NCA's Annual Plan

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 capacity and capabilities of any one intelligence picture of the changing We will change from being 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, driven. tools required for a comprehensive regional or national, and one where 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 by 700% The primary 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 the GBP hundreds immigration Organised 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 tens of thousands of victims in four-year-old boy received growing threat, with children’s • Tighter border controls in the the UK. own use of self-broadcast apps 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 referred to the national referral seeking assistance from 1 • Emerging evidence suggests ‘hurt core’ 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 referred to the NRM has increased Hurt core refers to hidden dark web involvement. Mediterranean or die during by 66%. forums dedicated to the discussion and treacherous journeys through image and video sharing of rape, murder, • Technology has increased the • For the first time UK citizens were the Sahara every day because sadism, torture, paedophilia, blackmail, opportunities for offenders to the largest nationality recorded in of the recklessness and cruelty humiliation and degradation. 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 the GBP hundreds of billions. used. Ammunition is increasingly part of a network which in 2017, such as the Wannacry available. incident that impacted on the • Criminal exploitation of accounting 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. In July 2017, a joint NCA and to enable wider criminal 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. re-activation of antique weapons of 79 viable handguns in however there are indications that are a key threat. The supply of the threat is increasingly global. 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 10 Intelligence

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 11 Response

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 12 Capabilities

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 13 Enabling 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 14 Exit 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 • Regulatory bodies such the best possible position under the full Prosecution Service for Financial Conduct Authority range of possible Brexit outcomes, Northern Ireland and the and Solicitors Regulatory including through: Serious Fraud Office; Authority; and • Supporting Brexit negotiations, • The UK Intelligence ensuring that the UK government • Professional bodies – Community – including is fully informed of the including the British Banking the National Cyber Security operational value of EU tools to 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. Commonwealth Office, the arrangements; and 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 International Development; which are currently delivered or 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 15 Scotland 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 of fer. 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 16 Scotland 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 17 Performance

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. vulnerabilities? understanding of, our activity and 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 18 Resources 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 427.5 0 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

National Crime Agency | Annual Plan 2018-19 19