Rachel Hopkins

Success rates for lower socio-economic applicants in Fast Stream have been increasing annually since 2017, with 2021 success rates approximately three times the 2016 figure.

73% of Fast Stream appointments in 2021 were outside London (against 69.5% in 2019). Regional appointments are achieved through the widest possible spread of school and college work experience opportunities, apprenticeships, internships and Fast Stream roles. Attraction activity for roles is delivered both country-wide and through online sites to deliver geographic diversity and meet our levelling up ambitions.

Steps to support both diverse socio-economic and ethnic minority applicants are broadly similar except that partners and the target audiences differ, according to these groups. Outreach, attraction and marketing is designed to encourage applications from individuals from all backgrounds and locations via early stage schools, college and apprenticeship engagement, along with industrial placements. We have developed an inclusive website, and social media strategy, refreshed the target university list, and are undertaking outreach with diverse universities and engaging with diversity partners to support events. Activity also encompasses expanding the range of internships, undertaking cultural bias reviews of our selection processes, increasing assessor diversity, and continually improving our fair and inclusive selection processes, for example, incorporating more regional/virtual assessment.

Historical barriers to Fast Stream employment for applicants from lower socio-economic backgrounds were highlighted in the 2016 Bridge Group analysis, suggesting applications were more likely to come from less diverse universities and courses, and from higher socio-economic students, along with there being less awareness of Fast Stream amongst lower socio-economic graduates. There was also, amongst lower socio-economic students, a perception of a slow recruitment process, less geographic diversity in terms of selection and lower performance at selection stage. Significant improvements have been made against these areas, with socio-economic diversity improving consistently for appointments in the last 5 years.

Success rates for lower socio-economic applicants in Fast Stream have been increasing annually since 2017, with 2021 success rates approximately three times the 2016 figure.

73% of Fast Stream appointments in 2021 were outside London (against 69.5% in 2019). Regional appointments are achieved through the widest possible spread of school and college work experience opportunities, apprenticeships, internships and Fast Stream roles. Attraction activity for roles is delivered both country-wide and through online sites to deliver geographic diversity and meet our levelling up ambitions.

Steps to support both diverse socio-economic and ethnic minority applicants are broadly similar except that partners and the target audiences differ, according to these groups. Outreach, attraction and marketing is designed to encourage applications from individuals from all backgrounds and locations via early stage schools, college and apprenticeship engagement, along with industrial placements. We have developed an inclusive website, and social media strategy, refreshed the target university list, and are undertaking outreach with diverse universities and engaging with diversity partners to support events. Activity also encompasses expanding the range of internships, undertaking cultural bias reviews of our selection processes, increasing assessor diversity, and continually improving our fair and inclusive selection processes, for example, incorporating more regional/virtual assessment.

Historical barriers to Fast Stream employment for applicants from lower socio-economic backgrounds were highlighted in the 2016 Bridge Group analysis, suggesting applications were more likely to come from less diverse universities and courses, and from higher socio-economic students, along with there being less awareness of Fast Stream amongst lower socio-economic graduates. There was also, amongst lower socio-economic students, a perception of a slow recruitment process, less geographic diversity in terms of selection and lower performance at selection stage. Significant improvements have been made against these areas, with socio-economic diversity improving consistently for appointments in the last 5 years.

Success rates for lower socio-economic applicants in Fast Stream have been increasing annually since 2017, with 2021 success rates approximately three times the 2016 figure.

73% of Fast Stream appointments in 2021 were outside London (against 69.5% in 2019). Regional appointments are achieved through the widest possible spread of school and college work experience opportunities, apprenticeships, internships and Fast Stream roles. Attraction activity for roles is delivered both country-wide and through online sites to deliver geographic diversity and meet our levelling up ambitions.

Steps to support both diverse socio-economic and ethnic minority applicants are broadly similar except that partners and the target audiences differ, according to these groups. Outreach, attraction and marketing is designed to encourage applications from individuals from all backgrounds and locations via early stage schools, college and apprenticeship engagement, along with industrial placements. We have developed an inclusive website, and social media strategy, refreshed the target university list, and are undertaking outreach with diverse universities and engaging with diversity partners to support events. Activity also encompasses expanding the range of internships, undertaking cultural bias reviews of our selection processes, increasing assessor diversity, and continually improving our fair and inclusive selection processes, for example, incorporating more regional/virtual assessment.

