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2018 ADC Motions

October 26, 2018

Chapter 1

Pay & Pensions

Motion A1

Members who are at the top of the G5 pay scale (£36821) are being awarded non-consolidated lump sums (£369) in their August pay with no prospect of increasing their future annual salary.

This has a detrimental effect on those officers who are already being paid less than Police Officers (£38000) who have been awarded a 2% pay increase this year. (1% increase and 1% bonus).

This motion seeks ADC approval to instruct the NEC to engage with the employer regarding the reason for non-consolidated lump sums and lack of future pay progression for those who are at the maximum. It appears that those officers are being treated financially differently from other G5 Officers and which will ultimately affect retirement lump sums and monthly pensions. The NEC should negotiate with the employer to reform this to a consolidated pay award in line with other organisations and other employees within the NCA

North

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A2

The Agency has advertised that the pay award for 2018-19 was on average 3%.    Members feel that this is inaccurate as most members received only a 1% pay rise at best and this was largely directed at the minority of officers who were offered and too up the spot rates.

The failure of the recent campaign to recruit experienced investigators into the Agency proves that our pay levels are not comparable to other law enforcement agencies and the Police Service.  Meanwhile, those in non-SR roles and with numerous years of service do not have access to comparable uplifts.

This motion seeks ADC approval to instruct the NEC to include specifically those not on spot rates and with long years of service in the upcoming pay negotiations, and the ongoing recruitment and retention issues created by not paying comparable salaries. 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.

L&SE

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A3

The Government recently awarded the NCA an extra £500 thousand pounds to assist in retention and recruitment in areas that were proving difficult to address. Throughout the lead up to the award the Armed Operations Unit were specifically cited as an area that would receive further funds.

Subsequently, the NCA decided to spread this award across the Organisation and spend it contrary to the government’s intention. The result was that AFO’s received the lowest award of 1%. The spot rate offer would have resulted in AFO’s actually taking a pay cut.

There are now only 51 AFO’s in the AOU, 50% of our past strength, we are being asked to work more ‘on call’, and due to the pay structure can only recruit retired officers.

AFO’s are required to spend six weeks a year away from families training just to maintain their skills; furthermore the nature of their job takes them away from their regions more often; carrying out high risk, high stress operations.

Being an AFO is open to everyone but not everyone is suitable, as evidenced by recruitment, most officers just don’t think it’s worth the risk. This is a national problem for all organisations’ but is being exasperated by our own pay structure. As a result of the recent spot rate procedure unarmed officers are now being paid just £300 less than armed officers.

I understand the NCOA’s position is that there should be a standard pay for all; but they have to recognise the ‘above and beyond’ skills and risks taken by AFO’s. We need representation from NCOA.

The pay difference does not recognise what AFO’s do. We are now five thousand pounds behind AFO’s in Police Forces (the only other armed organisation), and that’s before their recently agreed 3% rise. Moral within the Armed Unit is at an all-time low.

This motion seeks ADC approval to instruct the NEC to engage with the employer over its future plans to address this massive imbalance. 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

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A4

Officers on temporary promotion from G5 to G4 within investigations are only being offered developing spot rates despite having the experience and qualifications to meet the requirement for competent.

This motion seeks AGM approval to instruct the NEC to engage with the employer over its policy around spot rates for temporary promoted officers. The NEC should report back in a timely manner.

MW&W

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A5

It is without doubt that this agency cannot and does not function without the hard work flexibility and goodwill of the officers who work in it.

Much of that goodwill and flexibility results in officers giving up their time to work above and beyond the 37/40 hour week that they are contracted to do.

Whilst is accepted that those officers who choose to work overtime are compensated , at what I am sure the agency would argue are generous rates, time and a half, Monday to Friday  and double time at weekends when annual leave is taken ( not withstanding any cap that your manager may have put on your ability to take leave when you want rather than when the agency wants) this is paid at flat rate and no account of the extra hours that the officer may have worked throughout the year is taken into consideration. This issue has been challenged.

British Airways were the first to do so.  Whilst their circumstances are somewhat different, they get paid different rates of pay depending on whether they are in flight or on rest period before a return flight British Airways paid the lower rate during periods of annual leave. Challenged by staff they won their case in the courts and British Airways now pay an average of earnings throughout the year to staff during periods of annual leave.

Following this challenge British Gas employees took their employer to court and subsequently won their case.  This has since been followed by the Fire and Rescue service. 

Perhaps more relevant to NCA officers though is another Government department.  The Immigration Service, who prior to agreeing to an Annualised Hours Package were paid each month a separate sum to compensate for flat rate pay during annual leave.  This was worked out as an average of all their staff divided by twelve and paid monthly to every officer.

The NCA are desperate for more flexibility, on call without pay, reducing the operational fleet and getting more for less. Yet, it must be recognised by the employer that it is only fair and right that they treat the workforce fairly and in line with other employers.

This motion seeks ADC approval to instruct the NEC to engage with the employer during pay negotiations that annual leave should be paid at an average of the officers annual salary and not at flat rate either by twelve equal payments throughout the year or enhanced pay during periods of annual leave.

L&SE

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A6

Members were angered and shocked by the level of engagement demonstrated by the employer with NCOA officials during the 2018 pay negotiations.

Repeatedly it appeared our TU representatives were treated in a dismissive, unprofessional and downright cavalier fashion by an employer who claims to want and welcomes open and transparent engagement with our Trade Union. This was nowhere in evidence to our members during this protracted process.

Due to the embargo placed on NCOA communications with members during the negotiation phase, the ever changing proposals being brought to the negotiation table at little or no notice could not be shared with staff. - In hindsight it is apparent the employer was ill prepared, and brought proposals which had not had the necessary approvals from Treasury and the Home Office in advance. In consequence a great deal of time and effort was unnecessarily expended by our officials, and repeatedly, while the employer prevaricated and adjusted proposals. While we fully appreciate that the entire process was fraught with complications, it is still inexcusable for the employer to have engaged in the first place with half formed, unapproved, proposals thereby wasting the time and effort of our officials.

