Annual Plan 2018-19 Leading the fight to cut serious and organised crime - National Crime Agency
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Annual Plan
2018-19
Leading the fight
to cut serious and
organised crime
Foreword by the Home Secretary
We have made significant progress since the 2013 Serious and Organised Crime
Strategy and the establishment of the National Crime Agency in the same year.
Law enforcement capabilities have improved, partnership working is better and
we now intervene earlier to prevent criminal activity.
The NCA have been instrumental An even more ambitious, integrated circumstances, securing a 32 year
to this progress and have gone whole of government approach is sentence against a university
from strength to strength with an therefore required. The Serious and academic in their first ‘hurt core’
impressive, and sustained, track Organised Crime Strategy is being prosecution and successfully
record of disruptions across the reviewed in light of this. The NCA implementing pay reform in the last
full range of serious and organised will be at the heart of delivering this year, and I am confident they will
crime threats. and will increasingly focus its effort continue to demonstrate this strong
on higher priority and more complex leadership in the year ahead.
Despite these best efforts, the
threats. Tackling criminal finances,
threat from serious and organised The Rt. Hon. Amber Rudd MP
seizing assets and recovering the
crime remains unrelenting. It affects
proceeds of crime will be key to this.
more UK citizens, more often, than
The year ahead will therefore see
any other national security threat.
the NCA lead and develop the new
Citizens are more likely to be the
National Economic Crime Centre,
victims of fraud than any other
which will be the national authority
crime; deaths from illegal drugs
for the UK’s operational response to
are at a record high; and tens of
economic crime. It will also see them
thousands of individuals in the UK
lead on the delivery of new national
are viewing and sharing indecent
capabilities to improve the serious
images of children online. The nature
and organised crime intelligence
and complexity of the threat is
picture and law enforcement’s data
also rapidly evolving. Serious and
exploitation abilities.
organised criminals are increasingly
conducting numerous licit and illicit This, and the UK’s preparations for
ventures concurrently whilst also leaving the European Union, present
exploiting the rate of technological a unique set of challenges and
change and the globalisation of opportunities for the NCA, but they
society to strengthen their resilience. are well prepared and determined.
They have a strong track record
of responding robustly to changing
National Crime Agency | Annual Plan 2018-19 2
Statement by the Director General
There can be no doubt that this Agency has achieved some outstanding
operational results since its inception. But we are not complacent. There is
more to do to protect the public from the effects of serious and organised
crime, which continues to grow in complexity and challenge.
The time has come for a step change We start this year with a new Agency and inclusion strategy to drive our
in the whole system response. We structure which will increase our ambition to make our workforce
need to think differently and work collective capacity and flexibility more reflective of the communities
together to move from tackling the to respond to changing threats, by we serve and protect.
symptoms of serious and organised aligning intelligence and investigative
Tackling the breadth of serious
crime, to dismantling the underlying activities under single commands.
and organised crime is beyond the
system. Developing an accurate
We will change from being capacity and capabilities of any one
intelligence picture of the changing
body. Agencies can no longer act in
threats, we will lead the response – intelligence informed to being isolation to protect the public, and
one which sees the right capabilities threat-led and intelligence nor can any one agency hold all the
delivered at the right level – local,
regional or national, and one where
driven. tools required for a comprehensive
response. This Annual Plan sets out
capabilities can be deployed against We will focus primarily on Pursue,
how we will play our part in leading
different threats, rather than against but will harness the resources of
that response.
a single threat in isolation. law enforcement, government, the
private sector and NGOs to address Lynne Owens
We are committed to ensuring
vulnerability at source.
