Web viewPolicy states that over time or flexi should not be enhanced until 37 hours i.e. a full working week. ... (a Word document) ... (Nokia – Samsung smart

Table of Contents

Category A Motions

Pay & Pensions pages 2 - 7

Allowances pages 8 - 14

Terms & Conditions pages 15 - 19

Policy pages 20 - 26

Equality pages 27 - 35

Health & Safety pages 36 - 40

Training pages 41 - 45

NCOA pages 46 – 47

Category B Motions

Terms & Conditions page 48

Category D Motions

Health & Safety page 49

NCOA page 49

1

Pay & PensionsMotion E1 (A1, A4)

Recent intranet blogs and informal discussion with senior managers has highlighted that the NCA is planning to introduce pay reform which would see officers in roles defined as ‘specialist’ getting paid differently to those in ‘non-specialist’ roles. This would be divisive and would damage the attempts at building a positive work culture in the NCA. Furthermore, the lack of any detail in the communication from the NCA to its employees and the embargo it is putting on the NCOA to properly brief its members is only adding to the concern members are experiencing.

The NEC is instructed to engage with the employer as soon as possible to re-iterate that the NCOA is strongly opposed to a pay structure which would lead to a two-tier workforce.

The NEC should report to the NCOA members, their progress and success in these negotiations.

LSE

Motion A2

The minimal communications that have been released by the official side regarding Pay Reform suggests that ‘operational’ officers may be paid more than ‘non-operational’ officers. If this is the case then how will members pay be affected by a move from an operation to non-operational role following the reform? This may occur by choice, by management move or because of medical or other personal reason. There is a real concern or crating golden handcuffs within the Ops roles.

This motion seeks to instruct the NEC to seek assurance from the employer that no member will be disadvantaged by a move from operational to non-operational teams.

MW&W

Motion E2 (A3, A6, A7)

The paucity of NCA Pay awards and the need for engagement for NCA plans for Pay Reform have been issues consistently raised by NCOA members as well as being debated at NCOA AGM’s.

Your NEC are committed to engagement with all its Members and to represent all its Members equally not matter what Grade or Role when dealing with all matters

2

relating to Pay, Allowances and Reward. The motion seeks this AGM to further endorse this position.

The recent DG’s blog has indicated that Pay Reform may reach its conclusion. Whilst there has been embargo on information to officers and your NEC are not aware even informally of the most recent proposals following a direction given to the NCA by HM Treasury.

This AGM should instruct the NEC to consult with its Members regarding any NCOA position to be given to the NCARRB on the NCA Pay Reform proposals and to ballot / survey all Members on any formal NCA proposals which emanate from proposed Pay Reform in the NCA. Should the NCA seek a Collective Agreement on Pay Reform proposal, your NEC will act in accordance of the majority wish of all NCOA members?

Whilst being cognisant of any embargo, your NEC must keep all NCOA members fully updated on pay reform information and developments.

NEC

Motion A4 (E1)

The NEC is instructed to engage with the NCA Board regarding members concerns that there appears to be an increase in silo-thinking across the agency, with decisions taken for the benefit of individual teams or business areas without due consideration of the impact on the wider NCA.

Examples of this would be the current pay reform proposals, which have the potential to create divisions between staff with similar levels of responsibility by appearing to value some specialisms above others, or the recent decision by Specialist Investigations to advertise 32 x G5 vacancies at higher rates of pay than many existing G5 officers (advert later withdrawn). Whilst these decisions may assist the departments concerned to recruit staff, little consideration appears to have been given to the adverse impacts on the wider workforce.

Members feel that the NCA is in danger of losing its corporate identity and ‘one workforce’ reputation, instead creating a 2-tier workforce, with managers working for the benefit of their individual business areas rather than for the benefit of the wider NCA.

North

3

Motion A5 (E3)

The current role advertised for armed investigators is shown as Grade 5 internally, but with a salary of £33,850 on the civil service jobs website. That is not a maximum salary, it is the offered salary. This could be a difference of something in the region of £8,000, when comparing to new entrants to the agency who have completed the minimum requirements for the post (and in fact exceeded them, as all accredited investigators within the agency are PIP2). It seems absurd when they will be doing the same job.

This sort of arbitrary difference in pay only serves to exacerbate the current issues with pay and leads to low morale. If this salary can be offered to external recruits, can it not be offered to the internal applicants as well?

This motion seeks AGM approval to instruct the NEC to engage with the employer regarding this detrimental treatment of existing staff regarding pay, with the aim of rectifying the difference.

The NEC should report back in a timely manner.

North

Motion A6 (E2)

The current pay structure is not fit for purpose & the Agency is currently exploring its options for changing the pay structure. The Agency is yet to formally consult NCOA but members’ fear that the changes to come will only benefit a small number of officers. The NCOA has the core value of supporting all of our members equally; we do not differentiate between officers with or without powers. Members fear that the pay reform will only benefit officers with powers, who work within the operational arena.

This motion seeks AGM approval to instruct the NEC to ballot all of our members concerning any offers we receive regarding proposed pay reform during any future consultation we undertake. The NEC should report back in a timely manner.

North

4

Motion A7 (E2)

NCOA members have seen no significant increase in their pay for a decade and face the prospect of future pay increases being capped at 1% until 2020 and possibly beyond unless Pay Reform for all can be achieved.

To date the NCA admissions to its employees on the intranet have been woefully inadequate in their detail but do give rise to concern that despite the ‘One Workforce’ ethos the agency was built on that just a minority of staff will see any benefit from pay reform – yet again those in the operational arena. How can the employer expect to have a motivated and valued workforce when it seeks just to reward a small minority at the expense of the rest of the agency?

G5 civil service pension contributions have quadrupled over the last 5 years from around £40pcm to £160pcm (almost £1500 per year) whilst at the same time the pay has increased by around £1000 per year – an immediate reduction of £500 without taking into account inflation, energy costs or fuel.

The NEC is instructed to engage with the NCA senior leaders and ensure that there is a fair and transparent pay settlement for all officers, and individuals are not unfairly remunerated because of role they perform but that all staff are valued.

The NCOA are further instructed to seek agreement that the minimum annual pay increase of £270 per officer agreed as part of last years’ pay deal is not reduced this year for those with longer service and is in fact increase to a minimum £300 per officer as this equates to 1% of the salary of a mid-point G5 officer – G5 being the core grade.

The NEC should report to its members, their progress and success in these negotiations.

LSE

Motion E3 (A8, A5, A9, A10)

It has been reported that a number of recently recruited officers into the NCA have been able to negotiate their starting salary with HR. This has led to some officers being paid a starting salary of many thousands of pounds more than existing staff at the same grade who have worked for the NCA for a number of years. Furthermore, some NCA officers are still on their pre-cursor terms and conditions which have led to a disparity on certain teams whereby officers at the same grade are getting paid significantly different sums of money for doing the same role. Such disparities in pay can only damage the working relations between officers and will not help to build the NCA culture so strongly promoted by the Agency.

5

The NEC is instructed to engage with the employer as soon as possible to identify how the pay disparities can be rectified.


LSE

Motion A9 (E3)

Along with a number of other officers was recruited to the Agency during the transition from SOCA to NCA we were recruited as “experienced investigators” and paid £24717 which was a non-negotiable salary.

Since that date the Agency has run Project 500 to again recruit experienced investigators. However their salary was £30000 or more. Therefore they were earning £5000 a year more than me and other existing staff, who have the same skill set.

I believe that the NCOA made the Agency aware that staff were not happy with this situation. However I believe that the Agency has again carried out a recent recruitment exercise again offering new staff higher wages that existing staff.

I know the pay situation is being examined. I believe that staff who joined the Agency as experienced investigators in 2013 should be paid the same as those who were recruited later on Project 500.

LSE

Motion A10 (E3)

In relation to the motions regarding pay, given the reduction in budgets, in particular overtime, it is becoming increasing unfair that officers promoted to G2 get a 10% uplift whilst officers at all other grades are treated less favourably with just 5%.

Whilst a few officers see a significant increase due to being towards the bottom of the pay range when they get promoted most do not and with ever reducing budgets the argument that staff at G3 – G6 can earn overtime is no longer a fair assessment across the agency.