Members feel this was a cynical delaying tactic used by the employer to try and restrict discussions and stem staff dissatisfaction with the repeatedly delayed pay negotiations, while piously reporting they were “in consultation” with our TU and others.                              

This motion seeks ADC approval to instruct the NEC to engage with the employer, to clearly set out members disgust at the shoddy and disrespectful way Management treated our NEC officials during 2018 pay negotiations, and further to seek unequivocal assurances that those elected, or employed, by this Trade Union, to represent the interests of 2,000+ members, will be afforded proper respect, and full and transparent engagement by the employer in any future interactions.

The NEC should report back in a timely manner.

North

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Chapter 2

Allowances

Motion A7

London Weighting rates are inconsistent with other agencies and woefully inadequate compared to the cost of travel and living in London despite a recent review and tiny uplift.    Our rates even after the "uplift" are comparable but still less than the  "Near London" rate offered by Surrey Police (approx. 3.5k) and not the London rates offered to NHS at £6K or TFL at £7K.

Furthermore there continue to be inconsistencies in the application of LWA to branches, where Stevenage officers do not receive the allowance; however Crawley and Gatwick branches which is equidistant from London and VIGO which is further away do receive it.  There is also no consideration to those living in the "home counties" where their cost of living is proven to be higher than the rest of the UK to receive a regional allowance offered by other agencies.

In the NCARRB (Section 4.29), it was stated that there would be a review of those eligible for ‘London Weighting’.

This motion therefore seeks ADC approval to instruct the NEC to engage with the Agency on London and regional allowances, explore a full review and hold them accountable to the NCARB recommendation.  Plans should be communicated to all members affected in a timely manner.

L&SE

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A8

The NCA is a 24/7 law enforcement agency, ‘Leading the UK’s fight to cut serious and organised crime’, and as such has staff working in departments that require coverage in unsociable hours including a full 24 hour shift pattern. For example:

  • NCA staff who are posted within the Control Centre are required to work a variety of unsocial hours, including Lates (until 22:00hrs), Nights (21:00-07:00hrs), Weekends and Public Holidays throughout the year.
  • Control Centre staff currently receive a 12.5% Consolidated & 2.5% Non-Consolidated shift allowance.
  • The shift allowance the NCA pays does not match Civil Service comparators and/or Police Staff as per the Police Staff Council Handbook.We have recently lost staff to Home Office roles offering 27%, 38% and 41% shift allowances respectively. We have reached the point where the NCA are recruiting staff, training them within the Control Centre and then exporting them after a year/eighteen months to other Civil Service Depts. which pay significantly higher shift allowances. This cannot be a good business model for the Agency to pursue.

 

This motion seeks AGM approval to instruct the NEC to engage with the employer over its future plans which relate to the Control Centre staff; specifically the commitment from the NCA to review the deployment model and shifts, together with the associated allowances.

The shift allowance should be increased, to match Civil Service comparators, thereby improving NCA Control Centre staff retention and workforce stability.

  1. The shift allowance paid to Control Centre staff should all be consolidated.
  2. The full ‘building blocks’ of unsocial hours, Weekends and Public Holidays should be recognised, in addition to the universally accepted detrimental impact that shift working has on the individual, when the employer conducts the review of the shifts, and the associated allowance.

 

This should be done in consideration of many other departments as well who may be affected should the NCA extend the core working hours. These departments such as LI, CSERB, UKICB to name a few, will be equally affected and this will cause the agency serious issues.

Following engagement with the employer the NEC should report back in a timely manner to its NCOA members within the Control Centre.  Meetings should be held with the affected members to explain the employers’ response and rationale for any dispute with the points raised.

North

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A9

The agency has made much of trying to provide non-pay incentives and rewards to staff. Travel is a significant expense for many officers particularly those based in London or other major cities.

While ATOC arrangements for MPS and other police are now closed to new recruits they continue to receive free travel on TfL services off duty.  This travel is provided by TfL on the basis that police officers will intervene in incidents where appropriate. NCA officers with powers obviously could also do this, for those officers without powers the rationale for TfL allowing free travel is obviously less compelling. However this would offer any incentive to NCA officers to obtain and maintain their powers which would improve the ability of the NCA to support operational surges.  The majority of new recruits to the NCA now complete the IOTP which would provide them with at least a comparable level of training to new police probationers or special constables who are considered qualified to exercise powers and therefore benefit from free travel.

Where officers are not powered the Agency could engage with the industry to secure or negotiate other incentives comparable for or example to the military pass which provides 1/3 off -peak tube and anytime trains for leisure travel.

This motions seeks ADC approval to instruct the NEC to engage with the Agency in relation to this long-standing issue relating to accessing travel incentives as other law enforcement does; looking at the wide range of options available or that could be negotiated rather than focusing only on free travel with TFL and it being London centric, and the powers v non-powers issue.  The NEC should report back in a timely manner.

L&SE

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A10

Subsistence offered by the NCA  have not kept up with the cost of living, and is having leaving officers out of pocket for what should be simple recoverable costs, e.g. lunch when out of the office or at another branch.  It is highlighted particularly when the current Spring Gardens canteen rates means a basic lunch cannot be covered by the current rates.

Another example is that the Agency policy to reduce the number of vehicles available results in officers having to use their own cars and the mileage is only covered at 40p and potentially with increased insurance costs. 

Application of the travel and subsistence policy also appears to be inconsistence when compared across sites for example a member when submitting a 5 hour subsistence claim has been asked to subtract the usual cost of their usual lunch from this figure before submitting their claim.

This motion seeks ADC approval to instruct the NEC to engage with the employer on the rates and application of the travel and subsistence policy, encourage a review and report back to all members in a timely manner.

L&SE

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

 Chapter 3

Terms & Conditions

Motion A11

A number of Police forces throughout the UK have already identified that to keep up to date with both changing crime trends and resources available a more flexible attitude is required. This has led to several Policing districts offering staff the opportunity to opt out of the European WTD on an individual basis.

