From modern slavery to illegal firearms, cyber crime and child sexual exploitation, we lead the UK's fight against serious and organised crime threats.
The Internal Communications team lead on communicating with NCA officers, manage the intranet and keep internal channels (intranet, global emails, notice boards) up to date.
The Digital team are responsible for the NCA’s website and social media feeds. The team also manage the relationship with the NCA’s web developers and hosting providers.
The Press Office is responsible for managing the NCA relationship with media outlets and journalists. The team offer a 24/7 service and are able to issue media releases and statements, as well as arrange interviews with NCA spokespersons.
The Strategic Communications team commissions targeted audience research, develop, implement and evaluate marketing strategies for awareness raising or behaviour change campaigns, using owned and paid media.
EDA-B provides business architecture and design expertise and direction for the NCA to deliver the Agency strategy and ensure coherence of existing design work. The team ensures that investment and change decisions are strategically aligned through the EDA Committee (EDAC), which is chaired by Director Strategy; manages POLKADOT FLAME, the Agency Operating Model refresh; and maintains the NCA’s business architecture and provides architectural and design consultancy services to other business areas.
PAR provides analysis and reporting on the effectiveness/impact of the NCA and the wider national response to tackling serious organised crime. PAR also owns the Enterprise Risk Management processes by which the Agency plans and prepares for external inspection and audit.
Responsible for leading strategic planning (including leading the NCA’s SR bid development), managing the pipeline of strategic investment choices and increased visibility of new demand to FICC, and commissioning of programmes to be delivered by the relevant NCA Directorate (e.g. Transformation). The team support the Portfolio SRO to commission, control and manage the portfolio outcomes. They report directly into the Portfolio SRO at Finance, Investment, and Change Committee.
The Future Strategy team led the work to produce the NCA 5-year strategy which was launched internally in 2023. The team continues to work to further hone the direction of the NCA through the production of sub-strategies in areas such as system leadership, capabilities and internationalising the agency.
NCAS manages the NCA’s strategic relationships with Whitehall and Parliament, the Devolved Administrations and policing partners, including the NPCC. The team invests in relationships with UK and international stakeholders to support delivery of our strategic priorities. NCAS provides briefings for DGs’ attendance at strategic level forums and oversees the NCA’s accountability to the Home Office. It leads the NCA's response to Parliamentary Questions and Consultations, Parliamentary Select Committees and parliamentary correspondence.
Oversees corporate governance activity for the Directorate, working collaboratively with teams to ensure compliance with corporate controls. The team has the following Directorate level responsibilities: working planning, establishment control and recruitment; developing the L&D offer; financial management including overseeing the Command’s BAU budget; directorate-level risk management activity; coordination of other key governance activity such as H&S, BCPs, and information management.
The NAC is a centre for strategic intelligence analysis and assessed intelligence reporting, it is a member of the PHIA assessment community. It provides an authoritative, all-source understanding of the threat. The NAC provides intelligence products and subject matter expertise to customers across HMG and the SOC system; informing policy and strategy, driving operational response and directing business planning. NAC core products are: the National Strategic Assessment, Annual Threat Assessments, Intelligence Assessments and Intelligence Briefs.
The SIU was formed in 2023 to support the implementation of the new NCA Strategy. The team works collaboratively to ensure that all parts of the NCA are aligned to the Strategy’s aims and deliverables. In addition, the SIU is responsible for measuring overall delivery of the Strategy, reporting progress regularly to the NCA Board.
The NCA Governance team provides the Secretariat for the NCA’s top-level governance structures. This includes scheduling meetings, distributing papers, minuting meetings, and ensuring that actions and decisions are communicated and progressed. The team provides the Secretariat for key governance meetings including, ExCo, NCA Board, Audit, Risk and Assurance Committee and Finance, Investment and Change Committee.
The NCA recognises the excellence and achievements of its officers, and external partners, through a range of both national and Agency-level awards, overseen the R&A team. This includes National Honours, Civil Gallantry awards, Civil Service Awards, DG commendations, and Royal Garden Party invitations. The Recognition & Award team provide the Secretariat for the Recognition & Awards Committee - the DG Chaired forum in which formal recognition of NCA officers and others, is agreed.
The NCA’s Private Office provides guidance, advice and support to our Senior Civil Servants (DGs, Directors and DD’s) to enable them to run the Agency effectively. This team includes Private Offices of Director Generals only.
An integral part of the Strategic Centre, the Strategy Directorate sits at the heart of the Agency.
Comprising of the National Assessment Centre (NAC), Strategy, Strategic Planning and Communications, Strategy Directorate plays a pivotal role in setting strategic priorities and enabling strategic investment decisions; delivering NCA strategy and policy; evaluating performance and impact; planning and communicating both internally and externally.
Strategy & Assessments comprises of the following teams: DG Private Office, Governance and Recognition & Award, Future Strategy, National Assessments Centre, NCA Secretariat, Strategy Implementation Unit and Strategy Business Management Team.
The work of our teams is varied and includes:
Strategic Planning comprises of the following teams: Enterprise Design Authority – Business, Investment Management Office, Performance, Assurance & Risk and Spending Review.
The work of our teams is varied and includes:
Communications comprises of the following teams: Strategic Communications, Internal Communications, Digital Communications and Media.
The work of our teams is varied and includes:
The Operational Standards, Capability & Assessment Unit (OSCAU) is responsible for driving up standards across the NCA by delivering a professional and independent Quality Assurance process for Investigation and Intelligence accredited career pathways, and by maintaining direction and oversight of Continuous Professional Development (CPD) for PIP/IPP officers in order to build capability and capacity for the NCA’s delivery of operational outcomes.
The Strategic Workforce Planning team anticipates and prepares the NCA's current and future workforce needs. The team analyses current capabilities, forecasts requirements and supports NCA priorities in building a highly skilled and agile workforce.
The team maintain establishment control, applying governance frameworks and engaging stakeholders ensuring compliance and effectiveness, whilst considering external trends and internal changes for an adaptable workforce.
The team creates analytical products, feeding into Operational Workforce Plans, informing SLT decision-making, with additional focus placed on diversity and inclusion metrics to ensure a well-rounded, innovative workforce, reflecting both the NCA’s values and the public we serve.
The Inclusion, Culture and Engagement team contributes co-ordination and expertise to the Inclusion & Culture Community, supporting & working in partnership with local Command Leads, Diversity Group Leads, Champions & Sponsors and manages diversity messaging in the NCA.
We lead on Engagement within the Agency and we are the conduit for Equality Impact Assessments aiming to give officers a voice about key issues on wellbeing and culture. Recognising that our Diversity is one of our greatest strengths, to support and foster a positive and inclusive working culture we regularly launch initiatives and in the last 12 months we have refreshed our NCA Values and the Green Dot campaign.
Our people are at the heart of everything we do and the fourth priority of the NCA Strategy 2023-28, Growing a highly skilled workforce, focuses on our commitment to invest in our officers. It describes the importance of having an inclusive culture, with a workforce diverse in background, thought and experience to work across the Agency and with partners to protect the public against serious and organised crime.
Our NCA People Strategy provides a framework linking people management and development practices to long term business goals, with a focus on ensuring the NCA is a place that people want to work and where their contribution is valued. It sets out the culture we should all be seeking to embed and experience, directly informed by the views of our people and focuses on five core pillars: Culture and Leadership, Strategic Workforce Planning, Officer Capability, Pay and Benefits and HR Future. This includes recruiting the best talent, developing our existing workforce, and having a pay and career offer that attracts and retains the talent and skills that we need.