The NEC is instructed to engage with the NCA management and ensure that there is a fair and transparent pay and reward policy, and that equitable pay on promotion forms part of the pay reform case.

6


LSE

Motion A11

The existing NCA Overtime Policy and officers contracts state that officers of grades 3 – 6 can claim overtime for enhanced pay (or TOIL) once 37 hours work has been completed in the working week (normally 5 consecutive days) provided any additional hours required are pre-authorised.

Senior managers in some departments are now insisting officers take any overtime as ‘Flexi’ at plain time rather than for pay or TOIL at enhanced rates citing a lack of budgets but this is applied inconsistently depending on the area of business and means officers are not treated equitably. Why is an operational officer who works an additional 10 hours Monday – Friday at the NCAs request entitled to 15 hours pay or time off but an officer in a non-operational role is credited with just 10 hours for time off for the same level of commitment.

Surely the fairest way is to enforce that overtime done at the behest of the NCA can be claimed enhanced and for pay whilst additional hours done at the request of the officer should be done for ‘Flexi’.

The NEC is instructed to engage with the employer to ensure that the application of policy is consistent for all officers in line with their contract irrespective of the department for which they work.

LSE

7

Allowances

Motion A12

The current subsistence allowances are as follows: £4.70 for up to 10 hours out of office; £10.00 for between 10 and 12 hours out of the office, and; £14.70 for over 12 hours out of the office

These rates are woefully inadequate and leave NCA Officers out of pocket for foodstuffs purchased during the course of working on NCA business away from their normal place of work.

Not only are these rates extremely low, they have not been significantly increased (by more than a few pence) for at least 12 years.

This adversely affects nearly all NCA Officers, and especially those who frequently work out of the office.

This motion asks the NCOA to lobby the NCA to substantially increase the subsistence allowances to better reflect the rising costs of subsistence items.

North

Motion E4 (A13, A14, A18, A20)

The agency has stated that the London Weighting Allowance (AWA) is under review again. Officers have had pay freezes and then a cap of 1% on pay rises. This means that pay has not increased in line with inflation and therefore officers have effectively received a pay cut for the last ten years. The removal of the LWA from officers, and such a move would be extremely detrimental to officers living in and around London, who already endure a significant cost to live and work in those areas.

Removal of LWA for those officers could make continuing to work for the NCA unaffordable.

Any proposed changes to the LWA should be provided in the NCARB submission.

In view of this, the NCOA instructs its NEC to ensure that the Agency understands its duty to declare potential changes to the LWA to the NCARB.

8


NEC

Motion A14 (E4)

It has been widely reported that the NCA is reviewing its policy and procedures in relation to London Weighting. Members are concerned that the NCA will re-visit its previous suggestion to remove London Weighting for officers based at locations outside of the M25 or for officers who work from home either on a temporary or permanent basis using VPN laptops.

Many of these Branches are just outside of the M25 and are officers based there are still subjected to a much higher cost of living than those in other regions. The removal or reduction of London Weighting will have a significant financial impact upon those officers affected. This could make continuing to work for the NCA unaffordable.

The NEC is instructed to engage with the employer as soon as possible to re-iterate that the NCOA is strongly opposed to any removal or reduction of London Weighting.


LSE

Motion A15

Can the NCA explore the taking up of the free TFL oyster cards for those NCA officers who meet the qualifying criteria set by TFL?

This would save both individual officers and the agency significant sums and would have a positive impact on the T&S budget. The savings could be utilised for pay and reward budget for the whole workforce in a time of government imposed austerity and pay restriction.

For those officers who deploy to London operationally, on meetings or on enquiries this would mean an instant cost saving to them prior to claiming for the Oyster card top up costs through expenses and to their departments as a whole who would see a reduction in the T & S spend on travel.

9

Increasingly travel times using cars in the Greater London area are increasing. The option of the use of Oyster cards would make Officers more inclined to utilise them when making enquiries or attending meetings. This would lead to significant organisational savings in GPV and operational fleet vehicle operating costs and better use of officer resource time management, causing efficiency savings in line with NCA values.

The NEC is instructed to engage with the employer asking for them to accept the TFL offer for qualifying officers.


LSE

Motion A16

The previous DG – Keith Bristow had championed a travel concession scheme similar to the one operated by the MPS. The NCA was looking into the possibility of negotiating discounted rail travel but negotiations into this appear to have stalled in part due to the requirement for officers to hold powers.

Given the complexities of concessionary travel we propose an alternative consideration by way of a discount railcard similar to those already available and there is already a government scheme running for the MOD/Military so it may be relatively easy to piggy back this.

Given the move by Police forces away from the subsidised travel we believe that a railcard similar to that available to military personnel to be a viable option. MOD staff and Military personnel can get a Military railcard for a small fee and this entitled Service Personnel to a third off fares. If this was available to officers and applied to season tickets it would reduce the bureaucracy for both the train companies and the NCA and may also get buy-in from other Police Forces thus reducing the cost to those forces who currently pay towards the travel of existing officers as part of their terms and conditions.

It would also assist the NCA in reducing its’ Travel and Subsistence outlay as the discount could be applied via Clarity Travel who already have the option of using the MOD and other railcards (it does indicate on the Clarity site that the discount for these cards is 34%).

10

This solution would remove the issue of powered vs non-powered staff seeing a benefit and would remove the perception of any scheme being London centred as it could be available country wide as is the case with other railcards – MOD, Young Persons, Disabled, Family, and Over 55.

NCA officers pay has failed to increase in line with inflation for almost a decade and that, along with pay freezes and significant increases in pension contributions, has led in practical terms to a cut in salary for all officers. The cost of living has increased and therefore NCA officers’ disposal income has dropped significantly. Reduced cost travel would reduce the financial burden on officers and would see a measurable benefit to the NCAs need to reduce costs.

The NEC is instructed to engage with the employer, as a matter of urgency given the timescale which has elapsed, as soon as possible, to gain an update as to the current situation and to seek a commitment to progress/develop a discount Police (or Law Enforcement/Emergency Services) railcard as an alternative. The NEC should report to the NCOA members on their progress and success in these negotiations.

LSE

Motion A17

When the National Crime Agency was created in October 2013 officers from the Metropolitan Police were sought to fill roles in the new agency. The National Cyber Crime Unit (NCCU) was one of the areas which benefited immensely from the skills and experience from officers from the Metropolitan Police. One of the benefits afforded to Metropolitan Police Officers was the use of TFL travel. This was a concession which has always been afforded to Metropolitan Police officers where they have the ability to travel on the TFL network without paying for the fare to do so, on or off duty. I understand that the NCOA has been offered an agreement with TFL where powered officers can still continue this concession and have travel on the TFL network, provided that they were to step in should an incident occur. When Keith Bristow led the agency there was a vision of having all officers powered so that we were a more effective workforce and could operate in many spheres. Powered officers go through the PIP Level 2 process which is the same as a detective. This means officers have to sit the National Investigators Exam and once this has been passed then go through a long process of evidencing key competencies to show that they have the ability to be a powered officer. These are skills which are acquired with time and experience.The recent news article (The Times - 22 Aug 2017) has shown the public that there is discontent amongst officers due to a lack of pay. This has highlighted the disparity that already exists in the agency in terms of varied pay structures for people who carry out the same job.

11

There is a clear demarcation of powered and non-powered officers in that certain roles and jobs require officers to have powers in order for the agency to be operationally effective. Powered officers also help heighten the agency’s profile with members of the public and other LE colleagues when they exercise their powers outside their contractual hours.

I would like the NCOA to reconsider their motion for officers with powers to have TFL travel and ask for this offer to be accepted. This is so that officers can travel on the TFL network and also provide additional added security for TFL staff whilst inside or outside their normal work hours. This is a concession which has been offered to the NCA with no additional cost.

Furthermore this is of benefit to the NCA with regards to costs. In a time of austerity the NCA should be looking to take advantage of all avenues of cutting costs. Costs can be reduced where the NCA currently pays for train travel from all London terminals. Powered officers can then travel on the TFL network cost free and this also can apply to travel on the ATOC network. Officers can be required that their tickets begin the outermost TFL stations to their intended destination, in turn meaning there is no London travel cost to the NCA.