that the National Security Council,
law enforcement and the public We will invest in our people to deliver
continue to recognise the changing these ambitious plans. For example,
nature and scale of the threat. We we will continue to implement our
have demonstrated our leadership new pay and reward structures, to
in proposing new capabilities we make us more competitive as an
can build which are essential to employer, and enable us to grow
improving the response across the our workforce at critical operational
whole system. grades. We will use our diversity
National Crime Agency | Annual Plan 2018-19 3
Cyber crime
Child sexual
exploitation
Child sexual
referrals
exploitation
have risen
and abuse The primary
by 700%
since 2013 threat to the UK from Money
cyber crime continues laundering
to stem from
Russian-speaking actors;
however there are
indications that the
threat is increasingly Prosperity
global
Vulnerabilities
There is a
realistic possibility
Modern slavery that the scale of
and human
money laundering
trafficking
Serious and impacting on the
UK annually is in
Organised
immigration Organised the GBP hundreds
of billions
crime
Crime Threats
to the UK Commodities
€
35% more MSHT
victims were referred
to the national referral Tighter border
mechanism (NRM) in 2017 controls in the Balkans Criminal discharge
compared with 2016. The and the EU mean that of firearms is
number of minors referred more irregular migrants increasing – handguns
to the NRM has are seeking assistance and shotguns are
increased by 66% from organised the most commonly
crime groups Firearms used. Ammunition is
increasingly available
National Crime Agency | Annual Plan 2018-19 4
Serious and Organised Crime Threats to the UK
Vulnerabilities threats
All three of the Vulnerabilities threats are high priorities for
response. Victims are often exploited in more than one way.
Child sexual exploitation Modern slavery and human Organised
and abuse (CSEA) trafficking (MSHT) immigration crime A university academic
who pleaded guilty to
• Child sexual exploitation referrals • We estimate that there are over • The migration crisis has increased
137 charges including
have risen by 700% since 2013. 200 organised crime groups the threat to the UK posed by
involved in modern slavery and organised immigration crime. encouraging the rape of a
• Live streaming of CSEA is a four-year-old boy received
tens of thousands of victims in
growing threat, with children’s • Tighter border controls in the
own use of self-broadcast apps
the UK.
Balkans and the EU mean that a prison sentence of 32
vulnerable to exploitation. • 35% more MSHT victims were more irregular migrants are years. This was our first
• Emerging evidence suggests
referred to the national referral seeking assistance from ‘hurt core’1 prosecution.
mechanism (NRM) in 2017 compared organised crime groups.
profits from live streaming may
with 2016. The number of minors
encourage organised crime group • Migrants drown in the 1
Hurt core refers to hidden dark web
referred to the NRM has increased
involvement. Mediterranean or die during forums dedicated to the discussion and
by 66%.
treacherous journeys through image and video sharing of rape, murder,
• Technology has increased the sadism, torture, paedophilia, blackmail,
• For the first time UK citizens were the Sahara every day because
opportunities for offenders to humiliation and degradation.
the largest nationality recorded in of the recklessness and cruelty
cultivate meetings for contact
the figures. of smuggling networks operating
offending. Encryption by default
in Africa.
is standard practice. • Victims of MSHT may not identify
themselves as such because • Social media is used by facilitators
they see their exploitation as an to advertise their services and by
improvement on their previous migrants to share information on
circumstances. routes and methods.
National Crime Agency | Annual Plan 2018-19 5
Prosperity threats Commodities threats
Cyber Crime Money Laundering Firearms
In November 2017, a bank
• Cyber crime continues to rise at • There is a realistic possibility that • Criminal discharge of firearms
employee and four others
pace, in both scale and complexity. the scale of money laundering is increasing – handguns and
impacting on the UK annually is in shotguns are the most commonly were prosecuted for being
• Many of the high profile attacks part of a network which
the GBP hundreds of billions. used. Ammunition is increasingly
in 2017, such as the Wannacry
incident that impacted on the • Criminal exploitation of accounting
available. laundered at least £16
National Health Service in May, and legal professionals, particularly • The majority of firearms have not million in stolen funds.
have been commonly attributed to those involved with trust and previously been used, indicating a
groups assessed to have links to company service provision, fluid supply.
state actors. This demonstrated continues to pose a significant
• Firearms are used for protection
that cyber attacks can cause real threat.
and to enable wider criminal
In July 2017, a joint NCA
world harm.
• Criminals continue to use well- interests. and Metropolitan Police
• The primary threat to the UK from established methods to move Service investigation
• The diversion of lawfully-held
cyber crime continues to stem or disguise illicitly earned cash
weapons to criminals and the resulted in the seizure
from Russian-speaking actors; proceeds. of 79 viable handguns in
re-activation of antique weapons
however there are indications that
the threat is increasingly global.
are a key threat. The supply of Coquelles, France – the
weapons into the UK presents largest UK-bound cache
• Due to its profitability, ransomware further firearms trafficking risks.
is likely to remain the most visible
ever seized.
threat targeting the UK public and
organisations.
