlined we have made some progress in achieving that, through extending capability-based pay from 48% in 2018, to 56% now. Our constantly evolving and expanding capabilities means that we need people with experience of project management to policing, crime analysis to commercial procurement. At grade 1 we only have 5 female officers on the spot rate framework. As part of the case for 3% IRC, we anticipate some reductions in spending elsewhere such as overtime and TOIL. The most prevalent reason for leaving the Agency in operational areas is retirement, which means that we lose experienced officers with important skills. This submission evidences the impact of the pay pause, and the importance of continuing to apply a meaningful, affordable investment into our offer, to build a workforce for the future. The NCA has a blended workforce of powered and non-powered officers. This has allowed us to remain competitive in our enabling capabilities roles, when compared to our Civil Service comparators. To support this, the Agency has a number of pay processes, policies and procedures that are subject to negotiation with Trade Unions. 11.There is also a significant amount of pay activity that does not come under the direct remit of the annual pay bargaining and review processes. This will provide an average uplift across the standard pay ranges of 2.43%, and will reduce the average pay length gap to 23%. It undermines sovereignty and corrodes economies worldwide. Wed like to set additional cookies to understand how you use GOV.UK, remember your settings and improve government services. *Data is based on NCA employees on NCA Terms & Conditions. This year we have aligned our pay plan more closely into the People Plan, which is covered in chapter 2. The pay strategy is detailed at chapter 1, with an overview on how pay works in the Agency at Annex B. The majority of the workforce remains on the Standard Pay Range. To conclude, the Agency has been continuing to develop our workforce through the 21/22 People Plan. Gender pay gap within capability based pay is below agency total, with a mean of 4.66% compared to 11%. 58. We have allocated 1.33m to increase the number of roles in scope of capability-based pay this year. Progress against our pay reform ambition must be affordable within the funding provision. Accountable for developing and delivering the intelligence in response to support the 4 P planning developed by Threat Leadership. The Agency will apply the criteria set out to determine the roles that will be prioritised for investment. The reform that we have implemented has had a positive impact within the Agency. 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. In 21/22, progress was limited due to the pay pause. This is being furthered through our Inclusion and Culture strategy. This will include reviewing our approach to overtime, shift arrangements and wider contractual terms. 23. In these areas we have specialist, operational roles that remain on the standard pay framework. Table 38: Internal transfers for Intelligence, Table 39: Internal transfers for Intelligence. We are therefore applying awards across all grades in our standard ranges. 73. We need to go further than we have previously done to achieve this. The intention was to undermine the UKs economy, integrity, infrastructure and institutions through criminality. NCA general enquiries or to verify an NCA officer, available 24/7 . 13. 92. This work will form the basis of our 23/24 NCARRB submission. This would also keep NCA pay from lagging further behind comparators in this area. Working with partners both nationally and internationally. Table 40: productivity statistics by grade. The current expected attrition for 2020-2021 is 7.5%. However, we continue to have increased operational demand in the South-East. 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. The percentage breakdowns broadly reflect the NCA workforce, with there being minor differences in some areas. We identified and arrested prolific online offender David Wilson, who was charged with 96 sexual offences committed against 51 boys aged 4 to 14. 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. The 2021 National Strategic Assessment concluded that the threat to the UK has highly likely increased compared with 2020. 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. This chapter has shown the alignment between our pay strategy and the organisational context. 40. The operational success of the Agency depends on the expertise of the whole workforce. During 2021 the NCA has continued to build on the accelerated pace of 2020, though there has been an impact of the Covid-19 pandemic on recruitment. 12. For an award above 3% IRC, the Agency Board would need to make choices to reallocate funding which would impact operational delivery elsewhere. It is imperative that we align our pay strategy to support this, in order to stay ahead of the threat. Table 15: workforce by sexual orientation. 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. 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. Our comparators include policing, the UK Intelligence Community and the Civil Service. Whilst we will build on this in 22/23, there is more to do. We've rounded up all the jobs on offer at the NCA's Warrington hub that you can apply for right now. This is set out in chapter 3, Section C of our pay proposals. We have outlined that, whilst we have made progress, there is more to do to realise the full ambition. Agree priority areas to prioritise for capability-based pay, aligning the approach with hard to fill roles. 66. He blackmailed victims, using threats of sharing material already obtained to incite more extreme abuse, including the abuse of younger siblings and friends. 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. 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. This is to negotiate on employees T&Cs whereby officers are not covered by an independent body. The Agency recognises that there is no additional funding for pay this year, and has deemed 3% as affordable within our current envelope. 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. 7. Building a 3 year transformation proposal to accelerate progress. *NCA data is based upon median pay in operational commands. Receive newsletters. This is drawn out in more detail in tables 2 and 3. Details Reference number 280580 Salary 30,740 Roles based in London will also receive an additional London Weighting of 3,595. Table 35: Number of candidates added to NCA pipeline. Overtime claims by Command follows a similar distribution as overtime, with operational areas having the largest total. 