LSE

Motion A18 (E4)

With the lack of progression and pay caps over recent years, all officers are severely detrimentally affected pay wise. London and South East officers have higher living cost and the current London Weighting allowance of circa £3,200 is in no way indicative of the extra cost of living in the region. Other civil service or police in the same area(s) get considerably more than NCA staff (I believe Met between £4k and £6k and Home Office circa £4.5k).

A March 2016 document produced by Unison which looked at a broad range of London Weighting allowances showed that London Weighting for Inner London officers should be ranging between $4.1k & £6.4k max) with outer London ranging between £3.5k & £4.4k.

The NEC is instructed to negotiate with the employer regarding a fairer and more representative London Weighting allowance more in keeping with other civil service or police counterparts.


12

LSE

Motion A19

Members are concerned that the NCA is not applying its’ own policy regarding London Weighting in a fair and transparent manner.

When Hemel Hempstead and Harlow offices closed in 2015/2016 and re-located to Stevenage officers were told that the NCA position was that no site outside of the M25 would be designated as a London Weighting site in line with Civil Service guidance. (This was despite the fact that the police forces with whom the NCA has co-located are in receipt of a £2000 regional allowance to aid recruitment and retention and prevent officers leaving for the MPS.)

However this guidance has not been applied to Gatwick which has recently been given London Weighting as part of the Border Policing assimilation exercise despite being located further from London than Stevenage.

Officers based within the south east are still subjected to a much higher cost of living than those in other regions and the lack of LW continues to be cited as one of the factors cited by some leavers as a factor in their decision to seek other employment.

The NEC is instructed to engage with the employer to reconsider the payment of London Weighting for any officer based at the Stevenage office.


LSE

Motion A20 (E4)

Members remain concerned that the NCA will re-visit its previous suggestion to remove London Weighting for officers based at locations outside of the M25.

Many of these Branches are just outside of the M25 and are officers based there are still subjected to a much higher cost of living than those in other regions. There are also officers who have been subject to office closures who are in receipt due to estates restructuring and not through a personal choice to move location. Therefore, the removal or reduction of London Weighting will have been at a significant financial detriment to those officers affected. This would make continuing to work for the NCA

13

unaffordable and is already being cited by some leavers as a factor in their decision to seek other employment.

The NEC is instructed to engage with the employer to confirm that the NCOA is strongly opposed to any removal or reduction of London Weighting for any officer.


LSE

14

Terms & ConditionsMotion A21 (E6)

It is common knowledge that the lease for Calder Branch has a lease break clause to allow a break in the lease in 2020. Staff are aware that senior management have been looking at options for the future and it has been reported that we will be centralised into a new super hub away from the current Calder site where other Depts.’ will also be housed.

Calder currently has a full Operations team, AOU, ECC, Information dept., Records Management, HUMINT, Specialist Investigations, HR and Borders Command. We also have external partners - CPS Organised Crime dept. - co-located in our building. To move staff away from its current site will mean potentially longer travelling on M1/M62 motorways, it will impact on those with child care/ welfare issues and will force some staff to leave the NCA.

This motion seeks AGM approval to instruct the NEC to engage with the employer over its future plans for the Calder site. Once plans are known, they should be publicised to the affected members and meetings held to explain the plans. The NEC should report back in a timely manner.

North

Motion A22

The NCA’s case for Transformation is described as:

1. focusing our efforts on the most serious criminals and the greatest risks, alert to changing priorities.2. Integrating our intelligence and investigative capabilities, enhancing our understanding of the threats and how to tackle them.3. Equipping our officers with the right skills, workplaces and technology.4. Supporting our partners, providing specialist capabilities that keep pace with developments.5. Reducing our running costs and reinvesting the savings.

What does this mean for us – the staff – uncertainty!

The Agency must engage with the staff and show how the changes affect our members. An example of this lack of engagement is the ASU; they are possible ‘merging’ with the MPS at a different site. MPS knew about this in January 2017 and

15

NCA staff were told in June 2017. Our own principles - FIRST - Respect; treating everyone with dignity and respect, valuing diversity, working in partnership, and sharing knowledge and best practice, Transparency; being truthful, open and accountable for our actions

This AGM should endorse further NEC engagement with the employer to work together in providing an avenue for communication relating to Transformation and its effects.

NEC

Motion A23 (E5)

Policy states that over time or flexi should not be enhanced until 37 hours i.e. a full working week. As a generic rule this is fair to ensure that all members of staff are compensated equally.

However, exceptions should be made when that overtime is mandatory/necessary for Operational reasons and that overtime would be incurred regardless of the hours worked throughout the week.

A distinction needs to be made between overtime incurred because the staff member is not working 37 hours that week, or any week (AWA), and overtime which is incurred because of the time critical demand of work, regardless of the 37 hour week.

This distinction should be obvious to line management.

A personal example, week commencing 10/07/2017;

Contracted to work a 30 hour week Monday – Thursday

6 of these hours are on a Thursday.

On the Thursday, TSD/operational necessity meant that the officer concerned had to work 12.75 hours instead of 6 hours.

This overtime was not a choice or a preference, but necessary for operational reasons, and would have been required regardless of whether I was full time or part time.

The extra 6.75 hours are only eligible at flat rate because of the 37 hour working week rule.

16

Colleagues who are full time, and have worked their 37 hours, would be paid at a time and a half for the very same flexibility. This is a diversity issue as the staff member on an alternative/part time contract is at a financial disadvantage for exactly the same work/commitment as a full time colleague.

An example of where it is fair to pay overtime at a flat rate for someone working less than 37 hours week, would be if that individual choses to come in for an extra amount of hours to catch up on work/to service capacity for that workload, as this is relevant to them working than the 37 hours.

The flexibility, the extra hours and the good will should be recognised at an enhanced rate for all staff, regardless, when it is to service Operational necessity and there is no other option. Line managers should be enabled to act with integrity and trust in making this clear distinction.

The AGM is ask to support this motion and instruct the NEC to engage with the employer in relation to this issue and to report back on the results of the negotiations with those officers in directly effects.

MW&W

Motion A24

Concern has been put forward to raise awareness with the board over members’ feelings towards the lack of opportunity for progression in the organisation, particularly at Grade 5 and 6 levels.

Staff are being recruited under campaigns which indicate a starter wage with the potential to qualify for pay increments and progress within the same post. They are being told that there are clear and definite progression opportunities within the agency which are reflected by pay rewards and increments. MW&W has a member who is a grade 6 showing a commitment and passion towards the organisation. They have undergone intensive training, having been directly recruited into a specialised area without previous law enforcement experience. Their intention is to utilise these skills to benefit the NCA in the long term. However, once training has been completed, they are finding themselves with little opportunity to progress within the same area of business, even though they are working in departments carrying vacancies. They have tried to address this issue with line management but have not been met with a positive response who instead use the term ‘its politics’ to describe the lack of opportunities.

17

The current situation is having a demoralising impact on staff, because in order to progress, and utilise skills and expertise funded by the NCA, they are having to move departments to achieve promotion or consider leaving the NCA altogether. None of these are the preferred options of staff.

This motion seeks AGM approval to instruct the NEC to engage with the employer over its lack of recruitment to fill vacancies. It asks that’s the agency provide staff with an honest, transparent future plan for departments so staff can make decisions about their future prospects and not rely on the current uncertainty with veiled promises being made, which is unsettling for members. It asks that the Agency considers a serious reform in order to reflect a caring employer, by giving staff a clear and accessible route for progression from start to finish before all confidence in the Agency is lost.

MW&W

Motion A25

On the commencement of SOCA on 1st April 2006, staff were mapped across on various different terms and conditions. HMRC staff were used to pay which included an allowance for additional hours rather than being paid overtime. This created a situation where the monthly salary was constant rather than one where the pay fluctuated.