The HR Business Management Unit/Team works closely with all parts of HR, Finance, Commercial and Strategy departments to support in all matters of governance and co-ordination for the HR command. The HR BMU assists in delivering quality HR services to the NCA by overseeing the following functions for the HR Command; workforce planning, establishment control and recruitment; learning and developing requirements; risk and issue management; performance management; governance reporting and people strategy tracking.
The NCA HR System and Transformation team is a growing area to manage all activities related to our HR system, implement tactical improvements to support HR deliveries and support the NCA in defining the future Strategic solution.
The aim of the team is to equip the NCA with a modern and secure solution that provides a data-led approach to managing staff at all stages of their career while maintaining and improving the HR services through our current technical and future solution.
In joining this team, you will be responsible for delivering simultaneous IT and business change projects across the NCA as well as maintaining security and governance around the existing system.
HR People analytics is an evidence-based function which collecting and transforming HR and Organisational data to support senior leaders in making effective decisions impacting the workforce and provide valuable insights. These teams are pivotal in ensuring The NCA capacity, capability and systems relating to people practices are equipped to deliver against the NCA priorities, strategy and objectives.
The team used a structured and methodological approach to collect quantitative and qualitative data which they transformed into story telling techniques using data visualisations such as dashboard to report on our workforce and address any issues which would need to address.
The HR Business Liaison Unit is responsible for providing a HR advisory and transactional service centre function to all officers in the NCA. The team currently covers over 18 topic areas ranging from parental leave requests to personal changes and references. The teams aim is to provide a timely and high-quality service. In order to improve the service, the team provides, focus is on continuous improvements including reviewing processes, running education and awareness sessions on HR processes and engaging with key stakeholders across the NCA, with the aim of improving the overall experiences of its customers.
The HR Business Management Unit (BMU) works closely with all parts of HR, Finance, Commercial and Strategy departments to support in all matters of governance and co-ordination for the HR command. The HR BMU assists in delivering quality HR services to the NCA by overseeing the following functions for the HR Command; workforce planning, establishment control and recruitment; learning and developing requirements; risk and issue management; performance management; governance reporting and people strategy tracking. The Private Office provide support to HR’s Director and Deputy Directors through coordinating work and communication, tactical support and diary management.
The HR Pay & Reward team is an exciting area of HR, responsible for the annual pay award, which includes the preparation and delivery of the annual evidence submission to our pay review body.
We are also responsible for non-pay benefits including our employee discounts, buy and selling of annual leave and internal reward payments. In addition, we have the delivery of statutory reporting including the annual gender pay gap reporting, as well as management of secretariat functions of our internal remuneration committee. And finally, we hold responsibility for the job evaluation processes and supporting with complex pay queries.
Clinical Services and Wellbeing sits within HR and includes a number of different portfolios, including Occupational Health, Psychological Services, Mental Health First Aid, Wellbeing and Workplace Adjustments.
Occupational Health is a specialist branch of medicine focusing on the health of staff in the workplace. The NCA has a team of OH professionals, which are a mixture of permanent NCA Officers and Psychologists and Contractors through our OH provider. The aim of OH is to find out what impact work has on our officers health and make sure that officers are fit to undertake the role they are employed to do, both physically and emotionally.
The NCA is passionate about growing a highly skilled workforce by investing in development opportunities to equip, empower and retain talented officers to enable to NCA is protecting the public from serious and organised crime, professionally and skilfully. The HR Talent and Performance teams works together by collaborating with the wider business on measuring the workforce's performance, encourage career development conversations and seeking talent programmes. In addition, the team supports talent attraction through providing expert advice on talent products such as Apprenticeships and Fast stream to ensure all potential candidates have access to the qualifications needed to start their career in the NCA.
The Strategy, Governance and Planning teams ensure LD&T delivery aligns with NCA Strategy, business demand and available resources within the allocated budget. To achieve this, the teams work with internal and external stakeholders to manage commercial contracts, accreditation, training allocation and co-ordination of face to face delivery across all NCA sites. Within this fast pace and challenging area, it is essential the teams collaborate with each other to balance the high demand with available resources and budget through the use of management information, key performance indicators and risk management.
The Delivery and Business Partnering teams comprises of highly skilled, knowledgeable, accredited and experienced trainers, who deliver NCA specific training to ensure operational officers are safe, legal and compliant in disrupting and degrading the most harmful organised crime groups to enable the NCA in achieving its mission of protecting the public from serious and organised crime. To ensure the NCA specific training is relevant to current threats, the teams must review, develop and evaluate the training material, as well as analysing the workforce's skill gaps and training needs through training analysis and collaboration with the wider business.
This team delivers three strands of work – Digital Learning and Design, which develops our NCA specific blending learning programmes, Course Evaluation, whereby course feedback is analysed to assess effectiveness and quality and Professions and Career Pathways, which aims to provide clearly defined career pathways and professions frameworks within the NCA to make career development and progression transparent for officers.
HR Business Partnering Team work independently with their individual business areas, provide strategic HR advice to develop the NCA's capability, capacity and culture.
They support Senior Leadership Teams (SLT) by working closely with Directors and Deputy Directors on developing People Strategies by effective use of data analysis skills, along with planning employee engagement interventions to drive capability and people performance. HR Business Partnering also provides support to the business with activities such as strategic workforce planning, establishing skills requirements, implementing talent strategies and organisational change.
Works closely with Senior Civil Service (SCS) Leaders in developing People Strategies to attract and recruit SCS leaders and Non-Executive Directors, to safeguard the capability and succession planning within the NCA. SCS Appointments Team provides advice and support on SCS Talent Management with a focused on identifying and growing talent whilst developing action plans for how we support individuals to develop into these critical positions.
The HR Policy and Employee Relations team is responsible for the development and maintenance of HR policy for the NCA. Working with colleagues across HR, the wider business and the Civil Service to draft, review, design and communicate people-related polices.
A key responsibility is ensuring we develop and maintain an effective and collaborative relationship with the Trades Unions (TUs). We manage the regular formal meetings with the TUs and senior leaders and any issues that arise; supporting our leaders in negotiations and consultation as required.
The team also undertake other high impact NCA wide HR projects as required.
The Complex Case Team (CCT) are the recognised experts within HR dealing with misconduct/discipline, grievances, and capability cases necessitating in-depth knowledge of NCA policies and procedures, ACAS guidelines, and up-to-date employment law. As a team, CCT, provide HR advice and guidance to line managers on a wide range of complex people related issues, including absence/attendance, managing performance/under-performance, resolving workplace disputes/grievances, and working closely with our Professional Standards Unit on misconduct & discipline panels/issues.
The Health and Safety (H&S) team deliver an enabling H&S service across the NCA, promoting compliance with H&S law and best practice whilst supporting business area objectives in protecting the public.
This supports the NCA vision to be a world class law enforcement agency by minimising disruption from accidents and ill health to officers and those affected by our work activities through the provision of effective health and safety management systems.
The HR Modernisation Team is focussed on transforming the way we deliver HR services across the NCA, by critically evaluating current business practice to identify opportunities for improvement, working with senior stakeholders in the HR community and business to design solutions that enable the right outcomes to be efficiently delivered, and project managing the implementation of solutions. We are an inclusive and supportive team, with experience of delivering people-related change.