By opting out this does not remove an employee’s rights, and can be cancelled with notice. This does however reduce the pressures of staff to complete tasks within a certain time period that may lead to physical harm or damage to the reputation of the NCA. NCA trusts its staff to lead the fight against organised crime and therefore should be empowered to manage their own time and wellbeing.

This motion seeks ADC approval to instruct the NEC to engage with the employer over the current position on WTR, highlight the issues faced by Officers and engage in any future plans to update the policy.  Timely feedback is requested to members affected.

L&SE

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A12

Clearly defined role profiles, identifiable career progression and progression of the review the report for which was submitted in May 2017 remain non-existent for the Investigation Branch Support Teams (BST). Promises of clearly structured G6 to G2 career structure and consistent role profiles for the BSTs have not materialised, whilst the Investigation Model did not include Branch Support Managers and did not include roles for all existing G6 staff.

2 years on and after ongoing submissions by BST Officers to input into the review the result to date has been no forthcoming answers or plans from the Agency.  Meanwhile officers are struggling to gain competencies relevant to other roles in the Agency to secure progression and management is being covered by Investigators.  This is having an extreme effect on morale.

This motion seeks ADC approval to instruct the NEC to engage with the employer regarding their plan to progress the BST review and provide clear plans for the future of the BSTs.  The NEC should report back in a timely manner.

L&SE

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Chapter 4

NCA Policy

Motion E1 (A13 & A14)

In June/July 2018, the Agency ran a lateral transfer process which was subject to a shorter and more focused application form.  The anonymity of the applicant was maintained throughout the process with TU and Diversity staff on the panel to ensure open and fair process.

This process was considered a positive move in improving career development with the Agency.

The recent web chat and reports from members highlighted some problems around lack of information about the posts, administrative arrangements after the panel and notification of postings that were different from any in the original application.

Despite a policy to the contrary, the postings listings showed only one post as being flexible, preventing career development for those staff that are unable to move location.

These issues would be resolved with discussion about the policy and agreement being reached on how the points that arose are being resolved.

This motion seeks ADC approval to instruct the NEC to engage with the employer over its future plans for the Lateral Transfer Process. Once plans are known, they should be publicised to all members. The NEC should report back in a timely manner.

NEC

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A14 (E1)

A number of officers across the Agency were successful in the Lateral transfer process and expected to move to their new roles.  However subsequent to the "review" of the process and it's declaration as a success,  a number of incidents have been found where officers had their respective job offers either blocked, deferred indefinitely, had the role changed or the job is found to no longer exist or withdrawn from the vacancy list with no explanation. 

In the addition the information provided on the vacancy list was woefully inadequate, excluding information for example the requirement to obtain Met Police vetting, or that the role may include on-call.  Officers should be given all information you would expect in any other recruitment practice so officers can make fully informed decision as to whether to apply, not be told of these stipulations at a point where they are not allowed to refuse the job offered.

This motion seeks ADC approval to instruct the NEC to engage with the employer in respect of this process with a view to conducting a review as to why this situation arose with a view to preventing this re-occurring in the future. The NEC should report back in a timely manner.

L&SE

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A15          

Some departments who have struggled to recruit, and now have not offered Spot rates with no plan to offer in the near future have suffered an exodus of staff, despite RRA being offered.  Teams such as International and CDU have been left with minimal staff that has been replaced with inexperienced Officers with no background in intelligence at all.   This has serious consequences for the ability to conduct business as usual and increased pressure on those officers left on the teams.  It appears back-filling from the lateral process may not have occurred however the impact is immediate and is having serious consequences for the teams affected.

This motion seeks ADC approval to instruct the NEC to engage with the employer on how current policies have affected teams in this manner and what plans are in place to address this and prevent this in future. The NEC should report back in a timely manner.

L&SE

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A16                   

Officers are seeking feedback on unsuccessful applications and receiving 1 sentence feedback which is meaningless for developmental purposes. The NCA has stated that it takes career progression and Officer development as a priority, but without some formal feedback process officers are finding it difficult to gain the skills to progress.

This motion seeks AGM approval to instruct the NEC to engage with the employer over its policy or lake of around feedback for unsuccessful paper sifts and interviews. The NEC should report back in a timely manner.

MW&W

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A17

Operational Officers at the NCA within the Metropolitan Police area on surveillance and other investigations enquiries such as arrest, house searches and witness statements either have to park ‘illegally’ or pay extortionate costs to park.

Parking illegally on surveillance without time to find a pay and display bay is a common occurrence. To have the parking fine voided several forms are completed by the officer then by the branch commander. This isn’t an appropriate use of time especially if a vehicle ends up being towed away.

Parking in central London on average costs £8 per hour, if a house search has two vehicles assigned and lasts 8 hours this equates to £128 at the officers cost to then claim back with a two week delay.

The Metropolitan Police force has vehicle log books which are used in the above situations these are recognised by traffic wardens and reduce huge cost and time burdens.

The NEC is instructed to engage with the employer on the above and report back in a timely manner.

L&SE

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A18

Later this year the vast majority of NCA Fleet vehicles will be fitted with electronic telematics devices which will monitor the location and speed.

The Agency states that telematics will save it a great deal of money, but it not clear how the data will be used by the Agency and how the data stored by a private company will be protected from compromise which could jeopardise individual Officer safety through revealing their home address for example.

This motion seeks ADC approval to instruct the NEC to engage with the employer to commit and communicate publically a clear policy how and when the data is to be stored and accessed and how it can and can't be used by for example PSU.  The NEC should report back in a timely manner

L&SE

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

 

Chapter 5

Equality

Motion A19

Members have through changing stipulations for meeting the threshold to receive professional accreditations suffered detriment. An example of this is an Officer on temporary promotion to a work area where IPP could be gained, was initially informed that they could apply for such. At a much later date and following the Officer expending time and effort in completing a portfolio this position was changed by the NCA.

This motion seeks that NCOA engage with the NCA to ensure that when HR/NCA put out adverts for vacancies, and the criteria for the positions, that they adhere to this, and don’t keep moving the goal posts after an advert has been released, and if someone is informed they are eligible to gain a professional qualification the goal-posts shouldn’t be moved once more.