HMRC staff were offered the ability to change to SOCA terms and lose their allowances, earning overtime instead. Some officers accepted this immediately, but to others, the uncertainty surrounding their monthly salary concerned them greatly, and they chose to remain on HMRC terms.

Eventually, HMRC staff had to map across to NCA terms, but the delay in accepting these terms due to their concerns, was penalised and the terms offered were lower than if they had mapped across initially.As we are all aware, pay restrictions ever since have meant that there has been very little movement on salaries since that point, and certainly no movement up the pay scales.

The pay scales created by SOCA, and reinforced by the NCA, mean that the only staff who can ever get to the top of the scale, mainly because most of them are already there, are ex-police officers.

This has meant that there has been a discrepancy in basic salary of between £5000-£7000 at least between staff who are ex-police officers and those that are not, despite having the same number of years’ experience, every single year since the

18

commencement of SOCA, i.e. 11 years. That does not include the additional overtime pay lost due to a lower basic pay.

As can be seen, this means that some staff have been underpaid in comparison to ex-police colleagues over the last 11 years by at least £55,000 and probably an even greater amount.

This motion seeks to gain approval from the AGM to support their members who have been detrimentally treated by SOCA and the NCA for the last 11 years, and launch litigation against the NCA citing pay discrimination.

North

Motion A26

With the development of the new operating model and the move to closer working with other agencies namely the ROCUs and CT policing teams there are varying T&Cs across the agencies. Is this happening? This can lead to Officers working on teams with other officers on differing terms.

This motion seeks to instruct the NEC to engage early with the employer to ensure that members are not working with others on vastly different or inferior T&Cs.

MW&W

19

Policy

Motion A27

Whilst recognising the requirement for an appropriate disciplinary process in the NCA, the NCOA will support members who are subject of discipline and misconduct investigations and proceedings.

The NCOA will maintain solid, professional relations with our counterparts in HR in order to negotiate our position on behalf of our members.

Recent internal investigations and misconduct processes have highlighted a fragmented inconsistent approach by the NCA when dealing with NCOA members in all aspects of the disciplinary process including disclosure, interviews, timescales, panel formats and ultimately case disposal decisions.

This is perceived as being unfair, is contrary to ACAS guidelines NCA policy and values.

The NCOA are requested to engage with the NCA at strategic level and seek further review of the misconduct process and to evaluate the effectiveness of the current process in comparison to our colleagues in other law enforcement agencies.

The NCOA are requested to form a Discipline and Misconduct working group who will monitor and assess all NCA misconduct investigations involving NCOA members with a view to considering conviction/dismissal rates and to actively engage with the employer to ensure fairness in proceedings and consistency of approach.

The NCOA will seek via the NCOA Discipline and Misconduct working group to influence agency activity in this regard and the provision of best practice to maintain confidence in the process, transparency and fairness.

MW&W

Motion A28

The agency utilises numerous systems to record duty times, overtime and expenses. This is inefficient in terms of time and cost.

These different systems record duty times differently. For example Duty sheet works to a system of 7.5 hours Monday to Thursday with 7 hours on a Friday (agreed by investigations). Resource Link defaults to 7.4 hours per day (although this can be

20

overridden). In addition to these two there are also others used in various departments.

Certainly in at least one department the user inputs expenses into both the duty sheet spreadsheet and Resource Link. This is inefficient. Managers in some teams check Resource Link figures against Duty sheet figures. This is not really a check as the user has input both sets of figures.

Police forces utilise duty management systems. This has the added benefit that any user can see when any other user is on or off duty. This is extremely useful when wanting to get in contact with someone or knowing when they are likely to be available.

The current situation has been ongoing for a number of years now and change is required.

This motion seeks AGM approval to instruct the NEC to engage with the employer over its future plans for a duty management system, highlighting the need for an efficient, easy to use system. The NEC should report back in a timely manner.

North

Motion A29

As part of Operational Transformation the NCA is currently trialling a new operating system at branches whereby officers are either on a Dedicated Operations Team, (DOT) or a Dedicated Investigation Team (DIT). The trial is meant to be extended to the entire Investigations directorate by the end of the year; however communication in relation to this has been at best poor.

NCA employees are concerned that they will not have a choice as to whether they will be on a DIT or a DOT. Furthermore they are concerned that being on either team could have negative consequences for them such as a significant reduction in overtime if moved to a DIT or a de-skilling and lose of PIP2 status if assigned to a DOT.

The NEC is instructed to engage with the employer as soon as possible to ensure that there is a clear message communicated to employees in relation to operational transformation.

21


LSE

Motion A30 (E7)

Members are concerned that the recruitment process in regards to anonymising the details of applicant participating in recruitment campaigns is not consistent across the NCA. Members feel that stricter measures need to be taken to ensure that applications submitted for sifting remain anonymous; prevent the danger of any unconscious bias creeping into the process; and help in ensuring the NCA is a broad, multi-skilled and inclusive workforce. A simple yet practical suggestion as to how this can be achieved is to adopt the use of candidate numbers on applications, (which practise is widely adopted across police forces).

This motion seeks AGM approval to instruct the NEC to engage with the employer regarding this issue.The NEC should report back in a timely manner.

North

Motion E5 (A23, A31)

Officers are reporting that there is inconsistency across teams in the NCA in relation to how overtime and TOIL is allocated.

Some officers are stating that their managers are only allowing them FLEXI time for working over their hours whereas managers on other teams are allowing their staff to claim this as paid overtime or TOIL.

The employee contract states that if the employer requests the employee to work over the contracted 37 hour week, they should receive remuneration. However, there is a culture in some departments that they operate on flexi time and it is made clear that overtime or TOIL will not be authorised.

This is in contrast to the contract and unfair – many officers are operating with a large amount of excess hours on the card and are encouraged to keep this to a minimum despite requesting the work be completed with no remuneration.

The NEC is instructed to engage with the employer as soon as possible to ensure that overtime and TOIL is allocated fairly and consistently across the NCA.

22


LSE

Motion E6 (A21, A32, A41, A49)

The NCA have previously stated that they wished to reduce the size of its estate and to co-locate with partners.

Recent communications regarding Operational Transformation also indicate a need to rationalise the estate. Whilst the spreadsheet on the Intranet details when sites are due for a lease break or end, there has been no clear statement from the NCA as to where it intends to remain and which sites are being considered for closure when the option is available.

This continues to cause significant concern to officers, leaving members unsure as to career options and seeking alternative opportunities to safeguard their careers.

This AGM tasks the NEC to engage with the employer and seek an honest estates plan for the short, medium and long-term along with associated time-scales and the likely sites subject to closure or relocation.


LSE

Motion A33

Officers at G1 and G2 feel it is becoming increasing unfair that they are expected to provide additional hours, sometime 7 days a week with no additional recompense.

The demands are now at such a level that officers in operational roles are increasingly being expected to give several hours during the week and at weekends.

Whilst senior officers are content to give some additional hours associated with their role they should not be routinely expected to provide significant time for free particularly at weekends. Given the demands of the job, the NCA should support a work/life balance for all staff irrespective of grade and recompense accordingly any hours worked on rest days. All hour worked should also be accurately recorded for Working Time purposes

23

The NEC is instructed to engage with the NCA management and ensure that there is a fair and transparent pay and reward policy, and that weekend pay for G1/G2 officer’s forms part of the pay reform negotiations.


LSE

Motion A34

Currently there is no way to see who requests are going to on Resource Link. It has been raised at various times that this can be an issue. Time and again we are told that the system is going to change. This has not happened for years. Can we at the very least request a change to the system so that a user can see which manager the request is going to?

This motion seeks AGM approval to instruct the NEC to engage with the employer regarding the current system and how it can be improved.


North

Motion A35

That the NEC engages with the NCA board to ensure that Intelligence jobs are available outside of Spring Gardens. Currently, all these vacancies are at Spring and members feel this is inherently unfair. Staff are having to relocate to London in order to get a job in Intelligence!

The NCA needs to be encouraged to spread these roles out across several sites to provide flexibility to staff, demonstrate the Agency’s commitment to its own flexible working policy, and provide some resilience in this critical business area.

This motion seeks AGM approval to instruct the NEC to engage with the employer regarding this issue.