Resourcing is a public facing function, proactively identifying, attracting and engaging potential top talent to meet the NCA's skills gaps and capability needs.
Attraction activates can include career fairs; outreach to colleges and universities and utilising sourcing platforms to engage potential talent and advertise recruitment opportunities. In addition, the team ensures sourcing activities align with the NCA Strategy and resourcing needs by analysing data to identify, understand and target talent to source candidates for 'hard to fill' roles in a competitive labour market.
Using innovative assessment and selection methodologies to secure top-tier talent to fill known skills gaps, ensuring both quality hires and long-term retention. In addition to providing a vital service to candidates and the wider business by co-ordinating the communication across attraction, assessment, and selection. Using their expert knowledge, the team governs the candidate selection process in line with the Civil Service Commission Recruitment Principles, to ensure the process is fair and open competition.
The Candidate Engagement and Postings team guide the candidate through from passing their interview, to Conditional Offer stage; managing the candidate talent pools, ensuring postings are made instruct merit order, in line with the Civil Service Commission Principles of fair and open competition.
The NCA Pre-Employment Checks (PECS) Team contributes to protecting of the public from serious and organised crime, by ensuring the NCA has the right people in the right jobs. Through collaboration, the team co-ordinates and manages pre-employment check activities for all permanent new starters and the facilitation of internal moves.
Due to the nature of work undertaken by the NCA, these checks are robust to ensure all officers meet the integrity and security standard required. Whilst also ensuring a quality service is provided by delivering a positive and engaging experience for candidates.
At the NCA, we’ve been inspired by the success of the Special Constabulary in policing. Building on this success, we too enhance our workforce through the use of volunteer crime-fighters, which we call NCA Specials.
Whilst police Special Constables traditionally provide general support to their force, NCA Specials are recruited because of their specialist, niche expertise and skills that are rarely available within law enforcement, but that are of huge value in the fight against serious and organised crime.
NCA Human Resources aims to create a proud workforce that feels empowered and enabled to lead today, at the same time as building capability for tomorrow. To be effective in our work we are investing in our people and recognising operational success is achieved through the hard work, expertise and commitment of our people.
To adapt to the serious and organised crime threat, NCA HR is undertaking an ambitious programme to transform the function and changing how we work. Our vision is to deliver a new HR operating model and transform the way we recruit and develop people. This includes a new model for learning, a stronger approach to workforce planning and compelling people deal.
Recruitment and Onboarding work together to build a diverse and resilient workforce of skilled professionals dedicated to protecting the public against serious and organised crime, through innovative and inclusive people services. To achieve this Recruitment and Onboarding is going through an ambitious transformation to improve the candidate experience, from attraction to joining the NCA. We are also reviewing how we interact with the labour market to attract and acquire talented individuals from diverse backgrounds.
Specialist Services is an essential function ensuring people practices are safe, legal and compliant through policy development and management to providing a legal support service for the business. To safeguard both officers and the NCA in employee relations activities, specialist services have distinguished teams ensuring expert advice is provided to all stakeholders.
Partnering and Leadership is the integral link between HR and the wider business through collaboration at senior leadership level to integrate business needs and strategic objectives. Together, Partnering and Leadership champion NCA values, inclusion and engagement to drive the "One NCA" culture, through working with senior leaders and supporting them by providing talent programmes, advice and coaching.
Diversity, alongside inclusion, is critical to the NCA achieving its mission to be an inclusive employer. The Agency recognises that it needs a workforce from different backgrounds, with different perspectives and new ways of thinking to ensure that we effectively lead the fight against serious and organised crime. It is an important element of our business and links into our Inclusion and Culture Strategy, underpinned by our People Strategy.
The HR Directorate Centre includes the main front door for HR to the internal customers within the Agency and provides a coordinating two-way interface in relation to HR engaging with the governance of the Agency, whilst providing support to HR’s senior leadership team. The Directorate Centre also provides a people data analysis and reporting function, as well as the management of ResourceLink (HR system), which includes delivering functional improvements and supporting the Agency in moving to its future strategic HR technological solution.
The Learning Development and Talent (LD&T) purpose is directly linked to the NCA Strategy of growing a highly skilled workforce by ensuring all training needs are met and officers are provided with opportunities to develop. LD&T delivers a vast portfolio of learning from niche training delivered by in-house trainers with operational experience to talent programmes that support the workforce in their personal or professional development. To achieve this, the team comprises of Learning and Development professionals with a varied skill set to analyse and identify skill gaps; evaluate the impact of training; design and review training material; harness technology to expand access to digital learning; and source external talent programmes to empower and support under represented individuals.
Clinical Services and Wellbeing teams are dedicated in providing a comprehensive occupational health and wellbeing service to enable our officers in delivering the NCA mission of protecting the public from serious and organised crime. The combined work of clinical services and wellbeing is essential in supporting the whole workforce to ensure they are physically and mentally capable to carry out their roles. Due to the nature of the work operational NCA officers carry out, it is imperative they have access to wrap around support, especially in the mentally demanding, sensitive and challenging roles.
HR Pay and Reward is an essential function in ensuring pay and benefit packages align with the "One NCA" culture whilst also considering the need for SPOT rate roles to assist the NCA in achieving it's mission in protecting people from serious and organised crime. This is achieved through benchmarking data, insights and legislation to ensure packages are fair, inequitable, competitive and legal.
The Strategic Workforce Planning team anticipates and prepares the NCA's current and future workforce needs. The team analyses current capabilities, forecasts requirements and supports NCA priorities in building a highly skilled and agile workforce.
The team maintain establishment control, applying governance frameworks and engaging stakeholders ensuring compliance and effectiveness, whilst considering external trends and internal changes for an adaptable workforce.
The team creates analytical products, feeding into Operational Workforce Plans, informing SLT decision-making, with additional focus placed on diversity and inclusion metrics to ensure a well-rounded, innovative workforce, reflecting both the NCA’s values and the public we serve.
OSCAU is responsible for driving up standards across the NCA by delivering a professional and independent Quality Assurance process for Investigation and Intelligence work.
The Programme Delivery team leads the programme and owns the master plan. They are the strategic delivery lead for Concordis business cases, benefits realisation, quality assurance and the run central Programme Management Office (PMO). The workstreams reporting directly into this team are Construction, Design & furniture procurement, Security and Facilities, Change and culture, Spring Gardens exit plan.
The Business Management and People team leads the People, Communications and Finance workstreams as well as owning the corporate management aspects of the Programme. The latter include resourcing, individual development, team culture and wellbeing, finance, business planning and managing our relationship with strategic partners. They also play a role in assessing the corporate and business continuity impacts of the programme.
The Service Delivery team leads on the management of contract negotiations and the building management plan. They work closely with the Agency’s Estates Team on dilapidations, professional services and consultancy framework for and with Security teams to oversee Security Management Plan.
The Performance team provides effective business support, administration and governance to corporate and central services functions in addition to contributing towards the achievement of the NCA’s Target Operating Model and strategic objectives. The team are responsible for the performance regime; challenging unclear data and reporting narratives from departmental Senior Leadership Teams; analysing data and presenting metrics relating to key performance indicators within Corporate Business Services.
The People team provide the Corporate Business Service Command a local HR function to ensure recruitment, learning and employee wellbeing is effectively balanced between the employees needs and the Command's needs by collaborating with Corporate HR, employees and network groups.