The NCOA should report back to members in a timely manner the results of this engagement with the employer.

MW&W

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A20

The NCA seeks to re-structure large parts of the organisation. Undoubtedly, this will impact on the way the organisation as a whole operates.

With this new implementation, many members of staff across the NCA will be expected to adjust the way they work in order to facilitate this change.  For some members of staff, but especially Grade 6’s, this has already involved an expectation for staff to permanently increase their role responsibilities, to absorb new functions into their current role, and to take on work that carries greater risk. This expectation will surely increase as the current restructuring process progresses.

This is already causing confusion about the workload responsibility. Of major concern is where the boundaries lie between the different grades, specifically Grade 6 and 5, where the roles are in real danger of blurring into one, with a large difference in salary. The NCA talks a lot about managing risk, but in this instance it appears they are failing to do so;  frequently, staff are conducting the same work as their higher paid and higher risk managed colleagues, or conducting work that was previously strictly only allowed to be conducted by G5 staff.  This will have, and is already having, a negative impact on morale and undoubtedly is contributing to already high staff turnover. Indeed, this is already clearly evident in some departments.

This motion seeks approval from the ADC to request that the employer provides the following:

  1. Clear and definitive Role Profiles to all members of staff who are employed in either Grade 6 or Grade 5 positions; including specific details of the different levels of staff responsibility when it comes to case management. This is also critical for allowing staff to know when they have gone ‘above and beyond’ in their role, which will provide them with stronger competency examples for promotion applications.
  2. Fairer Pay.
  3. Training for new roles where necessary; For example, where the gateway model results in new exposure to sensitive material, desensitization training will be provided. Were staff take on work with greater risk, they are fully trained and this additional responsibility is outlined in the PDS system.

North

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A21

The Agency appears to be sourcing contractors to undertake roles that the Agency should be able to source internally from current staff and capability, for example in Intelligence and Forensics.  This is contradictory to the communicated plans to retain and develop staff through effective training, ongoing CPD and defined career progression opportunities.

This motion seeks ADC approval to instruct the NEC to engage with the employer regarding the use of contractors and report back in a timely manner.

L&SE

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

 

Chapter 6

Health & Safety

Motion A22

The NCOA have been made aware of an independent audit conducted in May 2018 of the NCA’s compliance with the European Working Time Regulations (WTR).

The NCOA support the application of the WTR in order to ensure the health and safety of NCOA members.  This audit comes within a landscape of an increasing workload being put on the shoulders of a smaller number of NCA Officers.  Meanwhile, the NCA’s staff attrition rate is 8.4%, which further exacerbates the issue.

This fact has had a negative impact on NCOA members, which is clearly shown by the Agency’s own data and the recent NCOA stress survey; the number of days taken off sick as more than tripled in the last three years, and a significant number of staff have told the NCOA that they have taken annual leave when sick to avoid taking sick leave.

The situation has also had a negative impact on the NCA’s ability to deploy its staff flexibly, and is likely to become worse given the increased number of leavers, who are being replaced by new and inexperienced trainees, rather than fully accredited staff.

The WTR audit makes clear recommendations for the NCA to put into practice to ensure compliance with the WTR.  These recommendations include:

  • Ensuring that WTR data is recorded in an accurate and timely manner
  • Ensuring that line managers and second line managers are adequately sighted on their staff working hours
  • Requesting that Senior Leaders in the NCA appropriately challenge working practices to ensure compliance with the WTR

 

The NEC asks for delegates’ support in encouraging the NCA to implement the recommendations from the independent WTR audit in a timely manner in order to enhance the wellbeing of NCA Officers, and to report back to its staff on the progress of this implementation. 

NEC

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A23

It is the case that occasionally a situation arises where a member under investigation by Professional Standards Unit retires from the NCA, while the investigation is still ongoing.

In that case the employer supplies no occupational health support to the retiree, in an instance where that person has perhaps never been in greater need of such services.

It appears on the face of it a very callous and cold blooded stance for the employer to take, when arguably the mental wellbeing of the retiree is under immense pressure as they deal with a possible lengthy investigative process, and potentially other consequences to mar their future retirement.

Surely the employer has an enduring duty of care to the very few unfortunates who find themselves in this situation.

For the employer to provide OHW support to these few would surely be of minimal cost, but may be of considerable advantage where a retiree feels sufficiently well and sufficiently supported to be able to fully engage and participate in the process expeditiously. Presently the employer is leaving themselves open to censure and reputational damage should such a retiree floundering through the investigation process, decide they simply cannot cope.  

This motion seeks ADC approval to instruct the NEC to engage with the employer and obtain agreement that retirees under investigation by PSU should be able to avail of OHW services until the investigation, and any appeal process, has been fully exhausted. The NEC should report back in a timely manner.

North

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A24

The NCA is a law enforcement agency that carries high risk for stress.  The NCOA conducted a mental health survey in line with mental health awareness week with its own members which highlighted that there is an issue with our member’s mental health. 95% of our respondents said that they have experienced work related stress. 65% of respondents state that they have used annual leave rather than sick days when experiencing mental health issues. Only 22% of respondents felt that the NCA positively supported officers with mental health issues.

The number of sickness days lost to mental health related issues is steadily increasing. This supports what our survey found. Mental health issues costs the agency millions of pounds each year due to absenteeism, presentism, civil claims and attrition. However, the personal cost to our members is infinite. They feel that the agency does not care about their wellbeing and that the work they do is impacting on their health.

The NEC is instructed to engage with the employer as soon as possible to ensure that they have acted on the results of the NCOA Mental Health Survey.

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

NEC

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A25

The workload and responsibility levels for G2s and G1s have increased markedly over the past five years. They are expected to undertake more on-call duties without pay and to work longer hours without the prospect of taking the flexi-hours they earn off.  Morale and stress levels at these Grades are a concern and have not been helped by the Agency planning to cut their posts and in essence asking them to re-apply for their roles.  Many are concerned that if the current situation continues the most competent and experienced G1 and G2 managers will leave the Agency which will have a detrimental impact upon all other Grades.