North

24

Motion A36

Currently an electronic form (a Word document) is filled in then has to go via management before being submitted to the recruitment team. This can cause issues with the application being submitted on time.

A solution to this would be an online application system whereby the applicant completes the form and submits it. A notification then goes to the required managers to add their comments. This means that:

a) It is completely up to the applicant to ensure that the form is submitted by the deadline,

b) The recruitment team can clearly see who the manager is and contact them if required,

c) There is no delay in the application being submitted through manager absence,

d) Once the form is completed and submitted it can then be considered to have been submitted for the purposes of the deadline, with the managers being able to add their comments in due course (even if after the deadline).

This motion seeks AGM approval to instruct the NEC to engage with the employer regarding the current application process and how it can be improved. The NEC should report back in a timely manner.

North

Motion A37

Officers on Operational teams have been issued with mobile phones of vastly differing capabilities (Nokia – Samsung smart phones). This can lead to difficulties with the transfer of briefings and media between operational officers.

This motion seeks to instruct the NEC to engage with the employer to ensure that operational officers are issued with a standard mobile phone as a matter of urgency that will fulfil the minimum requirements.

MW&W

25


The current lateral transfer and promotion process requires the applicant to complete a number of competency related answers showing their evidence in a SMART or STAR format.

This evidence is then considered by the panel and marked accordingly. This marking is very objective and means that on occasions staff are not being treated in a fair and transparent manner. This means that, should they fail that paper sift they will not get the opportunity to present themselves in an interview.

Within the current policy HR01 OP05 Recruitment and Selection gives permission for TUS to attend interviews for training purposes but there is no provision for the paper sifts to be quality assured by an independent body. HR can dip sample and this opportunity should be available to TUS. The AGM should instruct the NEC to seek endorsement to engage with the employer as soon as possible, with a business case to support the attendance of a TUS member in the paper sift on a random basis to ensure the marking is carried out in a fair and transparent manner.

NEC

26

EqualityMotion A39

Agency processes around recruitment to vacancies are blatantly unfair, and neither inclusive nor transparent.

Despite HR policy to make posts flexible as a rule, but location specific by exception, vacancies are still advertised for specific locations yet when queried with HR or the business area; it transpires that the post location can be flexible. Therefore the advert is misleading from the outset.

Vacancies can be advertised for two weeks which can put an interested candidate at a disadvantage if they are on training or on leave and are not able to access the intranet in sufficient time to submit a well-constructed application.

Business areas seem to be able to apply their own criteria to job adverts, effectively creating a closed shop so that applicants outside the business area will not be considered. An example is the Intelligence Collection recruitment of a G4 in Gartcosh, where the business area stated that 18 months experience was essential despite training taking being 10 weeks approximately, furthermore the business area stated that a G4 wishing to develop in this areas would effectively need to take up a G5 post for 18 months then apply for a G4 post!

Another example is the advertisement for 32x G5 experienced officers in Belfast with a starting salary of £30,600.

NEC to engage with NCA Board and seek clear guidelines around how post locations are determined, how posts are advertised, and how policy should be enforced in a fair and transparent manner across all business areas.

North

Motion A40

With the forthcoming changes within the Agency, staff are likely to be moved to new premises resulting in some staff being placed in the Priority Consideration Pool. Whilst these staff should under the Policy be considered for suitable posts, there is no list of available posts to consult. This can result in posts being taken straight to the vacancy lists without considering the displaced staff. This is potentially an opportunity for the department to select their staff with a lack of transparency. In order, to enforce NCA Values, the list should be visible to all displaced staff.

27

The AGM should instruct the NEC to seek endorsement to engage with the employer to ensure that such a list is available for displaced staff to view.

NEC

Motion A41 (E6)

Agency strategic commitment to Scotland: Serious risk to the position of the NCA in Scotland.

When posts are vacated, there does not appear to be any impetus from senior managers to ensure that vacant posts are filled in a timely manner. The branch at Gartcosh has been carrying 4 x G5 Investigator vacancies for many months (in some cases the posts have been vacant for over a year. Failure to recruit to the posts impacts detrimentally on morale and on the ability for the local business to develop and implement strategies which align with the NCA nationally (e.g. roll-out of DIT’s and DOT’s).

Time and again, we are not given permission to recruit to posts and they are then cut from our headcount. There is speculation that the 4 x G5 vacancies we have been carrying have now been cut. Since the post of DD for Scotland and NI was lost, the headcount for Investigations and Border Investigations staff at Gartcosh has reduced from 40 officers at G6-G2 to 30 officers in posts with 5 vacancies (4 at G5, 1 at G6). There is no longer any strategic leadership in the region to manage the risk to the NCA’s capability to deliver in Scotland. I acknowledge that cuts are being experienced across all business areas however there is no strategic management of these cuts and consequently there is a disproportionate impact on a smaller region like Scotland.

This motion seeks AGM approval to instruct the NEC to engage with the employer over the filling of posts within the Gartcosh branch and disproportionate cuts in post numbers. Additionally

The NEC should seek to engage with board regarding its strategic plans for Scotland and the options paper that was submit over a year ago which staff have heard nothing about since.

North

28

Motion A42

To increase fairness, impartiality, transparency, improves development for the individual and NCA, reduces nepotism in the lateral/promotion process within the NCA.

The Panel of assessors for the both the application stage and interview stage should be made up of three members. One from within the business area, one external to that particular region and, another from HR. All are to be trained assessors.

That HR provides an assessor in both application and interview stage, who are active in that process and attendance.

That the position should be initially offered laterally to those already in that grade who have demonstrated that they already are operating at that level and are assessed on technical criteria only.

If that position is not filled laterally then this can be offered on promotion in an annual campaign.

Those persons successful in an annual campaign are offered positions, if declined they then move to the bottom of the list and the positions offered to the next in the list and so forth.

This process will alleviate the current issues with lateral/promotion process and seek to address the problems that currently exist. Where those persons known to a branch or department with little opportunity of promotion other than the immediate department where they operate could be favoured. It will provide greater opportunity to those already at that grade and proved their ability that should be given the first chance.

It addresses the possibilities of nepotism that may exist to those known or already working in that business area/location. It also shows the willingness of officers to develop by working in a different area offered on promotion to increase their effectiveness, learn new skills which benefit the organisation and individual.

The NEC is instructed to engage with the employer to improve the processes of HR seeking to ensure they are uniform across the board.


LSE

29

Motion A43

That the NEC engage with the NCA board to ensure that those staff members at G6 and G5 level who are not on either IOTP pathway, are supported in their development. Currently there is very little in the way of progression for these officers and more effort is required to provide clear routes and targets for them to aim towards in their roles.

This motion seeks AGM approval to instruct the NEC to engage with the employer regarding this issue.


North

Motion E8 (A44, A48, A53)

The NCA has the stated aim of continuing to promote diversity and to explore new ways to outreach to a wider variety of backgrounds for recruitment in order to create a broad, multi-skilled and inclusive workforce. Members feel however that in practice this aim is vague and practical effects lacklustre.

Members wish the NEC is to seek specific aims and objectives which it should bring to the Agency in order to improve all aspects of diversity (age, gender, neuro-diversity etc.) across the Agency.

The NEC is instructed to engage with the NCA Board encouraging them to intervene on this issue, and ensure continuous monitoring of the level of diversity and inclusivity throughout recruitment, training and development, promotion, and representation of staff.

Members also wish the NEC to encourage the NCA Board to work with the public relations and press office to actively increase the diversity of our workforce.

This motion seeks AGM approval to instruct the NEC to interact with the Agency on this issue, and report back in a timely manner.

North

30


Officers feel they are not able to seek promotion or lateral development opportunities due to the cost of travel and as such the NCA does not always get the best candidate for the job.

Officers had hoped that the introduction of VPN would affect this but the impact has been negligible with minimal jobs still being advertised as ‘flexible’ in their location.

If the NCA were able to address this, the agency would see a measurable benefit as they would have a greater pool of talent to select from when advertising vacancies. There would also likely be an improvement in morale as staff are able to access development opportunities without financial detriment.