The Sustainability & Project Team are responsible for driving decarbonisation across the NCA in line with HMG’s Net Zero Strategy by, researching new and emerging methodologies and technologies whilst collaborating with partners. The team’s focus is enabling the NCA to become a more sustainable institution through development of a viable strategy, and realistic green ambition, by implementation of environmental efficiency measures across all areas of the organisation. The Sustainability team help ensure the NCA remains accountable for matters such as Greenhouse Gas (GHG) emissions and carbon footprint in parallel with other government departments.
The Fleet team provides an integrated fleet management service across the NCA to ensure the sourcing and procurement of new vehicles meets operational needs, whilst remaining safe and legally compliant by liaising with conversion specialists to manage technical fits. Fleet has a budgetary and legal responsibility for the service, including the maintenance and repair of the vehicles.
Organisational Services conducts core activates by providing services and administration to support the NCA in operating efficiently and effectively. This includes managing the postal function, coordinating the general purpose vehicles on site and providing customer service to NCA officers through handling calls and e-mail requests relating to meeting room bookings, ordering PPE and stationery including the oversight & logistics.
As part of the category team you will support the commercial transformation.
The Commercial Category Team has dedicated areas of responsibility to cover the full lifecycle of commercial activity across the NCA.
This team supports the NCA in procuring and contracting external services that deliver outputs such as language services, insurance or temporary staff with specialist knowledge or skills.
This team delivers the procurements and contracts for the NCA's digital needs whether that be software, hardware, licences, managed services, end user services or application management and solutions development.
This team procures a wide range of niche capabilities required by NCA operational staff to effectively carry out their day to day roles and responsibilities.
This team manages the spend for advertising and communications services, media buying, marketing and promotional goods and services, exhibitions and events.
This team supports the commercial and procurement for training across the UK and Internationally, including classroom, virtual and e-learning. Along with other learning opportunities such as apprenticeships schemes, career development services, and technology training is contained within this category.
This team oversees the procurement of services that support NCA officers such as occupational and psychological health, employee assistance and welfare, miscellaneous benefits such as childcare vouchers, and vetting services are captured in this category.
This team has responsibility for the commercial activity that enables the NCA estate to run effectively including facilities management, infrastructure programmes and oversight of Utilities contracts.
This team manages the commercial activity that supports the Organisational Services Unit relating to stationery and courier and postal services.
The Finance Business Partners work with all NCA business areas to plan and prioritise our resource and capital expenditure to optimise delivery. Throughout the year they monitor and advise the business on performance against the financial plan. The team is accountable for the delivery of a management accounting service for specific business areas, teams and projects, ensuring reporting and transactional accuracy.
The Financial Control team ensures compliance with our statutory, regulatory and corporate governance duties. Most notably, this involves preparing the Annual Accounts and liaising with both the internal and external auditors. It also includes submitting financial reports to the Home Office, tax returns to HMRC and managing our seized funds. The Systems area of Finance supervise and oversee the operating processes and activities for the System Admin functions including: iPos and Sun Systems Admin support, Vision Excel support, and play an integral role in the iPos upgrade project implementation.
The Financial Strategy team supports the NCA’s investment and capability strategy by providing sound financial advice through the end-to-end process of an investment from a business case through to benefits realisation. Their input includes providing analysis on value for money and evaluation of options for any investment opportunity.
The Transactional Services team processes financial transactions such as paying supplier invoices, manage banking services, invoicing customers and supporting international officers with foreign currency. The teams are integral to ensuring all financial transactions are legal, compliant, inline within NCA policy and meet audit requirements.
The Payroll and Pension teams work together to provide a high quality and reliable service to NCA officers, ensuring they are paid in accordance to their contract and comply with regulations, including any changes such as implementing pay award, tax code or post changes such as promotion. Along with ensuring pension contributions are correct and pension arrangements are made for officers leaving the NCA.
The Finance Consolidation Team collate and amalgamate data from various sources to provide accurate and reliable financial reports and statements to inform decision-making, view organisational performance, resolve discrepancies and comply with legislation and regulations.
The Estates Asset Management Team manages the legal ownership of the estate, ensures compliance with lease terms and liaises with landlords, local councils and planning authorities. It also provides direct operational support by managing remote communications sites on behalf of the NCA. The Asset Managers support the Head of Estates on all estate related matters, including allocated property acquisition and disposal projects. including the creation and termination of leases and licenses, agreement of Wayleaves and Easements.
The Facilities Management team provides support to the NCA and its officers by managing building services across the estate, ensuring suppliers deliver value for money and collaborate with stakeholders to ensure estate needs are appropriately prioritised and met using a risk based approach. The team is integral to ensuring the estate is safe, secure and compliant with all appropriate legislation, governance and Crown Commercial Service Framework through building maintenance, repair, manned guarding and contract management.
The Project Sponsor team designs the project structure, applies the correct project principles and uses the appropriate methodology to lead the delivery of estate projects within the set time, cost and quality constraints. The Project Sponsor team will be leading multiple projects at one time and must ensure all risks, issues, budgets and milestones are identified, tracked, managed and reported to support governance and decision making.
Providing subject matter expertise on the fraud threat and response by using the strategic intelligence picture, an understanding of the political situation and information relating to on-going 4P work. To influence operational priorities and drive a more effective response in the UK and overseas.
The team supports the development and delivery of strategic priorities for the operational system, under the HO Fraud Strategy, focused on multi-agency opportunities. Along with, delivering projects and initiatives through multi-agency working to tackle priority issues, and evaluating activity for its impact on fraud.
Engaging stakeholders to build a stronger network to effectively tackle the fraud threat and supporting seniors to galvanise the wider system by providing strategic briefings. Through the development of quality written products, including papers and slides, to support engagement, decision-making, and policy development.
Working with and through the wider team, contributing to an inclusive team culture, and ensuring work is effectively joined-up.
NECC Operations is a multi-agency team working collaboratively with law enforcement and wider partners to maximise Fraud and Illicit Finance (IF) PURSUE outputs. NECC Operations drive operational outcomes across the system aligned to agreed Threat Lead priorities, utilising capabilities & capacity across the system ensuring high priority opportunities to reduce harm and protect the public are maximised.
Thematic Pods within NECC Operations build & maintain exceptional working relationships with key operational partners across the system and leverage them to maximise delivery and understanding of threat. This ensures activity is placed and supported appropriately across the system.
To maximise Fraud and IF PURSUE outputs and system collaboration, the Fraud and IF pods work collaboratively with NECC system partners to:
To ensure Fraud and IF activity is placed and supported appropriately across the system, the NECC Operations referrals hub manages:
The Strategy Team anticipates changes in the economic crime landscape to inform and shape strategies, policies, influence legislative change and secure partner co-operation. We develop and drive the overarching NECC Strategy, setting the engagement priorities and co-ordinating across the threat teams and wider NCA to produce supporting material for high level strategic events.
We provide advice to senior leaders and the wider Command in support of fulfilling strategic ambitions, working across the NECC, NCA and Whitehall. Whilst promoting the activities of the NECC to keep our Officers, Partners and the Public informed of our response.
The Business Management Team (BMT) delivers vital support and assistance to the NECC Command and is critical for driving activity to enable NECC to meet agreed priorities. The team works across the NECC and wider NCA to provide a professional service, co-ordinating and controlling business management and frequently reporting into NECC senior leadership team.