Historical barriers to Fast Stream employment for applicants from lower socio-economic backgrounds were highlighted in the 2016 Bridge Group analysis, suggesting applications were more likely to come from less diverse universities and courses, and from higher socio-economic students, along with there being less awareness of Fast Stream amongst lower socio-economic graduates. There was also, amongst lower socio-economic students, a perception of a slow recruitment process, less geographic diversity in terms of selection and lower performance at selection stage. Significant improvements have been made against these areas, with socio-economic diversity improving consistently for appointments in the last 5 years.

Success rates for lower socio-economic applicants in Fast Stream have been increasing annually since 2017, with 2021 success rates approximately three times the 2016 figure.

73% of Fast Stream appointments in 2021 were outside London (against 69.5% in 2019). Regional appointments are achieved through the widest possible spread of school and college work experience opportunities, apprenticeships, internships and Fast Stream roles. Attraction activity for roles is delivered both country-wide and through online sites to deliver geographic diversity and meet our levelling up ambitions.

Steps to support both diverse socio-economic and ethnic minority applicants are broadly similar except that partners and the target audiences differ, according to these groups. Outreach, attraction and marketing is designed to encourage applications from individuals from all backgrounds and locations via early stage schools, college and apprenticeship engagement, along with industrial placements. We have developed an inclusive website, and social media strategy, refreshed the target university list, and are undertaking outreach with diverse universities and engaging with diversity partners to support events. Activity also encompasses expanding the range of internships, undertaking cultural bias reviews of our selection processes, increasing assessor diversity, and continually improving our fair and inclusive selection processes, for example, incorporating more regional/virtual assessment.

Historical barriers to Fast Stream employment for applicants from lower socio-economic backgrounds were highlighted in the 2016 Bridge Group analysis, suggesting applications were more likely to come from less diverse universities and courses, and from higher socio-economic students, along with there being less awareness of Fast Stream amongst lower socio-economic graduates. There was also, amongst lower socio-economic students, a perception of a slow recruitment process, less geographic diversity in terms of selection and lower performance at selection stage. Significant improvements have been made against these areas, with socio-economic diversity improving consistently for appointments in the last 5 years.

National Statistics on employment numbers in the public sector are published each quarter by the Office for National Statistics (ONS) and are available at the following link: https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/publicsectorpersonnel/datasets/publicsectoremploymentreferencetable.

These statistics provide quarterly estimates and time-series data of UK public sector employment by central government (including Civil Service), local government and public corporations.

Individual departments are responsible for their own commercial decisions including the award of contracts.

Details of Government contracts above £10,000 are published on Contracts Finder: https://www.contractsfinder.service.gov.uk/Search.

Individual departments are responsible for their own commercial decisions including the award of contracts.

Details of Government contracts above £10,000 are published on Contracts Finder: https://www.contractsfinder.service.gov.uk/Search.

Individual departments are responsible for their own commercial decisions including the award of contracts.

Details of Government contracts above £10,000 are published on Contracts Finder: https://www.contractsfinder.service.gov.uk/Search.

The number of buildings or land plots disposed of is not held centrally by Cabinet Office.

The disposal value for 2020-21 was £473.5m.

The Cabinet Office total owned estate for 2020-21 was 726,917m² (In addition to this, 707,769m² is managed by the Government Property Agency, which is a part of the Cabinet Office, on behalf of departments). For all previous years, the total estate is published in the State of the Estate report on GOV.UK.

Individual departments are responsible for their own commercial decisions including the award of contracts.

Details of Government contracts above £10,000 are published on Contracts Finder: https://www.contractsfinder.service.gov.uk/Search.

The number of built assets in 2020-21 was 136,844m², and covers central government estate general and specialist estate, including hospitals and schools. Equivalent figures for previous years are not held centrally by Cabinet Office.

The total floor area for government bodies is published in the State of the Estate report on GOV.UK for 2020-21. The total floor area of the government general purpose estate was published in prior years.