The NEC is instructed to engage with the NCA management and see what options are available to assist staff seeking developmental opportunities. This could include flexible locations where possible or perhaps the NCA could link in with the scheme the MPS have for subsidised travel for their officers when locations cannot be adjusted to alternative locations.


LSE

Motion A46

It has been raised that the NWH is not necessarily as disabled access friendly as it should be.

The main issue is that some doors used to enter the buildings are not accessible for some people with disabilities, particularly wheelchair users. The security doors are often heavy and not automated so can be very difficult for disabled members to open. The practical effect is that it is not easy to get from the left side of the building to the right, (for wheelchair users in particular), without exiting the building, and it is believed this may have knock on effect of impacting on the diversity of our workforce.

This motion seeks AGM approval to instruct the NEC to engage with the employer regarding this issue, with the aim of making NWH as disabled friendly as possible.The NEC should report back in a timely manner.

North

31

Motion A47

That the NEC engage with the NCA Board and HR to protest, in the strongest possible terms about the recent abandoned NI G5 Recruitment campaign (HR1625701JT), for multiple posts in NCA Specialist Investigations (Sensitive Investigations). The Intranet advert for this post did not make mention of any salary, - internal applicants being now well aware of the often repeated NCA position regarding pay scales for each Grade. The same advert however on the NI Civil Service Jobs website (reference 1549943) quoted a salary of £30,626, - £5,909 greater that the G5 minimum pay scales, and indeed £303 greater that the G5 minimum target range. – In case there was any doubt that these new recruits would be paid significantly more than existing G5 staff, the NCA current pay scales were thoughtfully reproduced on the same page. It was also of concern to staff to note that the Intranet advert advised that applicants were only required to evidence 2 x Behavioural Competencies (Communications and Personal Accountability).Existent G5 staff were, perhaps unsurprisingly, greatly angered and aggrieved to see the NCA initially appeared to recognise no injustice in this situation. Furthermore members were greatly concerned that this recruitment exercise appeared to have been specifically designed for and targeted directly at agency workers (mostly from an ex-PSNI background), for whom this is a second law enforcement career.

The PSNI practise of re-employing retired PSNI officers as temporary staff has already been roundly criticised by the NI Assembly (26/03/2014 Ref 163/11-15), and been a source of heavy public criticism to PSNI, who were found to have failed to recognise that “….if the labour pool from which it was drawing its temporary workforce consisted of former police officers, then the imbalance in community representation within that pool would be reflected in that organisation”.

Staff were therefore outraged that the NCA appeared to be proposing to follow an already discredited practice without any realisation of potential implications in the NI context. Existent staff query why the NCA was prepared to advertise this enhanced starting salary for the particular recruits sought; why the Behavioural Competencies identified in this recruitment advert fell so far short of normal NCA recruitment campaigns; whether the NCA is confident that this campaign would have passed muster with the NI Assembly, and NI Equal Opportunities Commission, and have been approved by the NI Policing Board; and further why the NCA and HR still do not appear to understand potential implications of such ill-judged actions in the NI context.

North

32

Motion A48 (E8)

That the NEC engage with the NCA Board to elicit recognition that there is no short-cut to accessing the experienced staff needed to future proof the efficacy of the organisation.

That recruitment should be fair, transparent and equitable so that the right staff are promoted to vacant positions.

That the board should recognise the necessity of recruiting people from across the broad spectrum of society, recognising the equal worth of everyone within the community, and aiming to create a truly diverse workforce.

That the board commit themselves to professionally developing all staff, regardless of their age and previous experience, in a manner that prioritises operational effectiveness across the full range of the Agency’s responsibilities.

North

Motion A49 (E6)

That the NEC be tasked to consult with the NCA Board to obtain a strategic commitment to both Northern Ireland and Scotland that both regions are integral to the plans for the future effectiveness of the NCA. With Brexit negotiations ongoing it is of critical importance the Board recognise the importance of Scotland and NI (particularly since NI will have the only UK land border with the EU), and ensure these regions are properly resourced, funded and tasked with work of strategic importance to the UK.

North

Motion A50 (E9)

NEC is instructed to engage with the NCA Board to ensure that proactive encouragement is given to greater flexible job locations for staff.

33

Staff are extremely disheartening to see the lip-service currently paid to policy which states that all jobs must be advertised as “Flexible Location” unless there is a strong business case for it being undertaken at a specific location.

In actuality the number of jobs advertised as “Flexible” are very much in the minority, and so the opportunities available for staff to develop their careers elsewhere than in a few choice locations, (e.g. Spring Gardens), are greatly reduced. The Board should be proactively encouraging staff across all regions of the UK, to expand their experience in the Agency, accepting that any travel and subsistence costs incurred are off-set by ensuring that the right staff do the right job irrespective of location.

Staff resilience and commitment/loyalty to the NCA as an employer offering real job opportunities would be significantly improved in consequence.Greater “Flexible Working” would also support the Civil Service Reform Plan and the development of a more dynamic, flexible and modern NCA workforce, while taking the pressure off locations where staff are already overcrowded.

North

Motion A51

The organisation has failed to supply adequate numbers of laptops to staff who support operational deployments.

ACTU staff have not been provided with laptops and there is no immediate prospect of this oversight being rectified.

ACTU staff are required to work on call in support of investigations –including the majority of Threat to Life cases within the NCA.

The lack of laptops prevents timely research out of hours, particularly in response to threats to life or dynamic operational deployments, when the on-call staff are required to travel to the nearest NCA office.

This can result in a significant time delay with a potential increase in risk to the victims, or missed opportunities for intervention by operational teams.

34

Furthermore, the rapidly dwindling number of desktops around the NCA estate impacts adversely on the ability of those officers without laptops to access required databases or conduct their daily duties when away from their home station.

This motion seeks AGM approval to instruct the NEC to engage with the employer in order address this potentially serious oversight and to ensure that all officers working in an on call capacity have access to a laptop and VPN to enable them to support operational activity. Once plans are known, they should be publicised to the affected members and meetings held to explain the plans. The NEC should report back in a timely manner.

MW&W

Motion A52

Our membership suffers from a disparity of pay between the genders, with the majority of high level roles being afforded to officers who identify as male. Female officers are statistically more likely to earn less during their career than their male counterparts.

Research undertaken across law enforcement indicates the cause is likely to be a result of the operations arena being male orientated, where overtime is more common.

This motion seeks AGM approval to instruct the NEC to pressure the agency into bridging this gap & seeking an immediate review of the situation regarding the above matters, with full NCOA participation.

NEC

Motion A53 (E8)

The NCA is to continue to promote diversity and to explore new ways to outreach to a wider variety of backgrounds for recruitment in order to create a broad, multi-skilled and inclusive workforce. The NEC is to seek specific aims and objectives in order to improve all aspects of diversity (age, gender, ethnic background, neuro-diversity etc.) across the agency and to seek the Board to intervene and continuously monitor the level of diversity and inclusivity throughout recruitment, training and development, promotion and representation of staff.

This motion seeks AGM approval to instruct the NEC to request an immediate review of the situation regarding the above matters, with full NCOA participation

NEC

35

Health & SafetyMotion A54

That the NEC engages with the NCA to raise members concerns around any requirement to work from a Police Station in Northern Ireland under the Fresh Start Agreement.

The terrorist threat to PSNI Officers in Northern Ireland is currently severe meaning an attack is regarded as being highly likely, and Dissident Republicans are known to be actively targeting Police Officers/Stations in Northern Ireland. Although there is a severe terrorist threat throughout the UK, Dissident Republican terrorists are known to be extremely sophisticated, highly organised, have ready access to weapons, and have the ability to gather intelligence and target officers at their homes. (They have recently targeted and shot Police officers, and attached under car bombs to Police Officers private vehicles at their homes). In direct response to the severity of the threat, an unlike the rest of the UK, all Police Officers in Northern Ireland are armed, and all Police Stations are highly fortified.