This motion seeks ADC approval to instruct the NEC to engage with the employer over how the workload and pay of G2s and G1s will be managed in the future. 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.

L&SE

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A26

The Body Armour Review Group was set up with terms of reference for how the agency manages body armour and identifies specific requirements according to roles. However, despite clear progress by this group, there are still inconsistent systems and processes in place for the identification, purchase, inspection, storage, maintenance and disposal of body armour.

Our members carry out duties that can put them in harm’s way – it is wholly accepted that one of the controls to mitigate this risk of harm is provide body armour. Therefore it is imperative that there is a corporate approach to ensure that all officers have body armour that is appropriate for their role and that these officers are clear in how they can acquire that body armour.

It has been over two years since the Body Armour Group was originally formed and over ten months since the group was handed over to Investigations and Intelligence to progress yet there is still no clear communicated system for the management of body armour. This is not an acceptable position for our members.

The NEC is instructed to engage with the employer as soon as possible to ensure that an appropriate documented system is developed clearly setting out the process for the management of Body Armour. The NEC should report to the NCOA members, their progress and success in these negotiations.

NEC

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A27

While it is appreciated that NCA is the new kid on the block, we suffer in comparison with the services offered similar law enforcement agencies by their respective employers, in respect of supporting serving and retired officers who have been injured, (often in the line of service), and who are in need of residential physiotherapy and/or psychological wellbeing treatment.

With the increased pressures on staff to work harder, for longer, and often in highly stressful situations, it is reasonable to expect that going forward increased numbers of our members are likely to need to avail of such residential treatment, - ideally situated in proximity to their home/work address.

The efforts of the NEC in gaining access for NCOA members who elect to join to the NWPBF treatment centre at St Michaels Lodge is acknowledged, however this is at an additional monthly cost, and not all members can afford the additional stipend. The responsibility for providing such residential services across the Agency must surely rest with the employer, who has a duty of care to staff, particularly those injured in the line of, or in the course of duty.

With the emphasis senior managers often place on their commitment to staff wellbeing and morale, provision of such services might go some considerable way to persuading staff this commitment was genuine. While doubtless there would be a fiscal cost, arguably this should only arise when residential rehabilitation services have been used by NCA staff (duly authorised by OHW etc.), and will benefit the Agency by supporting officers back into the workplace more swiftly.

This motion seeks ADC approval to instruct the NEC to engage with the employer, to identify treatment centres where residential physiotherapy and/or psychological wellbeing treatment will be provided by the employer to all NCA staff. The NEC should report back in a timely manner.

North

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

 

Chapter 7

Training

Motion A28

The Agency in recent times (and through other directives and issues, i.e. the proposed Investigations leave cap and the number of officers in the "red" with regards to WTD) have indicated there is increased pressure to provide operational support to partners as well as lead on a number of high priority threat areas with increasingly limited resources.  It is therefore frustrating that Intelligence Officers who have completed IOTP and are willing to volunteer to deploy in additional to their day job are finding this difficult to achieve.  Intelligence Officers are being denied full or even partial powers.

As a new batch of bulk recruitment has just occurred is it envisaged that this situation will continue?  The approach seems disjointed and in conflict with the current situation the Agency and Investigations seem to face.

This motion seeks ADC approval to instruct the NEC to engage with the employer over its future plans regarding

  • IOTP
  • The Partial Powers Cadre i.e... making it simpler for those who have completed IOTP to gain partial powers and deploy
  • The potential for a Full Powers Cadre perhaps? For those Intelligence Officers who have completed IOTP, with some plan to mitigate potential risk of not being deployed frequently e.g. refresher of ticket and perhaps limit to certain duties?
  • How these are all to feed together in order to properly resource the agency, create a truly flexible approach and manage the expectations of those attending IOTP. 

 

Once plans are known, they should be publicised, and/or seek to encourage the Agency to engage with staff/members effected if no definitive plans are in place and work with TUs to devise a clear and coherent strategy.

L&SE

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A29

The Intelligence Analyst role and pathway is formally non-existent within the Agency since getting rid of it in the SOCA, yet we have launched IPP for this specialist role and have commenced a new bulk recruitment exercise which includes new and experienced analysts.

Analysts who have been recruited over the last few years as tactical/operational analysts are not formally supported nor recognised as the specialist role it is as defined in the National Intelligence Model and recognised in the IPP accreditation.  Most Analysts are put in generic Intelligence Officer Roles which are not the same, and over time have been deskilled, isolated and frustrated by lack of ability to contribute fully to the Agency.

It is only those in the NAC undertaking strategic analysis that has formal structure and the only recognition in the Agency.  This is a type of analysis and should not be treated in isolation or differently from tactical/operational analysis and indeed the two should "feed" each other with access to the same CPD.

There is a concern that the newly recruited with either be treated differently and offered opportunities not available to the unrecognised analyst already in the Agency; and they will experience the same frustrations and issues leading to poor retention of analysts.

This motion seeks ADC approval to instruct the NEC to engage with the agency about the Intelligence Analyst role with the Agency, the career pathway and accreditation.  Specifically to garner

  • What plans exist to formally reintroduce this role within clear and defined analytical support structures as demanded by this specialist role and recognised by all other law enforcement agencies?
  • - How are they going to manage those who will be newly recruited and identify where analysts are required and placed in actual analytical roles?
  •  What plans exist to ensure continued CPD as per the requirements of this profession?
  • What plans exist to identify current Analysts already in existence but not previously recognised and to ensure they are fully supported in filling any gaps in experience because of placement in non-analytical roles by the Agency and achieve IPP without penalisation?

L&SE

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A30

Officers previously received language training through Rosetta Stone which the agency no longer provides a licence for. NCA officers are no longer able to maintain their language skills without additional cost to themselves. The agency should provide language classes in house or subsidise the cost of language classes/training outside of work to allow officers to maintain language skills which can be used in the course of their employment.

This motion seeks ADC approval to instruct the NEC to engage with the employer over plans for officers with languages utilised as part of their role.  Timely feedback is requested.

L&SE 

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

 Motion A31

The funding for Learning and Development in the Agency has been cut dramatically this year which has led to a number of officers not being allocated training required for their roles.