Individual departments are responsible for their own commercial decisions including the award of contracts.

Details of Government contracts above £10,000 are published on Contracts Finder: https://www.contractsfinder.service.gov.uk/Search.

The office portfolio was reduced by 2%, from 3.5m m² to 3.4m m² from 2019-20 to 2020-21. Reductions were driven by a combination of departmental estate strategies and collaboration between departments to share space - for example - HMRC exiting 12 PFI properties led to a 25,000 m² reduction in floor area and relocation into government hubs.

The number of central Government buildings in 2021 and 2020 is given in the below table. Equivalent data for 2019 is not held centrally by Cabinet Office.

Departmental annual reports and accounts, including financial statements, are laid before Parliament and published on GOV.UK.

Gross Resource Expenditure by Arms Length Bodies is published on GOV.UK.

The Treasury publishes Public Expenditure Statistical Analysis (PESA) which presents statistics on public expenditure, including government departmental administrative expenditure. Table 1.7 breaks down administration budgets by department and Table 2.1 by economic category (e.g. staff costs).

Central government space was only separated into owned and occupied space for 2019-20 for the general purpose estate which included offices, warehouses, job centres, courts, laboratories and other such general purpose uses.

In 2019-20, total owned and occupied space was 7,389,377 m² and 6,975,128 m², respectively.

Equivalent figures for other years are not held centrally in the Cabinet Office.

Cabinet Office transparency spending data by month can be found on GOV.UK.

The Terms of Reference for the Cabinet Office’s investigations into staff gatherings have been published on GOV.UK and deposited in the libraries of both Houses.

It would not be appropriate to comment on the specifics of an ongoing process. The Government has committed that the findings of the investigations will be made public in due course.

Official receptions in Downing Street are published each quarter as part of the Government’s transparency returns.

The Government has committed to relocating 22,000 roles from London across the UK, ensuring the Civil Service is representative of the communities it serves, bringing more diversity of thought into policy-making. The Places for Growth portfolio is at the heart of delivering this agenda.

Places for Growth has adopted an approach that is aimed to capture the broadest view of diversity and inclusion, whilst considering the characteristics protected under law. The portfolio is committed to ensuring that the focus of the portfolio and departments is much wider and remains committed to greater socioeconomic diversity, greater regional diversity and to create clusters and critical mass where we can effectively harness cognitive diversity to enable decision making.

The Government has committed to relocating 22,000 roles from London across the UK, ensuring the Civil Service is representative of the communities it serves, bringing more diversity of thought into policy-making. The Places for Growth portfolio is at the heart of delivering this agenda.

Places for Growth has adopted an approach that is aimed to capture the broadest view of diversity and inclusion, whilst considering the characteristics protected under law. The portfolio is committed to ensuring that the focus of the portfolio and departments is much wider and remains committed to greater socioeconomic diversity, greater regional diversity and to create clusters and critical mass where we can effectively harness cognitive diversity to enable decision making.

The Government has committed to relocating 22,000 roles from London across the UK, ensuring the Civil Service is representative of the communities it serves, bringing more diversity of thought into policy-making. The Places for Growth portfolio is at the heart of delivering this agenda.

Places for Growth has adopted an approach that is aimed to capture the broadest view of diversity and inclusion, whilst considering the characteristics protected under law. The portfolio is committed to ensuring that the focus of the portfolio and departments is much wider and remains committed to greater socioeconomic diversity, greater regional diversity and to create clusters and critical mass where we can effectively harness cognitive diversity to enable decision making.

The Government has committed to relocating 22,000 roles from London across the UK, ensuring the Civil Service is representative of the communities it serves, bringing more diversity of thought into policy-making. The Places for Growth portfolio is at the heart of delivering this agenda.

Places for Growth has adopted an approach that is aimed to capture the broadest view of diversity and inclusion, whilst considering the characteristics protected under law. The portfolio is committed to ensuring that the focus of the portfolio and departments is much wider and remains committed to greater socioeconomic diversity, greater regional diversity and to create clusters and critical mass where we can effectively harness cognitive diversity to enable decision making.