We cover a range of functions, including but not limited to Co-ordination of Workforce planning, Business planning, Finance, Recruitment, Performance and Risk, Learning and Development, Estates, and business continuity planning. The Business Management Team (BMT) delivers vital support and
The People and Culture Team [PACT] is dedicated to implementing strategic initiatives and programmes aimed at enhancing the experience and wellbeing of our staff. We coordinate and represent the Command at various working groups and diversity committees across the NCA, ensuring the promotion and adoption of inclusive practices. In response to the annual People Survey feedback, PACT develops and executes initiatives that aim to address the specific needs, wants and aspirations of our Officers. The team's aim is to foster a culture of continuously improving our working environment and culture.
Working collaboratively as part of a multi-agency, multi-functional team to establish the NECC as a centre of excellence in co-ordinating the UK’s response to the threat posed by economic crime.
Developing and maintaining effective relationships with key stakeholders across the public and private sectors both domestically and internationally. Through delivering written and verbal outputs including strategic intelligence products, alerts to the financial industry, and management and partner briefings ensuring a consistent and professional narrative across all such outputs.
Performance reporting and analysis against key money laundering threats and enablers as well as supervising the development, collation and co-ordination of management information.
Identifying new opportunities for JMLIT intervention. Coordinating, developing and authorising case referrals under Section 7 Crime and Courts Act 2013 from JMLIT partners and maintaining and updating accurate case work records.
The team acts as Single Point of Contact (SPoC) for groups within the JMLIT+ model, ensuring both the Public Private Partnership team and NECC Threat Leads are briefed on progress and opportunities for collaboration across JMLIT+ groups and with internal and external partners.
Dedicated Threat Desks are focussed on deploying subject matter expertise to a range of 3P projects and public and private sector partnerships. This includes coordinating the UK response in priority areas such as money laundering, bribery and corruption, asset denial, state linked illicit finance; crypto-assets and tech enablers, international projects & tactical partnerships.
Using NCA and partner operational insight and data, producing reporting and recommendations on key illicit finance trends, building strong networks across academia and the private sector.
Exploiting insights and partnerships to set clear operational plans and a consistent pipeline of high impact initiatives, evaluating and learning from our performance.
The team will be a dedicated and specialist resource solely focusing on asset tracing with the objective of enhancing the current capability across the system. Utilising new technology, the team will help to drive early proactive identification and tracing of assets to develop quality pipeline work for asset denial activity to ultimately deliver more disruptions, and recover more assets.
The Expert Laundering Evidence (ELE) Cadre is comprised of staff from the NCA alongside other law enforcement agencies, including the Serious Fraud Office, and police forces across the UK. Cadre members are highly skilled, and are experienced in both understanding money laundering methodologies, as well as conducting investigations into criminals seeking to launder the proceeds of crime. Cadre members have a genuine interest and enthusiasm for their areas of expertise. They share a commitment to use their specialist knowledge to assist the UK court system in understanding money laundering. ELE members provide independent and impartial expert evidence to the courts.
Dedicated Threat Desks are focussed on deploying subject matter expertise to a range of 3P projects and public and private sector partnerships. This includes coordinating the UK response in priority areas such as money laundering, bribery and corruption, asset denial, state linked illicit finance; crypto-assets and tech enablers, international projects & tactical partnerships.
The role is likely to cut across all three priority countries, as well as possible scoping of wider geographic priorities. There is likely to be widespread engagement required across multiple commands in the NCA, other law enforcement partners, central His Majesty’s Government (HMG)departments (Home Office, Foreign Commonwealth and Development Office), and international partners. A talent for engagement with a diverse set of stakeholders, an understanding of international relations and politics, as well as law enforcement processes are all likely to be valuable
Find out more about life as an NCA officer in the NECC Illicit Finance team: Day in the life: NECC Illicit Finance
Economic crime affects more UK citizens, more often, than any other criminal threat to our national security. It undermines the integrity of the UK economy, our global reputation as a global financial centre. Finances are integral to trade and investment, and the ease of doing business is vital for our prosperity. However, our open financial systems and strong economy continue to be exploited by those seeking to generate, move and invest criminal money, from street cash up to the proceeds of the highest levels of bribery and corruption. The National Economic Crime Command consists of three cross-functions that operate independently from one another: the National Economic Crime Centre (NECC), the United Kingdom Financial Intelligence Unit (UKFIU) and the Proceeds of Crime Centre (PoCC).
The NECC brings together law enforcement agencies, government departments, regulatory bodies and the private sector, with a shared objective of driving down economic crime in the UK. From targeting corrupt elites to tackling fraud, our work is high profile and focused on the highest harms to protect the most vulnerable.
The Illicit Finance Threat Team aims to be the cross-system hub for overseeing, directing and supporting the UK’s response to money laundering, bribery and corruption.
The teams purpose is to hold and mature a comprehensive understanding of the threat and the UK’s response, and use data and operational insight to design initiatives, partnerships, reporting and specialist services to end the era of the UK as a safe haven for illicit finance
An established partnership between UK law enforcement, government and private sector, using NCA capabilities to innovate in sharing intelligence and data.
The ambition of NECC, is to become a genuine public private hub for combatting economic crime; bringing greater coherence to public private engagement and leverage capability from public and private partners to deliver on our ambition.
Optimise - We use all of our collective capabilities to prevent, identify and disrupt economic crime.
Economic Crime Plan - We respond to the highest harm threat and risks as they emerge.
Responsible for the leadership and development of the NECC Strategy and Business Management of the NECC. The teams cover a range of functions including Strategic Briefings, Business Planning, Workforce Planning, and Finance.
Drive operational outcomes across the system aligned to agreed Threat Lead priorities, utilising capabilities & capacity across the system to ensure high priority opportunities to reduce harm and protect the public are maximised.
The teams build & maintain exceptional working relationships with key operational partners across the system and leverage them to maximise delivery and understanding of threat.
The Fraud Threat Lead team is at the heart of driving forward the UK Fraud Strategy to block fraud, pursue fraudsters and empower people to reduce the scale and harm of fraud.
We deliver the 4P projects and influence tasked activity to better understand the fraud threat. We work with stakeholders to ensure that the PURSUE system works effectively and implement system-level changes to improve operational delivery such as the establishment of a new national Fraud Targeting Cell. In addition, we support PREVENT strategies such as national media campaigns to increase fraud awareness and coordinate PROTECT initiatives to enhance the system response.
The Proceeds of Crime Centre discharges the statutory responsibility of Director General NCA (Proceeds of Crime Act 2002 (PoCA), P1 section 3) to provide for the training, accreditation and monitoring of Financial Investigators.
The UK Financial Intelligence Unit (UKFIU) has national responsibility for receiving, analysing and disseminating intelligence submitted through the Suspicious Activity Reports (SARs) regime, to share with law enforcement agencies at home and internationally. The UKFIU sits at the heart of the regime, providing the gateway to reporters and a repository of data to inform law enforcement.
Engagement Officers in the Reporter Engagement Team (RET) work with reporters from across the private sector to increase their understanding of the SARs regime and improve the quality of the SARs they submit.
The SARs Exploitation Team (SET) works with the UKFIU’s law enforcement partners to deliver greater use of SARs in investigations and intelligence gathering. It supports law enforcement partners in their use of SAR portals which access SARs and is working with external partners to support the delivery of a new web portal to access SARs.