• Private data – often traded on
online marketplaces – remains
attractive to cyber criminals for
extortion or monetisation. Data
breaches can also trigger declines
in share prices and significant
reputational damage to companies.
National Crime Agency | Annual Plan 2018-19 6
Home Secretary’s Strategic Priorities
Serious and organised crime is a threat to the UK’s national security. The aim of the
Government’s Serious and Organised Crime Strategy is to substantially reduce the level
of serious and organised crime affecting the UK and its interests.
The Strategy has four components:
National Crime Agency
Within the context of the
Government’s overall Strategy,
the agency sits at the apex of the
law enforcement response to serious
and organised crime, and sets the
national operational agenda for
the response. The agency leads
operations, provides support to
others – locally, regionally, nationally
and internationally – and coordinates
activity to ensure an efficient and
effective law enforcement response,
Pursue Prevent Protect Prepare prioritised against the most serious
Prosecuting and Preventing people from Increasing protection Reducing the impact of threats and vulnerabilities.
disrupting people engaging in this activity. against serious and this criminality where
engaged in serious organised crime. it takes place.
and organised crime.
National Crime Agency | Annual Plan 2018-19 7
The agency has four strategic priorities:
These strategic priorities inform
NCA planning. Specific operational
issues for the NCA may emerge
which fall outside these priorities
but within the NCA’s functions as
conferred by section 1 of the Crime
and Courts Act 2013 (‘the Act’). The
Director General NCA is responsible
for determining whether or not the
NCA should pursue such operations
(as set out in section 4(1) of the
Act). Where the Director General
NCA considers it necessary, she may
The relentless Produce and maintain Lead, coordinate and Enhance the consult the Home Office.
disruption of serious the national threat support a UK and organisation’s human
and organised crime picture for serious international response and technical The NCA works closely with the
which affects the UK and organised crime to serious and capabilities, in order Home Office to develop and maintain
and its interests, to affecting the UK organised crime, to more effectively and a robust performance framework
reduce the threat and and its interests, developing collaborative efficiently reduce the against which the agency’s work is
protect the public. through the collection, relationships with the threat from serious regularly assessed. The performance
assessment, and police, law enforcement, and organised crime. assessment is based on a set of
reporting of intelligence. security and intelligence The NCA’s workforce indicators agreed with the agency.
The NCA should identify agencies in the UK and must have the skills and
emerging trends and overseas. The NCA tools to address current
threats. should also work closely and future threats.
with the Devolved
Administrations,
local Government and the
private and voluntary
sectors focusing on areas
and activity which will
have the greatest impact
in terms of reducing the
threat to the UK and its
interests.
National Crime Agency | Annual Plan 2018-19 8
Director General’s Operational Priorities
The operational priorities provide the focus for the activity of the agency,
these are underpinned by enabling functions which we will deliver in line
with our Five-Year Strategy.
1. To enhance the intelligence picture of existing and emerging serious
and organised crime threats to the UK, using the intelligence to drive,
lead and support the UK’s response to serious and organised crime.
2. To operate proactively at the high end of high risk, undertaking
significant investigations resulting in offenders being brought to justice
through prosecution or, if that is not possible, disrupted using other means.
3. To lead, task, coordinate and support operational activity, proactively
sharing intelligence, assets and capabilities with partners at local,
regional, national and international levels. To prioritise the threats and
allocate clear roles and responsibilities aligned with the 4Ps of the Serious
and Organised Crime Strategy.
4. To develop and maintain specialist serious and organised crime
capabilities and services where this is best done nationally; enabling
their availability where and when needed for the benefit of all UK law
enforcement.
5. To tackle the highest risk criminal vulnerabilities and enablers that
facilitate criminals’ illegal activities which threaten our safety and security.
National Crime Agency | Annual Plan 2018-19 9
A Step Change for 2018-19
A New Serious and Organised Agency Capabilities Pay and Reward
Crime Strategy We will deliver our offer of niche For the first time we will implement a
We will help shape the Government’s capabilities to support our own reformed and modern pay structure.
Serious and Organised Crime operations and those of our partners. Our differentiated model will deal
Strategy to build a whole system We will identify capabilities most with some of the unfairness of our
response which reflects the in need of development, which are grading structure and align our pay
complexity and challenge of serious not driven by responding to a single more closely with our comparators.
and organised crime. threat in isolation.