For example Investigators are not to be allocated a two week Tier 2 interview course recognised by the College of Policing but instead attend a 2 day CPD event.

These cut backs and ‘dumbing down’ of training for officers will adversely impact their own professional development but poor training risks the NCA falling behind other law enforcement, adversely impact on criminal justice outcomes and create a reputational risk.

This motion seeks ADC approval to instruct the NEC to engage with the employer on plans for training and development in the future and shared with all officers. The NEC should report back in a timely manner.

L&SE

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A32

As the Dedicated Operational Teams (DOTs) and Dedicated Investigation Teams (DITs) model is being rolled out, there are concerns about retention of skills, flexibility and opportunities to up-skill and move between roles.

Senior Management communication has suggested they would encourage those with accreditations, e.g. PIP2, surveillance etc. to keep them up but with no clear plan to support this by the business.

There is a concern this will either only be achieved by doing the absolute minimum to keep the accreditation and thus compromising the skills of the NCA Officers; or be expected to do so as overtime in evenings or weekends, placing additional pressure on Officers and not allowing for a work-life balance.

This issue of retaining core investigator skills is also prevalent amongst Investigators who are involved in large scale, complex and protracted investigations, where officers are being limited to singular roles on highly specialised crime types, with no recourse to refresh other skills or indeed leave the team (moves are being blocked) as would be expected/built into in a police service undertaking a major enquiry.

There is also concern about the arbitrary line drawn between DITs and DOTs with an inability to move between the two and learn new skills.  For example  recent campaign for Method of Entry (MoE) officers which stated that applicants could only come from those on a DOT, without giving reason why a DIT officer could not go for this role.

This motion seeks ADC approval to instruct the NEC to engage with the employer regarding the investigation model, including retention of skills, movement between DIT and DOT roles and resourcing long-term investigations without detriment to officers’ skills and development.

The NEC should report back in a timely manner.

L&SE

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A33

Experienced Intelligence Officers recruited by the Agency have limited access to CPD in the same way of those who undertake the IOTP.

IOTP results in PIP1 which includes completion of NIE and SPE which enhances knowledge of current legislation, operational abilities, PACE etc., crucial in order for those in Intelligence expected to make recommendations for operational action (and demanded by the profession).

Access to the IOTP is limited to new or inexperienced Officers, but for experienced Officers with knowledge gaps, getting access to NIE/SPE elements to up skill on the same terms as the new officers is very difficult and can result in penalisation on Spot Rates for example.

This motion seeks ADC approval to instruct the NEC to engage with the employer over its future plans regarding the CPD of experienced Intelligence Officers and Analysts and whether there are plans to offer equal development opportunities e.g. access to NIE, SPE etc. to those undertaking the full IOTP programme without being penalised.  Timely feedback is requested to all members affected in Intelligence.

L&SE

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

 Chapter 8

NCOA

Motion A34

The management of the NCA is failing the public in its stated purpose.

Despite the fact that the NCA's own website quotes the government statistic that organized drug trafficking costs the UK an estimated £10.7 billion a year; it has broken up the Border Policing Command, and no longer treats other class 'A' drugs work as a priority. Both things allow this evil trade to flourish at a huge cost to society.

This motion seeks ADC approval to instruct the NEC to engage with NCA Management to register the extent of members concerns on this important issue in the first instance, and in the event that engagement is unsatisfactory thereafter to consider engagement with the press and other media to highlight these and similar failings by the NCA management.

North

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A35

Communication from the NEC to Reps and the NCOA to all members can sometimes not be as timely as hoped especially when fast paced negotiations are in progress for example during the last pay reform negotiations.

Where Reps are being asked questions of the Union by members, they can find getting a timely response difficult, often leaving the erroneous impression that the Union are not "on the ball".

An easy way to share and access "line to take" and repository of information for members and reps would assist in ensuring all are up to date and fully briefed on current issues.  This could include member areas, reps areas and NEC areas to keep information pertinent to the users and include templates e.g. facilities time, PCP forms etc.  For reps, this could assist with accessing information relating to cases (sanitised), for easier allocation and sharing learning and knowledge.

This motion seeks ADC approval to instruct the NEC to explore options on easier ways to cascade messages, administrate cases and share knowledge across members Reps and the NEC. The NEC should report back in a timely manner.

L&SE

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A36

In its submission to NCARRB dated 15-01-16, the total headcount was 4193.6 FTE staff. Of this:

  • 37.6 - DD and above
  • 69.2 - Grade 1
  • 194.6 - Grade 2
  • 542.3 - Grade 3

This means that slightly over 20% of the agency is of a management grade. Furthermore, one of the 'FAQ's' regarding the forthcoming Grade 1 review is:

Q. What if I am not posted by the posting panel?

A. The panel will be seeking to find a post that fits the skill and capability for every G1. We are not immediately placing anyone at risk of redundancy because there are more G1 posts than people.

This excessive level of management cannot represent 'value for money' and can only lead to inefficiencies and over-bureaucracy. The demand this level of management places on the agency's overall pay bill has a direct impact on a large proportion of our members, as it obviously restricts the amount of money available. In a wider sense it is also an issue of public concern as it does not represent the best use of taxpayer's money.

This motion seeks ADC approval to instruct the NEC to engage with NCA Management to register the extent of members concerns on this important issue in the first instance, and in the event that engagement is unsatisfactory thereafter to consider engagement with the press and other media to highlight these and similar failings by the NCA management.

North

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Motion A37

The NCOA currently provides a range of services for its members. Through normal membership it offers a wide range of support around the workplace and at home for our members in need of support. Additionally through its Insurance Benefit Trust Scheme it offers services such as life insurance, critical illness sick pay protection, and travel insurance. This Motion suggests the formation of an NCOA Hardship Fund.

In recent years employees have had very small or minimal pay increases, and the introduction of “spot rates “have arguably started to create a possible two tier workforce. In order to combat this, officers ineligible for spot rates need to consider alternative ways to enhance or build their careers, possibly by seek promotion, and this may involve taking the risk of accepting a post in other parts of the country.

