nca officer salary uk

13. 2. 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. 8% of roles within the command have powers. Table 5: Current standard pay range values. It also draws out our pay challenges and the areas we are able to address this year. Whilst we will build on this in 22/23, there is more to do. The tables below show the diversity & inclusion characteristics of overtime, showing the gender split, ethnicity, age groups and working patterns of claimants. Across the standard pay ranges, we have been able to apply some meaningful increases, with pay range minimums increasing by up to 3,933. Existing application of our capability-based pay framework, along with our reforms, have helped with the challenges of recruiting the skills we need. Salary : 35,000 per annum. 37. The results are approximately 2-3 percentage points down in comparison to 2020. The average pay range in the NCA is 23% compared to the Civil Service best practice of 15%. The broad timeline for this process is as follows: November Home Secretary issues the remit letter to the NCARRB (published on gov.uk), February NCA submits written evidence to government for consideration, March NCA DG delivers oral pay evidence to support the pay case, May The NCARRB produce their written recommendations, June July The government responds to their recommendations. This is set out in chapter 1. The Agency recognises that there is no additional funding for pay this year, and has deemed 3% as affordable within our current envelope. 78. The diversity of these groups is represented in the IOTP diversity statistics shown on the following pages. Table 57: Total overtime claimed by command. Whilst this does not cover roles within the NCARRB remit, it is important to present the organisational ambition. Operating across geographical and virtual borders, SOC perpetuates serious violence, and harm to the UK from across the globe. The NCA has continued to take a leading role in protecting the public throughout the Covid-19 pandemic. 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. The typical The National Crime Agency Investigator salary is 35,458 per year. Roles based in Chelmsford/Stevenage will receive an additional. Continued to build our approach to strategic workforce planning and resourcing. Table 69: Standard Pay Range by grade and ethnicity. In these areas we have specialist, operational roles that remain on the standard pay framework. We must attract, develop and retain the skills that we require across our many different professions. 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. We also aim to reduce the length of our standard pay ranges so that they are aligned with the Civil Service best practice of 15%. As part of the case for 3% IRC, we anticipate some reductions in spending elsewhere such as overtime and TOIL. 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: [email protected]. Invest in capability based pay to 250 more roles, focusing on hard to fill areas. A diverse workforce enables a culture where different perspectives and knowledge are embraced to innovatively combat newly emerging criminal threats. 27% of roles within the command have 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. For a proportion of our grade 3 officers who are high overtime earners, it wouldnt have been financially viable to change their terms and conditions, as they would lose the potential for overtime. , 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. A)Expanding the coverage of Capability-based pay. The areas that we need to build specialist operational skills are prioritised for capability-based pay. The NCA provide many specialist capabilities on behalf of law enforcement, intelligence and Civil Service partners. Table 5: Comparison of Median pay in the NCA and Civil Service. We are proposing a targeted pay uplift for our grade 6 officers this year, to support fairness and attractiveness of the offer. We achieved our highest level of disruptions during this time. This was to recognise that some of our roles are not operating in the same environment as policing. 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. 65% of roles within the command have powers. Follow us on: - Twitter (https://twitter.com/NCA_UK) - Facebook (https://www.facebook.com/NCA) Website http://www.nationalcrimeagency.gov.uk. Whilst the NCARRB process covers officers with powers, non-powered officers pay is determined through a collective bargaining process with the Trade Unions. 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. In balancing the above, we are proposing a meaningful uplift, by applying a 3% IRC this year, balanced with other Agency priorities. 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. 23. 62. As part of managing pay, the Agency engage with our three recognised Trade Unions, who represent the interests of their members. Some of this spend will expected but the effects of this need to be investigated in preparation for the potential three year pay deal. We have seen, due to Covid-19, our officers adapting to homeworking well (as a short term measure), and data has outlined that our sickness levels have decreased from previous years. We recognise that there is more to do on leadership and managing change, which has reduced by 3% to 45% positive. 9. This represents year one of a three year plan, the overall investment is predicted to be 2.7% over three years. 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. 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. 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. 6. 63. These complex priorities set out the need for an integrated workforce strategy. 10.Engagement with officers on pay is key. We also need to ensure officers can access the training they need, and to drive inclusion and an open, transparent culture. This is a key enabler of our strategy. 