Focus on Diversity and Inclusion
National Security Capabilities Driving a Whole We will use our People Strategy
We will lead the development System Response and our Diversity and Inclusion
and delivery of essential national We will work with our partners to Strategy which underpins it, to build
capabilities, such as the National ensure a step change in our delivery an inclusive and diverse workforce,
Assessment Centre, the National of capabilities, whilst continually which is more representative of the
Data Exploitation Centre, and the building an evidence base for communities we serve and protect.
National Economic Crime Centre, sustainable funding.
identified by the National Security Information and Data Security
Capability Review to improve the Our International Activity The General Data Protection
response across the whole system.
We will implement the Requirement and the Data Protection
recommendations of our international Act 2018 introduce new standards for
Threat Leadership review, ensuring that our activity to protecting personal data in the digital
We will demonstrate our leadership tackle serious and organised crime age, impacting on our processing of
role for serious and organised crime, upstream is driven by the agreed personal data for law enforcement
by embedding a consistent approach national priorities. purposes and our handling of the
to threat leadership, including personal data of our officers.
prioritisation and tasking, the use of A Flexible and
intelligence and our investigations. Responsive Structure
A new structure will increase our
collective capacity and flexibility
to respond to changing threats,
aligning intelligence and investigative
activities under single commands.
National Crime Agency | Annual Plan 2018-19 10Intelligence
1. To enhance the intelligence picture of existing and emerging serious and
organised crime threats to the UK, using the intelligence to drive, lead
and support the UK’s response to serious and organised crime.
In 2018/19 we will
• Put intelligence at the heart of the senior decision makers to shape
agency, driving our operational response policy and feed the national security
and that of our law enforcement infrastructure.
partners to the highest priority serious • Working in partnership with
and organised crime threats. investigations, build the National
• Look for new opportunities in Targeting Centre which will become the
intelligence collection, developing new hub for intelligence development and
and enhancing traditional capabilities operations against the highest priority
to increase the quantity and quality of serious and organised crime targets.
intelligence available to exploit both in • Begin to implement the
the UK and abroad. recommendations of our international
• Reach initial operating capability for review, ensuring that all our activity
the new National Data Exploitation overseas is fully aligned to, and driven
Capability for serious and organised by, the agreed national priorities.
crime by brigading existing, but • Continue the recruitment to and
separate, digital and data exploitation professionalisation of our intelligence
capabilities within the agency. functions through formal training,
• Develop a multi-agency National accreditation and continued
Assessment Centre for serious and professional development.
organised crime to hold and enhance
the strategic intelligence picture of
existing and emerging threats to
drive the operational response of
the NCA and partners, and inform
National Crime Agency | Annual Plan 2018-19 11Response
2. To operate proactively at the high end of high risk, undertaking significant
investigations resulting in offenders being brought to justice through
prosecution or, if that is not possible, disrupted using other means.
3. To lead, task, coordinate and support operational activity, proactively
sharing intelligence, assets and capabilities with partners at local, regional,
national and international levels. To prioritise the threats and allocate clear
roles and responsibilities aligned with the 4Ps of the Serious and Organised
Crime Strategy.
4. To tackle the highest risk criminal vulnerabilities and enablers that facilitate
criminals’ illegal activities which threaten our safety and security.
In 2018/19 we will
• Lead professional investigations in Economic Crime Centre, providing • Implement the provisions of the
response to the range of serious a coherent response to economic Investigatory Powers Act and
and organised crime threats, crime. the remaining provisions of the
focusing on the agreed national Criminal Finances Act, using these
• Carry out a fundamental review
priorities. to increase our activity across the
of tasking and prioritisation
range of serious and organised
• Drive a whole system response, of activity, building on recent
crime threats.
targeting those who operate at inspection findings.
the high end of high risk, including • Strengthen our response across
• Work with partners to tackle
denying them access to their assets. the 4Ps of the Serious and
vulnerabilities at the UK
Organised Crime Strategy 2013,
• Coordinate and support border, including insider threat,
for example by building on our
investigations led by partner strengthening both border security
collaborative approach to better
agencies in the UK and overseas and our operational response.
exploit private sector data and
to achieve the most from our
• Use our International Corruption expertise.
collective resources and increase
Unit and the multi-national
our combined response to serious
International Anti-Corruption
and organised crime.