In this way officers may be forced to push their finances to the limit with either extra commuting costs, or house moves to unfamiliar parts of the country.  While in the majority of cases this works for the individual, on limited occasions for one reason or another it doesn’t work out and the officers potentially feel trapped.

In those rare cases officers may be in need of short term financial help, where a small injection of funds might help get them out of an unforeseen financial hole; (e.g. problems caused moving from one mortgage deal to a more expensive deal, or to clear expensive credit card charges without incurring interest).

If such a Hardship Fund was available to members this potentially would allow them to access short term funding, without having to approach banks or other financial institutes and incur the often excessive interest charges involved.

This motion seeks ADC approval to instruct the NEC to explore the possibility of setting aside a small amount of NCOA capital to create a Hardship Fund to which members might apply for short term loans, and which is properly administrated and overseen by NCOA officials. Also, to define the rules of access/criteria to such funds and setting the terms of conditions.

Following consideration by the NEC, they should report back in a timely manner to its NCOA members.

North

Carried

Lost

Remitted

Amended

Withdrawn

 

 

 

 

 

 

Category B

Motion B1

There are currently in the regions of 90 Specials in the NCA. These officers are in some cases working alongside NCA Officers and therefore our Members. The NCOA has in the past offered these officers the opportunity to join the NCOA as associate members. The motion instructs the NEC to enable such rule changes to allow for NCA Specials to join the NCOA as ‘full’ members and therefore access all member benefits.

Following the appropriate rule changes, your NEC will actively seek to recruit NCA Specials as members. The NEC does not envisage a requirement to deviate from the current fee structure.

Allowing NCA Specials to become NCOA members is not only a benefit to them but will provide comfort to those they work alongside knowing that they have equivalent legal cover.

NEC

Category D

Motion D1

This Motion is submitted for the purpose of seeking clarification of Relocation and Excess Travel Operating Procedure HR02 OP14 (V4).

Members feel that more detailed guidance is required in relation to section 3.11.4 titled ‘Seconded Officers’ that states; “accommodation may be provided, normally a hotel, where there is a prevailing organisational need.  The NCA will meet those essential and reasonable costs incurred by the seconded officer whilst working at a temporary location under the provisions of HR11 T & S”. 

Precisely what does constitute “reasonable costs” appears to be open to various interpretations, particularly in relation to what officers seconded to the NCA (and their manager), deem as “reasonable”. - Current practices vary enormously including booking hotels outside the budget; with parking and breakfast as extra; and booking hotels not within a reasonable travelling distance to the office.

Members feel this Operating Procedure needs to be examined and amended as necessary so to allow no misinterpretation, (which would be of particular benefit to managers forced to apply the OP, and seconded officers needing to adhere to same). Whilst our members obviously have no issue with seconded officers “getting what they are entitled to” there has been ill feeling caused between both seconded officers and NCA staff, when such reasonable costs are either not consistently applied and/or have been subsequently open to misinterpretation, through lack of managerial guidance or suitable policies.  In light of the increasing numbers of seconded officers to the NCA, clear guidance on this subject is needed as soon as possible.

This motion seeks ADC approval to instruct the NEC to engage with the employer to have HR02 OP14 (V4) re-evaluated, and amended as necessary to provide clear and unambiguous guidance for all members, and seconded staff,  on this issue.

The NEC should report back in a timely manner to its NCOA members.

North

 

Motion D2

Following publication of the Annual Civil Service Staff Survey results it is apparent that Officers do not have confidence in the Agency to take worthwhile action in response to concerns raised in the survey.

Across the Agency 24% replied positively to the statement: Where I work, I think effective action has been taken on the results of the last survey.

Across the Agency 29% replied positively to the statement: I believe that senior leaders in the NCA will take action on the results from this survey.

This has been a continuing theme over several years and could be seen as a reason why the Agency has seen a decline in its engagement score, as Officers do not perceive any benefit in completing the survey when they fail to see any positive outcomes.

Following publication of the 2017 results, a commitment was given to establish a 2018 Action Plan to address issues. Focus groups were also to be established to allow Officers to discuss areas of concern.

Whilst Focus Groups have been formed and regularly meet at some sites, it is not the case at all. In some business areas there has been no staff engagement in response to the Staff Survey since its publication. Likewise, in some commands, there has been action taken to design and implement a bespoke, targeted response to issues raised, however this has not been the case for every area.

This limited level of interaction only continues to perpetuate the sense of apathy towards the Agency implementing meaningful and effective action post survey.

This motion seeks ADC approval to instruct the NEC to engage with the employer to ensure that, after the 2018 People Survey, the Agency implement a definitive programme to respond to the concerns raised by Officers. This should include a commitment from Senior Managers to regularly review progress against a defined series of aims. The areas to be subject to improvement action should be identified following local and national consultations across the grades. A process of peer review evaluation should be introduced allowing for the dissemination of best practices, and the identification of areas for development.

The NEC should report back in a timely manner.

North

 

Motion D3

The results from last year’s Staff Survey were some of the worst on record especially in Investigations. Senior management promised to organise focus groups to discuss the issues highlighted in the survey but this never occurred. Serious issues such as bullying, pay, work-life balance and change management were highlighted as being poor but have not been addressed.

This motion seeks ADC approval to instruct the NEC to engage with the employer over their plans for this years' Staff Survey and gain assurances that issues will be addressed. The NEC should report back in a timely manner.

L&SE

 

Motion D4

It is well known the agency does not have enough investigators to staff existing teams to their establishment, indeed this must be the case given the requirement to carry out en' masse recruitment exercise for trainee investigators.

Current recruitment to Investigator roles however continues to require PIP2 at the exclusion of all other including external police officers and existing NCA officers with PIP1.

This motion seeks ADC approval to instruct the NEC to engage with the employer with the objective of removing the requirement to have an existing PIP2 qualification to apply for an investigator post. This will need to be replaced with an undertaking to obtain PIP2 in a reasonable time and managed clearly in order to not overwhelm existing officers with PIP2.