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. Over past 4 years 1942 officers have been recruited into agency. Responsible for planning and driving the most effective and impactful whole system response to the SOC threats. The National Crime Agency employees rate the overall compensation and benefits package 2.4/5 stars. This creates sustainability and wellbeing issues, and challenges with diversity and inclusion, as overtime only benefits officers who are able to routinely complete additional unplanned work. 59. 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. Sustained, unforced attrition within the roles team over two years, A track record of difficulty recruiting over a two-year period. In 2021, the Agency introduced a People Plan, to consolidate our position, set efficiencies and to bring people on to fill critical capability gaps. This rose to 2% during the second quarter. 64. Expanded capability based pay to 54% of operational roles. However, achievements with the vaccine programme, plans for additional jobs, and additional support provided to families and businesses, has supported the economy. National Crime Agency. There are areas we still need to do more work on, expert spot rates, allowances and capability based pay progression. 2. **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. A high-level overview of the criteria and its application is set out in table 11. Table 57: Total overtime claimed by command. 38. Intelligence analyst | Explore careers | National Careers Service - GOV.UK To help us improve GOV.UK, wed like to know more about your visit today. Building a professions strategy for enabling functions. The outcomes from the National Police Chiefs Council (NPCC) workforce review mirrors the challenges we face in attraction and recruitment. The below breakdown shows the position in the pay range at each grade for officers on the standard pay range. The officers who were successful were from across the Agency. The impact of COVID-19 has seen on average a 50% significant reduction in leavers from the Agency. Operational disruptions have increased, and we have had our most successful year to date in 2020/21. 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. The total cost of this was 211,392. We operate across all four nations, with different rules applied at different times. We build the best possible. Table 63: Contingent Labour costs by command. What is the difference between NCA and police? - KnowledgeBurrow 2. One of the priorities for the Agency is making our workforce more diverse. 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. Whilst this does not cover roles within the NCARRB remit, it is important to present the organisational ambition. National Crime Agency salaries: How much does National Crime - Indeed Government defines SOC as a tier two national security threat, with cyber sitting alongside terrorism as a tier one threat. Absence has been lower during the COVID 19 Pandemic; with spot rate sickness levels are even lower than 2018 and 2019. The proposal will apply an average investment of 3.18% in the capability-based pay framework. UKFIU Defence against Money Laundering (DAML) Team, Infrastructure / Field / Software Engineering & Architecture, The Agency apply capability-based pay in line with the following criteria: pay comparison in the market, recruitment and retention data, the level of disruption & accountability in the role, the complexity of the role, and whether it is deemed hard-to-fill. The National Crime Agency Salary FAQs The average The National Crime Agency salary ranges from approximately 33,298 per year for an Officer to 47,302 per year for a Senior Officer. 85. Agency needs to develop and modernise our total offer, taking into account other pay and non-pay benefits, as well as a wholescale review and how and where we work. 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. Across the standard pay ranges, we have been able to apply some meaningful increases, with pay range minimums increasing by up to 3,933. 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. 37. We have continued to encounter increased volumes of applications for posts in capability-based pay, and conversion rates from application to hire are increasing. This included moving people laterally to fill specialist roles, linking learning outcomes to reward, and bolstering our leadership and management capability. The overall engagement score of 62% is a reduction of 3 percentage points, though this result is still a 12% improvement on 2018. Intelligence analysts, also known as officers, work primarily for the UK's three intelligence and security agencies (GCHQ, MI5 and MI6) and also the armed forces and the police. 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. 39% of our workforce are on spot rates, with other T&Cs covering 0.22% of our organisation. 11. 21. Specifications: Permanent Role. As of August 2021 we have 2198 officers on the spot rate framework, the increase in hours presents a productivity gain for the Agency. During 2021-22 we are expecting a full year forecast of 7.26m in contingent labour costs, with the majority spend being in DDaT and Corporate Business Services which are relatively small commands. This includes performance bonuses, overtime and contingent labour costs. As we move towards producing the ethnicity pay gap, we need to improve opportunities for BAME officers at the highest grades. During the financial year 20/21 there was agreement that officers could be paid TOIL at a standard rate. Cochrane seeks Advocacy and Partnerships Officer. Operating across geographical and virtual borders, SOC perpetuates serious violence, and harm to the UK from across the globe. We must attract, develop and retain the skills that we require across our many different professions. 60. 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. You have accepted additional cookies. 10.Engagement with officers on pay is key. 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. We have set out below the direction that we are heading in extending capability-based pay further this year.
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