Under the Fresh Start proposals the NCA may require NCA staff to move location from Enterprise House to Grosvenor Road Police Station. The location of this Police Station is far from ideal as it sits on the edge of West Belfast, an area which is historically hostile to security forces. In Fresh Start update briefings delivered to staff, they have been told it would be inadvisable to travel to Grosvenor Road Police Station using public transport or on foot, and or to venture outside the Police Station on foot at lunchtime. This would not be the case anywhere else in the UK.

NCA staff will be working alongside armed Police officers in Fresh Start, and will be conducting the same duties i.e. investigating terrorists. Staff are therefore concerned those terrorists will view NCA officers the same as they view the Police, thus heightening the risk to personal security to all NCA officers. NCA staff are also deeply concerned that if obliged to join the Fresh Start team and in doing so move working location, the family members of NCA staff affected will be obliged to accept an increased level of threat from terrorist attack as they go about their daily lives. The NCA have not done or suggested anything to mitigate the heightened risk under these proposals.

Although staff recognise there is a mobility clause in their contacts of employment they do not believe this clause covers placing themselves, and their families, at increased (severe) risk of terrorist attack. Members therefore believe that any staff moves to a Northern Ireland Police location should be a matter of personal choice,

36

and not a managed move, and would urge NCA to review their position on this matter.

North


There has been a change of focus within the health and safety world towards the health aspect, as there are now far fewer safety accidents. Many employers are recognising the need for a wellbeing focus.

There was a wellbeing audit conducted in the early part of this year which highlighted that mental health of NCA officers should become a focus for the agency. This is also demonstrated by the increase in mental health absence within the agency – the mental health absence in the reporting year 2015-2016 was 2563 days lost. For the reporting year 2016/2017 mental health absence was 5137 days lost.62% of occupational health referrals were linked to mental health issues and over 50% of potential H&S legal claims are for psychological damage.

However, the agency has no mental health strategy or policy and as yet, has not provided a response to the increase in mental health issues. Wellbeing Group has been formed but there is no current wellbeing service. This is in contrast to many police forces who are stepping up to wellbeing.

The Home Secretary has awarded £7.5 million to invest in a new National Police Welfare Service which will begin to be rolled out in 2018. Lincolnshire Police are giving police officers two days paid leave to engage in sport or community activities. The Chief Constable stated that it was an investment in the workforce to try and improve the physical and mental health of officers.

The NEC is instructed to engage with the employer as soon as possible to ensure that mental health of its officers becomes a priority and develops a bespoke welfare service that is fit for purpose. NCA officers should also be awarded two days wellbeing leave akin to the scheme run by Lincolnshire Police.


NEC

37

Motion A56

Recently the employer published a selection of “branded clothing” available to operational officers. These included a variety of items, however some of these were only available to certain roles or departments.

Currently safety boots are only available to POLSA and BPC officers. Operational officers from other departments are not eligible, despite the fact that in most workplaces where staff are potentially exposed to hazardous substances or the threat of impact, compression or puncture to feet are present (building sites / chemical plants) they are compulsory PPE for all members of the workforce.

The employer considers it more appropriate to provide all staff with NCA embossed polo shirt and cargo trousers. Many operational officers feel that the NCA’s budget would be more appropriately used by ensuring the safety of officers’ feet, than providing clothing which offers little or no PPE value.

Currently the risk assessment states that the search co-ordinator must ensure that all staff participating in a search wears appropriate footwear. This is not always adhered to and officers have been witnessed wearing a variety of shoes which provide minimal protection.

This motion seeks AGM approval to instruct the NEC to engage with the employer to ensure protective footwear is provided as standard for all operational staff alongside other PPE (stab vest, handcuffs, ASP and PARVA) and as a priority above the issuing of other aesthetic “branded clothing”.

Once discussion with the employer conclude and are known, they should be publicised to the affected members and communicated to those staff explaining the decision behind any outcomes. The NEC should report back in a timely manner.

MW&W

Motion A57 (E10)

In accordance with the staff survey, it has been recommended that staff wellbeing contributes to a strong and productive workforce. It has also been recognised that retaining staff is a problem in a number of areas of the Agency.

The NEC is to engage with the NCA in order to monitor this issue, and seek new initiatives that improve staff wellbeing such as those used by a number of police forces.

38

The NEC should encourage the Board to recognise that different areas make for different stressors in and outside of the workplace, and further encourage the Board to seek out and welcome any additional regional assistance which might be available to staff, (e.g. NI staff access to Police Rehabilitation and Retraining (PRRT) scheme funded by NI Dep’t of Justice for staff in all “blue light” communities).

The NEC should also encourage the Board to raise the profile of issues that affect staff welfare such as PAM assist, mentoring schemes and support of mental health first aiders.

Members wish the Board to recognise the importance of staff wellbeing, and its beneficial effects which would include assisting in the creation of a workforce that is proud to protect.

This motion seeks AGM approval to instruct the NEC to engage with the Agency on this issue, and report back in a timely manner.

North

Motion A58

Following the occupation of Olympic Park’s two other buildings in early May 2017; car parking at the North West Hub has dramatically worsened. Whilst this has been an historic issue, it has now developed into a full blown nightmare. Only two hundred and ninety two bays are available for six hundred Officers to park their personal vehicles in.

Our members have forced to park off site, where some have been subjected to criminal offences. The situation is causing great stress to our membership. As a result of pressure from the NCOA, the Agency has formed a working group to resolve the issue; however there has been a clear lack of progress and no solutions found. Our members at the site overwhelming believe the only viable option is the construction of a parking structure at NWH.

This motion seeks AGM approval to instruct the NEC to place pressure on the Agency to construct a parking structure at the North West Hub for the use of staff. The NEC should report back in a timely manner.

North

39

Motion A59

The agency does not presently have the facility to offer bespoke operational work wear for female officers. Uniform & equipment is gender neutral but is offered in sizes to be considered male; females are encouraged by the agency to order small sizes. The work wear options are wholly inappropriate, resulting in uncomfortable and ill-fitting clothing, which pose a hazard to their wearer.

This motion seeks AGM approval to instruct the NEC to request an immediate review of the situation regarding the above matters, with full NCOA participation.

NEC

40

TrainingMotion A60

Experienced Intelligence officers within the NCA are dissatisfied that their previous Intelligence training and skill sets are not being recognised by the NCA as part of the Intelligence Professionalisation Programme accreditation (IPP). This is compounded by the fact that new recruits to the Agency are receiving training which does go towards IPP, training which experienced intelligence officers are not receiving.

The NEC is instructed to engage with the employer as soon as possible to ensure that experienced intelligence officers are not disadvantaged and that their previous training and experience is acknowledged by the Agency through ‘grandfather’ rights and those officers who can show that they are qualified intelligence officers get the nationally recognised IPP accreditation.


LSE

Motion A61

The NEC is required to ask the NCA board about the lack of formal structure in the IOTP pathways. There are many officers who have completed the IOTP but have not yet received any accreditation or certificate. Staff on these pathways are also concerned about whether it is a recognised qualification outside of the Agency.

This motion seeks AGM approval to instruct the NEC to engage with the employer regarding this issue.The NEC should report back in a timely manner.

North

Motion A62

Some NCOA members particularly those based at the Borders are denied access to the facilities/resources/training opportunities that are freely available to other members based at other sites.

41

Although the work being done at the Borders is very much “ Front Line” and the need for staffing and resourcing is potentially greater than in other parts of the business NCOA members at the Borders are still being treated very much as the poor relations of the NCA.

For example -while new entrants who are unable to be productive initially and have little use for a lap top are issued these as standard. Officers at the Borders who have to work out of ports, airports and sites other than NCA premises and have a real need for lap tops/dongles are not provided with one. There are numerous other examples where opportunities are not made available equally across the organisation- for example training, mobile phones, vehicles and photographic kit.

The numbers of suitably qualified and experienced staff employed at the Borders is very small in comparison to the numbers employed at branches. Emphasis and priority are given to the branches.

Forensic support to the Borders is inadequate, CPS assistance is second rate and some buildings are depressing having no investment for 30 years and are not fit for purpose.

The NEC is instructed to engage with the NCA senior leaders and ensure that there is a fair distribution of resources, training opportunity, staffing levels and budget available across the business areas.