Coordination Centre (which we
• As part of our National Security host) to bring to justice those
Council commitment, build and responsible for major corruption
lead a multi-agency National worldwide.
National Crime Agency | Annual Plan 2018-19 12Capabilities
5. To develop and maintain specialist serious and organised crime capabilities
and services where this is best done nationally; enabling their availability
where and when needed for the benefit of all UK law enforcement.
In 2018/19 we will
• Deliver and enhance operational • Help to shape the Home Office
activity through access to our niche cross-agency strategy on capability
capabilities, specialist advice, services mapping by identifying the gaps and
and national functions in support of requirements.
our own operations and for partners • Review our own internal capabilities
in the UK and overseas. and articulate to partners what we can
• Maximise our collaboration with do to support them, in turn being clear
counter terrorism policing to deliver about our own expectations.
against our agreed joint strategy • Review our varied national bureau
by targeting the areas of crossover functions, centralising these and
between serious and organised crime seeking opportunities to drive out
and terrorism. duplication and inefficiencies.
• Build on our close partnerships • Use our understanding of serious
with Chief Constables and Police and organised crime to reinforce
and Crime Commissioners through messaging to businesses and the
collaboration, consultation and public about the best ways they can
engagement at all levels. protect themselves from its effects.
• Lead the project to develop the • Continue to provide the UK law
national technical support unit enforcement perspective in terms of
(TSU) capability, network of TSU exit from the European Union, including
practitioners, data collection and high contingency measures to mitigate
end technical delivery. the reduction or loss of access to EU
mechanisms, and future engagement
with our international partners.
National Crime Agency | Annual Plan 2018-19 13Enabling Functions
To equip our officers with the right skills, workplaces and technology to
lead the UK’s response to serious and organised crime. To have the trust
and confidence of the public.
In 2018/19 we will
• Implement our diversity and inclusion • Implement our proposed changes to
strategy and use this to drive changes pay and reward to ensure these reflect
so that we become more representative market rates for comparable roles in
of the communities we serve. law enforcement and the public sector.
• Develop single ways of working, • Align opportunities to rationalise
fostering a culture which enhances the our estate with our operating and
NCA ability to driving out duplication deployment decisions, and increase
and inefficiency. the availability of smarter working
to modernise working practices and
• Improve the NCA’s technology estate provide improved working conditions
to underpin our wider transformation for all officers.
agenda and sustain our response to
criminals’ use of technology. • Continue to build public trust and
confidence in us, including through
• Continue to build our business and Independent Reference Group scrutiny
technical architecture to create a and challenge in areas where there are
technology and information environment moral, ethical or reputational issues.
that connects with partners, enables
and enhances the NCA’s response
to serious and organised crime in a
rapidly changing world.
National Crime Agency | Annual Plan 2018-19 14Exit from the European Union
The NCA is the national lead for law enforcement Brexit planning
and is working jointly with the National Police Chiefs’ Council – the
lead for policing.
Negotiations between the UK and
the European Union (EU) have made Partners
progress over the last twelve months
since the Article 50 period began, We do not operate in isolation, but in partnership with:
but there remains considerable
uncertainty regarding the nature • Law enforcement – • The private and third
of the UK’s future relationship with including UK police forces, sectors – including charities,
the EU and when and how UK law HMRC, Border Force, NGOs, banks, and other
enforcement’s cooperation with EU Immigration Enforcement, financial institutions,
partners will need to change. the Crown Prosecution communication service
Over the next twelve months, we will Service, the Crown Office providers and technology
ensure law enforcement’s response and Procurator Fiscal Service companies;
to crime across Europe is in the in Scotland, the Public
best possible position under the full
• Regulatory bodies such the
Prosecution Service for
range of possible Brexit outcomes, Financial Conduct Authority
Northern Ireland and the
including through: and Solicitors Regulatory
Serious Fraud Office;
Authority; and
• Supporting Brexit negotiations,
• The UK Intelligence
ensuring that the UK government • Professional bodies –
is fully informed of the Community – including
including the British Banking
operational value of EU tools to the National Cyber Security
Association, the Law Society
law enforcement and policing, Centre;
and the Chartered Institute
and providing ongoing input on
border security considerations • Government – including the of Public Finance and
into planning for future customs Home Office, Foreign and Accountancy.
arrangements; and Commonwealth Office, the
We work with all partners to
Cabinet Office, HM Treasury
• Delivering resilience in the cut serious and organised
and the Department for
core law enforcement functions crime, protect the public and
which are currently delivered or International Development;
make best use of our combined
supported by EU tools, especially resources and capabilities.
where those functions are delivered
by the NCA.