The UKFIU’s Digital Media and Publications team (DMP) specifically looks after all of the UKFIU’s internal and external communication, on all available platforms, to enhance and maintain the UKFIU’s role as a major figure on the international stage and to provide regular consistent best practice and guidance to all SARs regime stakeholders.
Given the volume of Personal Data held within SARs the team makes sure this data is handled appropriately in accordance with Data Protection Legislation and best practices. The team has involvement in Data Protection Impact Assessments and Data Sharing Agreements, maintaining close working relationships with the Information Custodian and wider Chief Data Office and for providing recommendations to the UKFIU Information Asset Owner. The team has responsibility leading for UKFIU Disclosure, supporting the work of the unit and working closely with teams across the UKFIU, wider NCA, Law Enforcement, and the private sector.
The UKFIU Systems Team are the administrators of the SAR related systems that are used to receive, review, and disseminate SARs. The team liaise with public and private sector partners as well as the SARs IT Transformation team that will be delivering the new suite of SARs IT Systems as part of the SARs Reform Project.
Responsible for supporting and coordinating the strategic direction of the UKFIU, providing an efficient support service to cross Government and other external partners with regards to legislation and policy.
The Co-ordination & Procedure team are responsible for supporting and coordinating the strategic direction of the UKFIU and facilitating the continuous improvement and change within the department to keep it proactive and agile. The team provides an efficient support service to UKFIU operations, corporate and central service functions, programmes, or projects, contributing towards the successful delivery of business objectives.
The UKFIU Strategic & Statistical Analysis (SSA) team conduct analysis and assessment utilising SARs to enhance the intelligence picture of money laundering, terrorist finance and wider SOC threats.
SSA also conduct analysis of SARs to support the UKFIU to carry out its functions effectively through analysis of the volume, composition and quality of SAR reporting. Through collaboration with UKFIU Engagement functions, this analysis supports the aim of improving the quality of SAR reporting to increase the intelligence value of SARs and improve operational opportunities for law enforcement.
The team is responsible for the People functions including Business Management, co-ordination of workforce planning and recruitment activity across the Command, including NECC core partner resourcing and supporting HR led activity with the NCA HR Business Partner.
The UKFIU International Team services the international obligations of the UKFIU under the Financial Action Task Force (FATF) and Egmont Group requirements. The Team serves as the single point of authorisation for the dissemination of any intelligence directly derived from Suspicious Activity Reports (SARs) to non-UK jurisdictions.
It is also a single point of contact for UK law enforcement wanting to identify and trace assets abroad and foreign law enforcement wanting to identify/trace assets held in the UK.
The UKFIU Defence Against Money Laundering team (DAML) services the obligations of the NCA under Part 7 of the Proceeds of Crime Act to assess and action requests for a Defence Against Money Laundering received from the UK’s Regulated Sector including the Banking Industry, Solicitors and Estate Agents. The DAML regime provides law enforcement with a unique opportunity to disrupt the flow of criminal property and take positive action to restrain and seize assets.
The Terrorist Finance Team (TFT) identifies, analyses and disseminates terrorism-related SARs to the National Terrorist Financial Investigation Unit and the Counter Terrorism Unit network across the UK. The team focuses solely on CT-related matters and has the only statutory counter terrorism function in the NCA. Working in the team offers a fascinating insight into high-end operational activity and working across a number of risk areas. TFT takes the lead on SARs relating to Kidnap for Ransom (KFR) cases, which can involve high profile situations and require urgent responses from across Whitehall, supporting COBR meetings at ministerial level.
The SARs Enquiry and Action (SEA) Team offers a fascinating insight into high-end operational activity and working across a number of risk areas and exposure to a wide range of NCA threat areas and priorities. The SEA team on a day to day basis identify SARs for fast track dissemination relating to a range of threats.
The CKC was established as part of a coordinated package of measures announced by the Prime Minister in response to Russia’s invasion of Ukraine. The CKC is dedicated to targeting corrupt elites and Politically Exposed Persons (PEPs) through their assets hidden in the UK, targeting their professional enablers and supporting cross-HMG criminal sanctions delivery and enforcement. This is a high-profile unit focusing on combatting a variety of SOC activity across multiple jurisdictions, working with a wide range of international and domestic partners including the UK Intelligence Agencies and cross-Whitehall departments.
To do this, we need officers with a range of backgrounds, skills and experience to help us stay one step ahead of criminals.
There is no such thing as a typical UKFIU officer. We are a diverse team from a wide range of backgrounds and each individual brings something unique, which enables us to stay one step ahead of criminals. We are actively looking to recruit people from all walks of life who can bring new perspectives and experiences.
You don’t necessarily need to have a background in law enforcement or finance to join the UKFIU. If you have a desire to protect the public, are adaptable and able to prioritise in a fast-paced environment, with a keen eye for detail, then we want to hear from you.
To tackle serious and organised crime, we need a diverse team of skilled individuals to alert law enforcement to potential instances of money laundering and terrorist financing. We need individuals who are motivated by protecting the public, pay keen attention to detail and have an interest in financial crime. You do not need a background in law enforcement or finance to join our team. Have a read of the career journeys of some of our officers below to see how they came to a career at the UKFIU and what a day in their life entails.
The UKFIU Engagement function focuses on all external facing capabilities conducted by the unit including engagement, education and support.
They produce magazines, podcasts and social media posts as well as engaging with all manner of external stakeholders such as private companies within the regulated sector, law enforcement agencies, other government departments and the general public.
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The Operations function is responsible for all receipt, processing, analysis/intelligence gathering and dissemination of SARs submitted to the UKFIU. This includes teams that: make decisions on requests for a Defence Against Money Laundering under the Proceeds of Crime Act; analyse Suspicious Activity Reports submitted by the regulated sector to the FIU under the Terrorism Act; identify and process SARs linked to priority threat areas and ongoing operational activity; and exchange information with Financial Intelligence Units in other countries.
The Operational Support function is responsible for the effective running of the UKFIU. This includes teams that: co-ordinate the strategic direction and policy work of the UKFIU; undertake analysis to identify emerging threats and trends; and ensure the FIU has the right people and training to fulfil its mission.
The engagement function is responsible for communication and support for Reporters and LEAs. This includes teams that: support law enforcement to best use from SARs; support Reporters in submitting SARs, through best practice guidance and feedback; and create and distribute communications from the UKFIU.
Identifying significant changes within the communications and operational environments through assessing the impact on the delivery of capability. Prioritising the resulting opportunities and threats to operational outcomes and delivering updates to the Strategic Threat and Risk Assessment.
BaSS is a set of complementary scientific and academic disciplines that aim to understand and influence human behaviour at an individual and group level. This includes psychology, sociology and anthropology.
Coordinates cross-community responses to the OTAC threat and opportunity picture. To achieve this, the team enables and exploits cutting-edge innovation, exploration, research, and experimentation. Potential interventions are then prioritised, validated with the operational community. The requirements and knowledge are shared with the appropriate capability development partner, policy body, or operational unit for implementation.
Supports the whole Service Partnership by providing a method for gathering strategic issues and connecting networks to enable collective decision-making on how services should be delivered, confirming service value and the delivery of benefits.
Working to support the NCA's investigations and operational capability, including our international operations.
The Team leads the DDAT delivery/infrastructure installations for Concordis estate by managing dependencies and collaborates with stakeholders across other projects and programmes. This is essential in ensuring an Integrated Technology Plan is developed, managed and delivered to meet programme deadlines and budget.