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 ambition is to move officers off temporary allowances and on to capability-based pay. 85. 71. This is increasingly being driven by advances in technology, as criminal groups are operating in a global, inter-connected way, to continue to profit and avoid detection. The below data shows that the majority of our powered roles are officers graded 4 and 5, which are more frontline facing roles. The NCA protects the public by targeting and pursuing criminal groups who pose the greatest risk to the UK. 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. Intelligence Analyst 3 salaries Intelligence Analyst 1 salary View More Media & Communications Based on 5 salaries Internal Communications Manager 1 salary Senior Communications Officer 1 salary View More Product & Project Management Based on 5 salaries Project Manager 1 salary Project Manager 1 salary View More Administrative Based on 4 salaries National Crime Agency | Civil Service Careers Leading the UK's fight to cut serious and organised crime. 64. Expanded capability based pay to 54% of operational roles. The below breakdown shows the position in the pay range at each grade for officers on the standard pay range. Government defines SOC as a tier two national security threat, with cyber sitting alongside terrorism as a tier one threat. We build the best possible. Our officers, and the partners we work with, deliver outstanding operational results to ensure the public are protected. The vacancy gaps in these areas are 34% and 30% respectively, compared with the NCA average of 21%. 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. This work will form the basis of our 23/24 NCARRB submission. Salary & Allowances (NCA average compared to law enforcement average). In order to understand the reasons for our officers leaving, we have examined data from our exit questionnaire. 87. This is to negotiate on employees T&Cs whereby officers are not covered by an independent body. 81. In June 2021, the Agency introduced a hybrid working pilot, in line with government easing of restrictions. 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%). Overtime claims by Command follows a similar distribution as overtime, with operational areas having the largest total. More. *Officers funded by NCA Margin are either in process of being redeployed or whose costs cannot be attributed to a command budgetary line. This is why the NCA offered a choice to opt-in. Table 18: workforce by command work pattern split, Table 19: workforce by grade gender split. 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. 39. This is an improvement on last year where spot rates covered 28% of our workforce. It is recognised that pay is one part of the package, along with the wider people offer, which is outlined in chapter 2. We operate across all four nations, with different rules applied at different times. Built a more sophisticated benchmarking approach to inform next years pay strategy. 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. The proposal will apply an average investment of 3.18% in the capability-based pay framework. Further attrition data is contained in Annex A, point 6. We require a unique, blended skills mix from different professions which we source from varied markets. The National Crime Agency leads the UK's fight to cut serious and organised . It is important to continue investing in capability-based pay so that we provide an incentive for those early in their careers to develop their expertise in the NCA. We've rounded up all the jobs on offer at the NCA's Warrington hub that you can apply for right now. It is important to note that the Agency operates as both a civil service department, and as a law enforcement organisation. Our comparators include policing, the UK Intelligence Community and the Civil Service. 61% of overtime claims are from officers with powers, which broadly reflects the breakdown of powers vs. non-powers in the Agency. The NCA has focused on areas with the most pressing recruitment and retention issues first, utilising a data-led approach. Over the last four years we have increased representation of officers throughout all protected characteristics. We do recognise that some of our roles are not operating in the same environment as policing. These are movements taking place outside of the lateral campaign, so will include promotions and other recruitment activities. 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 also need to develop our offer for our enabling professions. Receive newsletters. The NCA are a proactive, rather than reactive, organisation, and we operate on different contractual terms and working patterns. A new NCA Director General (DG) will be appointed in 2022, charged with leading the Agency through a period of significant transformation. This has helped to build agility, and more officers have benefited from developmental career opportunities. Intelligence Officer/Analyst These are campaigns which fill vacancies across the NCAs Intelligence command, as either an Intelligence Officer or within an Analyst team. 10. The Agencys attrition rate is 8.9% as at 30 August 2021. As a result of the Covid-19 pandemic, the UK economy has faced its toughest climate in 10 years. The 3% IRC that we are proposing is affordable within our budget without having detrimental impacts elsewhere. 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. Targeted investment at grade 3 to reduce overtime reliance. The Agency continues to score strongly on officers feeling aligned to our organisational purpose. In February, he was sentenced to 25 years in prison. This is an encouraging indication of the strong sense of collaboration across the Agency.

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