National Crime Agency | Annual Plan 2018-19 15Scotland and Northern Ireland
We respect the devolution of policing and criminal justice matters in Scotland and
Northern Ireland. As a UK-wide organisation, we adapt our approach and ways of
working within these jurisdictions to take account of their particular operational
and legislative requirements, and current political environments.
We will continue to engage tasked to respond to and investigate
with partners in the Devolved serious and organised crime, in
Administrations and with the Home accordance with national priorities
Office to ensure that all jurisdictions and initiatives. As in previous years,
within the UK understand the scope we will contribute to the work of the
and nature of the NCA and can Scottish Serious Organised Crime
therefore benefit from the specialist Taskforce and the production of
capabilities and functions that we the Scottish Multi-Agency Strategic
offer. Threat Assessment.
Scotland The delivery of the NCA’s functions
in Scotland is governed by
In Scotland we will continue to work
memoranda of understanding with
in partnership with Police Scotland,
both Scottish Ministers and with the
other law enforcement agencies,
Lord Advocate’s Office. The Director
and public, private and third sector
General designates appropriately-
partners, in order to contribute
qualified NCA officers with the
to the objectives of Scotland’s
powers of a Scottish constable.
Serious Organised Crime Strategy.
We conduct our own operations in
We have been co-located with
Scotland with the consent of the Lord
Police Scotland and a range of key
Advocate as well as complementing
law enforcement partners at the
the investigations of Police Scotland
Scottish Crime Campus in Gartcosh
and other Scottish law enforcement
for some years. This year we will
partners, particularly where the span
put our well-developed collaborative
of criminality extends into England
approach with Police Scotland on a
and Wales and further, into European
formal footing by establishing a joint
and international jurisdictions.
Organised Crime Partnership (OCP).
The OCP will provide an integrated
operational platform and will be
National Crime Agency | Annual Plan 2018-19 16Scotland and Northern Ireland (Continued)
Northern Ireland and functions. Our activity is not to support PSNI’s reporting and
limited to the PSNI force area, accountability responsibilities. The
In Northern Ireland, we will
but extends to operations centred Director General of the NCA values
continue our full engagement with
outside Northern Ireland, where the opportunity, and will make every
the Organised Crime Task Force
organised crime groups have an effort to attend both public and
Stakeholder Group, Strategy Group
impact that spreads beyond national private meetings of the Northern
and subgroups. We will contribute
and international boundaries. Ireland Policing Board on a biannual
to the Northern Ireland Organised
basis. In the exceptional event that
Crime Strategy and continue to As an agency, we respect the
her attendance is not possible, a
work in partnership with the Police importance of community oversight
suitable representative will attend in
Service of Northern Ireland (PSNI) and monitoring in Northern Ireland
her place.
and other law enforcement agencies and ensure that all our activities
towards achieving these objectives, take full account of the operating We will continue our role within the
recognising the specific legislation environment and specific cross-jurisdictional Joint Agency
and regulations in place. accountability arrangements that Taskforce, and more recently within
apply. We have strict internal the Paramilitary Crime Taskforce,
The delivery of the NCA’s functions
requirements regarding the which was formally launched in
in Northern Ireland is governed by
understanding of, and adherence September 2017, with the mandate
memoranda of understanding with
to, the PSNI Code of Ethics. Any NCA to tackle the criminality linked
the Northern Ireland Policing Board
officer carrying out any function in to paramilitary groups. This is
(NIPB) and the PSNI. A general
Northern Ireland must undertake consistent with our mission to protect
authorisation agreement with the
training on the PSNI Code of Ethics the public from those serious and
Department of Justice is also in
and pass the assessment. A breach organised criminals who present the
place. As in Scotland, the Director
of the the PSNI Code of Ethics by highest risk to the UK. Our specific
General will designate appropriately
an NCA officer in Northern Ireland capabilities and our national and
trained and qualified NCA officers
is automatically treated as a international reach make a significant
with the powers of a Northern
disciplinary matter. contribution to this taskforce.
Ireland constable.