Ensures the risk to live IT and Data Services, due to any type of change, is appropriately controlled and managed across all internal and external service providers. Along with ensuring knowledge and SACM (Asset and Configuration Management) is effectively managed across the Enterprise via internal and external Service Providers.
Assures the performance and continual improvement of all Technology, Information and Data services provided by the NCA to maximise the value from our suppliers in the provision of these services.
The Applications (Apps) Tower is responsible for enhancing the NCA’s ability to source, develop and use applications that exploit data confidently and efficiently to tackle serious organised crime at pace and scale, as well as maintaining and improving business applications to support processes and ensure efficiency.
Abilities & large-scale deployment, application packaging and distribution capabilities, print, scanning and output management capabilities, e-mail and messaging environments capabilities & large scale deployments, M365/SharePoint, technology rollout, supporting Information Technology Health Checks (ITHC).
We are focussed on delivering the IT infrastructure the NCA needs to carry out the mission of protecting the public from serious and organised crime. The infrastructure Team are currently enabling our new IT systems, including Green and Violet. The team also supports existing services by keeping them up to date to minimise tech debt while improving them with new models and reconfiguration.
Delivering DDaT's Supply Chain Transformation which seeks to transform and rationalise the NCA's technology services, with compliant commercial contracts and facilitate exit from expiring incumbent contracts.
The DDaT PMO is at the heart of the DDaT Maintain & Improve Capital Plan and Digital Transformation, providing a consistent and coherent view of programme and project delivery as well as a single interface to the Investment Management Office.
DDaT HQ Co-ordination supports DDaT’s senior leadership in discharging their responsibilities through the provision of services that enable and control others in DDaT with a focus on Assurance, Business Planning, Governance, Performance, Risk, and Strategy.
The Private Office is the first point of contact and is the essential link between the Director/Deputy Directors and colleagues across the NCA to support the delivery of priorities. To ensure the smooth running of the Director/Deputy Directors priorities, Private Office needs to be strategically aware, critical thinkers and organised to manage the fast-paced environment and activities.
DDaT Business Management are responsible for overseeing the delivery and coordination of business processes and HR services on behalf of the Directorate. Working together to implement strategy to optimise the Command's efficiency, quality and performance and ensuring recruitment, learning and employee wellbeing is effectively balanced with the employee’s needs.
Manages and facilitates communication for DDaT Command and the Digital Transformation Programme (DTP), ensuring officers across the NCA are provided with up-to-date information about the technology being delivered. We aim to encourage officer engagement across the NCA by showcasing the wide variety of work that DDaT colleagues do. This is crucial in ensuring we play our part in delivering NCA’s objectives and protecting the public from serious and organised crime.
The Strategy and Portfolio Team exists to drive clear and relevant plans for NCA’s new and existing Technology, Information and Data Services, through transparent alignment with NCA’s Strategy, and based on strong relationships with the NCA’s business units.
Enterprise Design Authority - Technology works across the NCA to build a mechanism for achieving the alignment of enterprise and solution, technology architectures to the NCA's strategic direction.
The Data Protection and Engagement Team assures the implementation of NCA’s policies and standards across the NCA are compliant, through line assurance activities. Provides specialist advice and statutory response services for internal and external customers in respect of data and information management.
The Information Governance Team sets and maintains the relevant and legally compliant information, data policies and standards for NCA’s information systems and services.
Digital, data and technology are at the heart of everything we do within the NCA, from operations to the enabling capabilities that support the agency to protect the public from serious and organised crime.
We are responsible for defining and delivering our data and technology strategy, policy and architecture, and building and sustaining resilient services which are critical to our mission success.
The pace of change within the digital and tech world means we need to be agile and innovative in how we respond to threats while exploiting the opportunities this presents.
It's a demanding but rewarding job with opportunities to develop your skills and career while doing some really great things that make an impact to the UK and the communities we serve.
CDO is the accountable lead for the NCA’s relationship with the Information Commissioner’s Office.
The business area provides specialist advice and guidance on all areas of data and information management. CDO is responsible for corporate Information Management (IM), managing the NCA’s corporate record, setting the IM Policy for the NCA, and supporting the Chief Data Officer in the management of the NCA’s corporate IM risks.
Sets the NCA’s data and technology strategy, aligned with corporate strategy and broader UK Government technology strategy. Setting and governing the NCA’s approach to selecting and implementing technology through the Technical Design Authority and its sub-board, the Architecture Assurance Board. The CTO team will research and recommend new systems and technologies as required, as well as helping guide strategic business decisions and develop long-term strategies.
Supports DDaT’s senior leadership in discharging their responsibilities through the provision of services that enable and control others in DDaT. The department cover a wide range of disciplines including risk and issue management, finance management, workforce and business planning, oversight of private offices and the command's engagement activity.
Supports the maintenance and improvement of our current systems to ensure our technology is delivered effectively and efficiently. To help achieve these goals we have formed integrated delivery teams, or Towers. In these Towers, similar projects are delivered to a common standard by our experts, who are dedicated to their field.
Enables the NCA and its partners to achieve their operational outcomes and mission effectiveness across the Serious and Organised Crime (SOC) system by providing a 24-hour operation, working 7 days a week, across 365 days of the year.
Enterprise Services works with suppliers to ensure NCA services are reliable and affordable along with leading the migration of new services going live to users across the estate.
Enterprise Services also drives the Supply Chain, enabling the NCA to be an agile and responsive organisation, to ensure the sustainability of our future technology estate.
TRACER is a multi-agency and multi-disciplinary team providing an opportunity and threat management function and assesses their impact on digital investigative capability. TRACER researches and develops propositions to exploit opportunities and mitigate threats.
Economic crime affects more UK citizens, more often, than any other criminal threat to our national security. It undermines the integrity of the UK economy, our global reputation as a global financial centre. Finances are integral to trade and investment, and the ease of doing business is vital for our prosperity. However, our open financial systems and strong economy continue to be exploited by those seeking to generate, move and invest criminal money, from street cash up to the proceeds of the highest levels of bribery and corruption. The National Economic Crime Command consists of three cross-functions that operate independently from one another: the National Economic Crime Centre (NECC), the United Kingdom Financial Intelligence Unit (UKFIU) and the Proceeds of Crime Centre (PoCC).
The NECC brings together law enforcement agencies, government departments, regulatory bodies and the private sector, with a shared objective of driving down economic crime in the UK. From targeting corrupt elites to tackling fraud, our work is high profile and focused on the highest harms to protect the most vulnerable.
The Proceeds of Crime Centre discharges the statutory responsibility of Director General NCA (Proceeds of Crime Act 2002 (PoCA), P1 section 3) to provide for the training, accreditation and monitoring of Financial Investigators.
Find out more about life as an NCA officer in the Proceeds of Crime Centre: Day in the life: PoCC
Responsible for the leadership and development of PoCC and the Business Management. The teams cover a range of functions including training requests and associated purchase orders/invoices, Workforce Planning, Budgets and Finance.
PoCC exercises the statutory function, per Part 1, Section 3 of PoCA responsibility by providing for the registration, training, accreditation and monitoring of Accredited Financial Investigators (AFIs) within the broader law enforcement community.
It delivers training of the highest and unquestioned quality to continue to support investigators in the workplace to ensure their continued professional development. The training delivery team provide the necessary training, ensure that all material is relevant and current, draft and compile exam questions and make sure that PDP material is in place for use by the relevant learners. The team also provide assistance, guidance and tuition to practitioners, being experts in their respective areas.