L&SE

 

Motion D5      

This Motion is submitted for the purpose of seeking clarification of Temporary Promotion Operating Procedure HR01 OP06 (V7), particularly regarding the interpretation of exactly what constitutes “Acting up” and “Temporary Promotion” in relation to Seconded Officers such as Police Officers. 

Members feel this guidance is open to misinterpretation leading to the assumptions that as “Acting Up” demands no pay, therefore Seconded Police Officers are entitled to perform such roles but are not eligible to perform “Temporary Promotion” roles, which do attract additional remuneration.  Members feel this Operating Procedure needs to be rewritten so to allow no misinterpretation, (which would be of particular benefit to managers forced to apply the OP).

This motion seeks ADC approval to instruct the NEC to engage with the employer to have HR01 OP06 (V7) re-evaluated, and amended as necessary to provide clear and unambiguous guidance for all members on this issue.

The NEC should report back in a timely manner to its NCOA members.

North

 

Motion D6

A number of NCA site leases are due to expire in the next couple of years with little clear communication to current officers about plans.  The creation of super hubs, such as the South East Crime Campus remains unconfirmed.

Moving staff away from current sites has the potential to impact in a number of areas including increased travel times, child care issues, career progression and some may be forced move roles or indeed leave the Agency entirely.  With some leases expiring in 2020, there is limited time for officers to plan for what could be significant career decisions or to start considering other limited opportunities, e.g. the 6 monthly lateral processes.

This motion seeks ADC approval to instruct the NEC to engage with the Agency on their visions for estates.  The NEC should encourage early full disclosure of options being considered; ensure enough time is being built into the process for proper engagement with those directly affected and that officers will have sufficient time to make significant career decisions.  The NEC should report back in a timely manner.

L&SE

 

Motion D7

Posts are being filled long term by Officers on temporary promotions. This is stopping the filling of posts on a substantive basis denying officers career progression. Post should only be offered on T/P to cover short term instances and should be advertised at the earliest opportunity. A timescale framework should be published i.e. there should be a maximum period of acting/temporary promotion allowed for ALL grades.

This motion seeks AGM approval to instruct the NEC to engage with the employer over its policy around temporary promotion and seek clarity around current policy and insurance over its application. The NEC should report back in a timely manner.

MW&W

 

Motion D8

The ongoing fleet cuts and the new Operating Model reducing the number of vehicles allocated to teams are impacting on operational resilience and teams’ ability to respond operational demands in a flexible way.  Meanwhile the Agency continues to demand increased flexibility from all officers.

The reduction in available vehicles also increases the risk of compromise on surveillance as their ability to conduct single crew surveillance will be reduced and putting Officers at greater risk.

This motion seeks ADC approval to instruct the NEC to engage with the employer over how the reduction in operational vehicles will be managed in the future. 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.

L&SE

 

Motion D9

Since 31/03/2017, it has been statutory for UK organisations with 250 or more employees to report annually on their gender pay gap. These regulations required the relevant organisations to publish their gender pay gap data by 30 March 2018, and then annually going forwards.

The NCA's 2016/17 mean gender pay gap was 11.6% and the median was 16.2%. This is higher than the median gender pay gap across the Civil Service which was 12.7%, but slightly lower than the average median gender pay gap across UK police forces (approximately 17%), and the national median gender pay gap across all sectors (18.4%).

The NCA gender pay gap report identifies that the possible reasons for our gap are that the representation of women decreases as the grades increase; we have a significantly higher proportion of male officers working as International Liaison Officers; and we have high numbers of male officers who have joined the agency through TUPE. The report also demonstrates that the agency has a lower proportion of women in all grades (with the exception of Grade 6), and a high ratio of male officers occupying the most senior roles in the agency. "A deeper analysis of the data suggests that the older the workforce, the more likely it is to be male. It is also true that older employees are paid more highly." (Information taken from the 2016/7 NCA gender pay gap report). A gender pay gap working group is currently being put together by HR and members of the diversity groups to look at the gender pay gap action plan.

This motion seeks ADC approval to instruct the NEC to engage with the employer to ensure that all efforts are being made in order to draw up a measurable and achievable action plan, in order to reduce the NCA's gender pay gap year-on-year, and that senior-level support and commitment is provided in order to ensure that this is an agency priority. It also seeks to obtain transparency in the internal communications regarding the gender pay gap reports and action plans.

North

 

Motion D10

As belts tighten in all commands, particularly with regard to Travel & Subsistence costs, Reps are experiencing increased difficulty in having T & S costs approved, - particularly in an area where more than one Rep is based in the same command, but service member needs across a number of different commands in the same location.

For example, Belfast currently has 2 x NCOA Reps who cover member needs across Investigations, Finance, Commercial and Organisational Services. As the 2 Reps are both based in CRT, that command historically has covered all T & S costs for both, and borne the extraction impact re working hours while the Reps have dealt with a range of issues across all four commands.

Since all 4 commands benefit from the representation work of the Reps, (including day to day advice, casework, grievances, management liaison, updated Reps training, mandating motions at NCOA Annual Delegate Conference etc.), a fairer way of distributing T & S costs across the commands needs to be identified. – In the case of Belfast a simple way of addressing might be to divide the Reps T & S costs across the four commands, once approved by the Reps line management team.

It is not suggested that NCOA are handed an annual budget to manage and administer, nor that each T & S cost incurred is split over the 4 commands throughout the year – the administrative burden of this would be counterproductive, and cost prohibitive.

Rather it is suggested that a TU project code (or similar) for T & S for each site be allocated to enable costs to be monitored, and that TUS travel costs should be taken into consideration when setting command T&S budgets in future years, (since work on budgets for the 2019/20 is about to start this is perhaps an ideal time to raise this matter).  This would have the benefits of easing the financial burden on certain commands like CRT in Belfast, while affording both the NCOA and employer a method of identifying the fiscal cost of T & S for Reps on an annual basis.

This motion seeks ADC approval to instruct the NEC to engage with the employer to identify and implement a fairer method of allocating TU T & S costs over all NCA commands. The NEC should report back in a timely manner.

North