In setting out how we will exercise
We will continue to undertake the
our functions in Northern Ireland for
full range of operational activity
the year ahead, we have regard to
in Northern Ireland and to provide
the Annual Northern Ireland Policing
access to partners, in particular
Plan, consulting, as necessary,
PSNI, to our specialist capabilities
with the Chief Constable PSNI,
National Crime Agency | Annual Plan 2018-19 17Performance
We measure our progress against our mission, Five-Year Strategy and our
six strategic goals. In 2018/19 we will embed a new Agency and Partner
Management Information System (APMIS) which will allow our operational
activity and impact of this to be captured more effectively across the agency.
This information will help inform our progress against our strategic goals.
Our performance, both on The seven KPQs are: Building and enhancing public trust
operational delivery and and confidence in the agency and
organisational health is monitored KPQ 1. How comprehensive is KPQ 5. How effectively are we increasing our public visibility are
quarterly through our internal our understanding of deterring people from key factors to our success. Without
governance structure and overseen serious and organised involvement in serious them, we will struggle to secure
by the Board. It is then reported crime threats and and organised crime? public consent for, and greater
directly to the Home Secretary. understanding of, our activity and
vulnerabilities?
in particular the use of our law
We also contribute to a set
enforcement powers.
of national key performance
questions (KPQs), which measure KPQ 2. How effectively and KPQ 6. How effectively are we We have a strong reputation, which
how well the UK as a whole is efficiently are we building resilience in the has remained consistently so for
responding to the threats from managing our resources public and private sector the last three years. Last year we
serious and organised crime. in countering serious against serious and increased public confidence from
and organised crime organised crime? 70% in 2016 to 71.2%. Familiarity
threats? with the NCA amongst the general
public remained the same (45%),
but 64% of people now recognise
KPQ 3. How effectively are KPQ 7. How effectively are the NCA name.
we developing core we supporting those
capabilities to address impacted by serious
emerging serious and and organised crime?
organised crime threats?
KPQ 4. How effectively are we
pursuing serious and
organised criminals in
the UK, on-line and
overseas?
National Crime Agency | Annual Plan 2018-19 18Resources Statutory basis
We have committed to significant non-pay savings through The NCA is a non-ministerial department. The Director
the period of our three-year business plan to relieve pressure General is appointed by, and directly accountable to,
on the budget and allow us to maintain our establishment at the Home Secretary and, through the Home Secretary,
around 4100 FTE. to Parliament.
For 2018/19, we have set budgets The figures below are in accordance The Home Secretary holds the The Director General is responsible
and commissioned affordability with budget controls agreed with Director General to account for the for the appointment, direction of,
measures to reduce non-pay Home Office officials and HM effective discharge of the NCA’s and designation of powers to, its
spending by £26.6m. Additional Treasury and reflect NCA Board- functions. The Director General officers. As Accounting Officer,
savings will be achieved in 2019/20 approved budgetary targets. As has independent operational the Director General is responsible
and 2020/21. This will ensure that a non-ministerial department, we command of NCA activities. The for the NCA’s expenditure and
we have a balanced, affordable and require parliamentary approval of roles and responsibilities of the accounting arrangements. The
sustainable budget. We secure our our Vote funding for 2018/2019. Home Secretary, Foreign Secretary Director General chairs the NCA
funding directly through our Supply Until the final settlement is agreed – relating to international activity, Board, which includes four non-
Estimate, voted by Parliament. with the Home Office, the figures and wider Government are set out executive members. The Board’s
reported are indicative. The figures in more detail in the Framework responsibilities include providing
cover the costs of the full range Document for the NCA and the strategic oversight and performance
of NCA activities over the coming Accountability Letter, which can be monitoring. Further information can
year, excluding income and funding found on the NCA’s website be found on our website
received from other sources. www.nationalcrimeagency.gov.uk www.nationalcrimeagency.gov.uk
To ensure that the NCA is an open
and transparent agency, the Director
NCA budgets 2018/19 £m General has a statutory duty to
make arrangements for publishing
Resource DEL 427.50 information, and to publish such
information about the exercise
of which: Administration 30.95 of the NCA’s functions and other
matters relating to the agency.
Programme 396.55 The NCA is subject to inspection
by statutory bodies in England and
of which: depreciation 50.70 Wales and those in the Devolved
Administrations.
Capital DEL 50.00
Total DEL (excluding depreciation) 426.8
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