Section 3 of the Proceeds of Crime Act 2002 enabled the creation of the Financial Intelligence Support System (FISS) as a professional register. It is an official law enforcement database that facilitates the uploading of an individuals’ own and personal sanitised evidence within the Personal Development Portfolio (PDP) and Continued Professional Development (CPD) processes.
The team are responsible for ensuring the technical stability of FISS, managing relationships with external IT host provider. It provides policy and procedural guidance, case law, templates and other reference material essential to successful day to day operational delivery; and provides a platform for continuing professional development through the dissemination of regular updates, assessed activities and gateways to further training and qualifications.
The in-house legal department sits at the heart of the NCA; providing specialist advisory and litigation support across the entire organisation. NCA Legal collaborates with operational officers as well as other Government departments, agencies and police forces on a daily basis to assist with live investigations around the world and defend against legal challenges aimed to disrupt those investigations. The advice provided by the department contributes directly to the disruption of serious and organised crime.
The teams include solicitors and barristers from a variety of backgrounds and with a wide range of experience alongside paralegals and a business management team.
Find out more about life as an NCA officer in the legal team: Day in the life: NCA Legal team
The Legal team have an active Diversity and Inclusion Group, which is in addition to the many diversity groups that are run throughout the Agency. The purpose of the group is to encourage departmental focus on diversity issues and wider events and to promote an inclusive environment for all.
The Legal team also have a Health and Wellbeing Committee which feeds into and works with the Agency’s Health, Safety & Wellbeing Committee. The group leads on and encourages health and wellbeing initiatives and events to promote a healthy and balanced working environment across the Legal Command.
The Commercial and Employment Team advises the NCA on a broad range of contentious and non-contentious work. This ranges from advising on public procurement and transformation projects to advising on the full range of employment related legal issues, policies and litigation.
The team’s employment law function plays a crucial role in effective workplace management at the NCA, while the team’s commercial function plays a crucial role in enabling the Agency to lawfully procure high quality and value for money goods, works and services, in a way which minimises the risk of legal challenge.
The Data & Operational Advisory Team advises operational teams to ensure that NCA operations are conducted lawfully through the use of covert and overt investigatory powers. It handles all of the data and operational advisory work for the Agency, including warrantry, pre-charge criminal procedure and powers and data matters, including exploitation, retention and deletion of data. The cases are often high value and high profile.
The Civil Litigation team leads the response to civil litigation brought against the NCA, on behalf of the DG of the NCA. We defend the NCA against civil actions and represent the NCA at Inquests and in Public Inquiries, family court proceedings and in the Investigatory Powers Tribunal.
The Financial Disruptions Litigation Team provides legal advice, assistance and (through the instruction of Counsel) representation to the NCA in connection with asset denial tools under the Proceeds of Crime Act 2002 (POCA) in order to disrupt serious and organised crime through preventing criminals and their enablers profiting from crime.
The Disruptive Actions Legal team advises and supports the NCA’s drive to maximise its use of a wide range of disruptions to reduce the threat posed by serious and organised crime. Disruptive Action lawyers have experience in immigration matters, sanctions, civil orders and litigation. We regularly work with HMG partners, including for legislative change proposals.
The Legal Business Management Team provides support to key corporate functions on behalf of Legal as well as supporting the in-house lawyers. This includes: Human Resources, Learning & Development, Finance, Health & Safety, Estates, Business Continuity Planning, Information and Records Management and managing the Legal Director's Private Office.
The ACU looks into all allegations of corruption against its officers, working to either prove or disprove these allegations to protect both the NCA’s officers and activity.
The Professional Standards Unit (PSU) helps to ensure that the NCA delivers professionalism, transparency, integrity and effective working relationships to our officers, the public and external partners.
The Vetting team deliver NCA Enhanced National Security Vetting (NSV) clearances for both directly employed new recruits and non-directly employed staff. The team is also responsible for conducting vetting reviews and upgrades as well as managing ongoing personnel security through the aftercare function.
The People Risk Management Team (PRMT) works closely with the above teams to identify, research, assess and report on threats and risks to the NCA, its officers, assets and information.
The Information Assurance team has the following responsibilities:
The Security Analysis and Threat Intelligence Team has the following responsibilities:
The Defend and Respond Team has the following responsibilities:
This team sets and reviews protective security standards across the NCA estate. It provides physical security advice that ranges from shaping bespoke solutions at individual or team level, through to designing new NCA policies and working on large, complex estates programmes.
The mitigation of physical security risks typically involves expert advice on the deployment of specialist security technology, including storage solutions, CCTV, Automated Access Control Systems (AACS), Intruder Detection Systems (IDS), lighting and perimeters.
The OpSy role is used nationally by law enforcement and other organisations, including the NCA. Its purpose is to provide independent and impartial operational security advice. This includes, but is not limited to, involvement in planning operations, inspections of overseas premises, monitoring controls, post-incident review, and guidance on strategic policy.
OpSys are accredited by the College of Police and integral to helping the NCA operate securely, both nationally and internationally. They are supported by key stakeholders in teams across the organisation who form our Operational Security Liaison Officer (OSLO) and Security Network Liaison Officer (SNLO) networks.
The team has an internationally recognised accreditation licence (ISO22301) to deliver the four key responsibilities for the NCA:
We support and assure the NCA's supply chain security, working within the integrated protective security framework. We provide advice and conduct due diligence assurance, security audit and security briefings on supplier security at procurement and post contract phase to identify and mitigate security risks, in line with NCA security policy.
The SiMU and Intelligence management unit manages equipment and office environments in adherence to standards for specialist sensitive capabilities.
IPS HQ consists of a number of teams:
The Security Improvement Programme is the main vehicle for the NCA’s ambition to transform and mature its security capabilities, and is intended to be a fast-moving, dynamic and highly prioritised area of the NCA’s portfolio across several financial years.
The Integrated Protective Security Command (IPS) is responsible for securing the NCA to protect the public. IPS safeguards the NCA from the full range of security threats, enabling the organisation to achieve its operational objectives, both domestically and overseas.
The CBS command enables the operational capability of the NCA to protect the public from serious and organised crime.
Read our application guidance for G3, G4 and G5 Investigations Roles here:
Read our recruitment FAQs here.
The National Crime Agency has a wide variety of roles for those joining the job market for the first time, developing their career or experienced professionls who wish to work in an organisation dedicated to combating serious and organised crime.
To keep up to date with our recruitment plans, please visit this page frequently or follow us on Twitter, Facebook or LinkedIn.
Whilst police Special Constables traditionally provide general support to their Force, NCA Specials are recruited because of their specialist, niche expertise and skills that are rarely available within law enforcement, but that are of huge value in the fight against serious and organised crime.
Current areas of expertise among our NCA Specials include:
NCA Specials is an attractive volunteering opportunity for people with specialist skills and enables us to harness the contribution of civic‑minded individuals in our work.
As with all of our officers, NCA Specials are crime fighters, wholly committed to cutting serious and organised crime.
Due to the nature and sensitivity of the work completed by the NCA and the levels of intelligence accessed, high standards are expected of individuals who wish to work, for or with the NCA, this standard is often higher than many other organisations.
The NCA Vetting Unit not only completes National Security Vetting (SC&DV), but also our own NCA Standards checks which assess the risk from criminality. We will not normally consider applications from anyone with criminal convictions or cautions.