LSE

Motion A63

In 2015 the wheels were set in motion to recruit and train a number of future Authorised Firearms Officers (AFOs). This was to be a fast track training scheme, taking suitable officers from within the agency, training them in investigations to the level of PIP2, surveillance and firearms tactics.

By the end of 2015 34 trainees had been selected via a vigorous process of paper sift, interview, assessment, and fitness tests. In early 2016 the first of those trainees joined the AOU with some undertaking firearms training. By the autumn of 2016 all had started on the process of the IOTP (if they had not already been on that pathway), with some attending driving courses. By September 2016 HR had withdrawn funding for the trainee programme.

42

Following issues within the AOU there was a change of management in September 2016.

In early 2017 it became apparent that the trainee programme would not continue in the same vein (mainly due to budget constraints). The trainees were pushed into other roles (no change of contract or official notification from HR). The trainees were told by AOU management that they were “the future of the AOU”, but no training or career development plan has been put in place.

The AOU is facing a shortage of AFOs. There have been two external recruitment campaigns in less than 12 months. The first only saw a handful of successful applicants taking up roles. The latest campaign has offered a higher starting salary for successful applicants (see other motion).

There were 34 officers who were enthusiastic and willing to undergo intensive training. These officers could have been kept as a cadre, undertaking regular firearms, surveillance and tactics training whilst working towards their PIP2 qualification (and following it), ready to fill the boots of those officers who are leaving the unit. They would have then been in a much better position to “hit the ground running” when the time was right. The alternative is that those officers may join the AOU in due course, but will not be in such a good position to start work. None of the training or the skills is easy to master. An ongoing plan of training and upskilling will not only assist the individual officer in obtaining and maintaining competence ready for deployment but also ensure that the agency is fit for the future and has a steady stream of officers to call upon when positions are available.

This motion seeks AGM approval to instruct the NEC to engage with the employer regarding the future of the Armed Operations Unit, recruitment into it, and the current status of those officers who were recruited as trainees.The NEC should report back in a timely manner.

North

Motion A64

HR01 OP12 lays down the requirements for officers to be designed with operational powers. At present, officers must have either achieved PIP level 2 status or be undertaking the Initial Officers Training Programme.

Whilst the policy provides the facility for ‘Trainee Intelligence Officers’ to be provided with operational powers, the Agency is extremely reluctant to grant such an opportunity. The Agency does not provide any consistent message, with some

43

intelligence trainees granted these ‘Surge’ Powers, whilst others are refused this opportunity.

The vast majority of our members who are undertaking this training programme would benefit and enjoy such an opportunity but are not granted the chance. This motion seeks AGM approval to instruct the NEC to request an immediate review of the current policy regarding the above matters, with full NCOA participation.


North

Motion A65

Where mandatory training is attended, and adequate consideration has been given to selecting the most efficient venue / date (considering both course location and Officer availability), the expectation should be that overtime IS incurred for any additional hours worked.

This should be the case unless it is shown that the Officer has elected to attend a particular course, where a closer venue was available and the Officer was capable of attending it.

The existing policy is applied arbitrarily, with some departments already using their discretion in compensating officers incurring additional working hours due to course / training attendance. Other departments have opted for a strict embargo on overtime for all training. This obviously creates inequality dependent on management / department.

For Officer’s stationed at remote branches (Tyneside / Exeter / East Midlands) it is almost always impossible for course attendance to be completed without incurring additional hours. Where training is mandatory, it is unfair to such Officers to impose that straight flexi time is credited in lieu of overtime. This is not in the spirit of the flexible working hours policy, since these additional hours are compulsory and out of the Officer’s control.

The NCA should consider a policy whereby officers who are expected to attend compulsory training outside an agreed radius of the training site, would be entitled to overtime / enhanced toil.

This motion seeks AGM approval to instruct the NEC to engage with the employer in order that a fairer implementation of the policy is applied across all departments and that the issue for officers made to travel considerable distances to mandatory

44

training is addressed, so they are fairly recompensed. Once plans are known, they should be publicised to the affected members and meetings held to explain the plans. The NEC should report back in a timely manner

MW&W

45

NCOAMotion A66

The NCOA has invested in an e-mail service, which provides for secure communication between the NEC, Reps and members. This allows for e-mails to be sent between these parties fully out-side of the employers control or ability to monitor. Thereby providing assurance to members that sensitive personal information is kept secure and for the NCOA, that case work and negotiations are not potentially compromised.

The use of this facility has still to be fully exploited, the reasons include; lack of education to Reps and poor service when accessed via Browse down.

The NEC is instructed to develop and implement improvements to the level of use of the NCOA e-mail accounts.

The NEC should report to the NCOA members, their progress and success in improving NCOA e-mail use.

NEC

Motion A67

With the NCOA having gained independence and sufficient time having passed since the split from the PCS, is it time for the NCOA to seek membership of the TUC? This will give reps access to training and other benefits of membership.

This motion seeks to instruct the NEC to consider membership of the TUC.

MW&W

Motion A68

The NCOA is a shining example of how a Trade Union can operate in a Law Enforcement Agency. The representation provided is not only excellent value for money but also bespoke to our Members.

The NCOA only represents in the NCA, whilst this ensures much focused representation for our Members, it may also limit the extent of that representation and services on offer owing to the obvious limitations on growth.

The NCOA is developing a very positive public image and as a result from time to time the NCOA receives approaches from persons and organisation outside of the

46

NCA. It should be possible to exploit some of these opportunities without diluting but enhancing the product we provide to our NCA members.

Endorsement of this AGM is sought for either the NCOA General Secretary and/or President (who are not subject to NCA facility arrangements) to seek to further opportunities to grow the NCOA from both inside and outside the NCA. The General Secretary and President to keep the NCOA NEC fully appraised of all developments to provide assurance to current Members.

NEC

47

Category BMotion B1

The NCA has provided laptops with VPN facility to a substantial number of Officers to date; it is likely that this number will further increase. Whilst the ability for Officer’s to choose to work remotely and particularly from home on occasions is to be welcomed, the NCOA should anticipate the potential for the Agency to seek to direct such working in future, in order to achieve savings.

As pressures grow through; Budgets, with further restrictions on public spending remaining to come into effect, where the NCA may push for savings in relocation costs and by reducing estate size, and on estates, such as limited parking as seen at the NWH, there is a risk that the NCA may see easy savings / solutions by directing staff to work from home.

This motion seeks AGM approval to instruct the NEC to engage with the employer over its future plans for use of VPN and to obtain a commitment that no such forced home working will be implemented. The NEC should report back to members in a timely manner.

NEC

48

Category DMotion D1

Two of the smoking shelters at the NWH are currently situated close to the entrance to the site. This makes it uncomfortable for some non-smoking members since as they enter the site they are forced to pass the shelters to enter the main building, arriving in work having involuntarily been obliged to participate in passive smoking, and sit in clothing which reeks of stale cigarette smoke.

It is a generally accepted fact that smoking and passive smoking has an extremely detrimental effect on the health of staff, and would have hoped the Agency would not subject non-smoking staff to the inherent risks in order to get o their workplace.

Members therefore suggest that these smoking shelters be moved to an area which is not close to entrances to buildings, and which staff not wishing to participate in this unhealthy practise can therefore avoid.

The NEC is instructed to engage with the Agency on this issue, and report back to members in a timely manner

North

Motion D2

With some of the larger NCA sites, i.e. the North West Hub and Spring Gardens, it can be difficult for reps to know all the NCOA members (even in their own work area). Arranging member meetings can prove problematic, as it is not possible to send an e-mail to all in a work area due to not being allowed to send unsolicited mail.

Some reps do have lists of members, but these can become outdated as soon as received, due to new members, people leaving and location changes.

Would it be possible for reps to have access to the members lists, or to request e-mails/texts be sent out by location, in order to facilitate the organisation of member meetings, etc.?

This motion seeks AGM approval to instruct the NEC to create a strategy for rep/member relations and interaction.The NEC should report back in a timely manner.

North

49

Documents

Web viewPolicy states that over time or flexi should not be enhanced until 37 hours i.e. a full working week. ... (a Word document) ... (Nokia – Samsung smart