We work with experts across sectors and provide funding to a number of initiatives to engage citizens in our democracy, make it more accessible and protect everyone's vote.

The introduction of online registration has resulted in record levels of people registering to vote and the Cabinet Office-chaired Accessibility of Elections Working Group works to enhance inclusiveness in our democracy.

The Government’s Shared Services Strategy was published on 9 March 2021. It (a) identifies the groups of departments which will create five Shared Service Centres, (b) confirms that departments, and the commercial function, will work together to deliver value for money, by using central frameworks and national pricing models, driving commercial tension.

The Shared Services Strategy for Government was published on 9 March 2021. The Strategy sets the framework for groups of departments to form Shared Service Centres to implement the Strategy. Part of Cabinet Office, Government Business Services is responsible for coordinating delivery of the Strategy.

The Strategy will deliver better, streamlined services and lower costs, to offer better value for money for the taxpayer. Each group of departments forming a Shared Service Centre will develop its own business case for implementing the strategy.

The final specification and all bidding documents for the Outsourced Contact Centre and Business Services (RM6181) framework agreement were published on the government’s Contracts Finder website in April 2021.

It is for Departments to determine their approach to consulting with Civil Service unions. Cabinet Office officials have had two constructive meetings with the National Trade Union Congress since publication of the Strategy, and welcome continuing dialogue.

The Shared Services Strategy for Government was published on 9 March 2021. The Strategy sets the framework for groups of departments to form Shared Service Centres to implement the Strategy. Part of Cabinet Office, Government Business Services is responsible for coordinating delivery of the Strategy.

The Strategy will deliver better, streamlined services and lower costs, to offer better value for money for the taxpayer. Each group of departments forming a Shared Service Centre will develop its own business case for implementing the strategy.

The final specification and all bidding documents for the Outsourced Contact Centre and Business Services (RM6181) framework agreement were published on the government’s Contracts Finder website in April 2021.

It is for Departments to determine their approach to consulting with Civil Service unions. Cabinet Office officials have had two constructive meetings with the National Trade Union Congress since publication of the Strategy, and welcome continuing dialogue.

The Shared Services Strategy for Government was published on 9 March 2021. The Strategy sets the framework for groups of departments to form Shared Service Centres to implement the Strategy. Part of Cabinet Office, Government Business Services is responsible for coordinating delivery of the Strategy.

The Strategy will deliver better, streamlined services and lower costs, to offer better value for money for the taxpayer. Each group of departments forming a Shared Service Centre will develop its own business case for implementing the strategy.

The final specification and all bidding documents for the Outsourced Contact Centre and Business Services (RM6181) framework agreement were published on the government’s Contracts Finder website in April 2021.

It is for Departments to determine their approach to consulting with Civil Service unions. Cabinet Office officials have had two constructive meetings with the National Trade Union Congress since publication of the Strategy, and welcome continuing dialogue.

Information on Cabinet Office’s diversity and inclusion record, and performance against its Equalities Objectives, are set out in the Annual Report and Accounts.

The Cabinet Office will ensure its departmental Equality Objectives continue to be of the highest standard when updated.

Information on Cabinet Office’s diversity and inclusion record, and performance against its Equalities Objectives, are set out in the Annual Report and Accounts.

The Cabinet Office will ensure its departmental Equality Objectives continue to be of the highest standard when updated.

Information on Cabinet Office’s diversity and inclusion record, and performance against its Equalities Objectives, are set out in the Annual Report and Accounts.

The Cabinet Office will ensure its departmental Equality Objectives continue to be of the highest standard when updated.

Information on Cabinet Office’s diversity and inclusion record, and performance against its Equalities Objectives, are set out in the Annual Report and Accounts.

The Cabinet Office will ensure its departmental Equality Objectives continue to be of the highest standard when updated.

The information requested falls under the remit of the UK Statistics Authority. I have therefore asked the Authority to respond.

The information requested falls under the remit of the UK Statistics Authority. I have therefore asked the Authority to respond.

The information requested falls under the remit of the UK Statistics Authority. I have therefore asked the Authority to respond.

I refer the hon. Member to my answer to PQ 102966. May I apologise for the delay in responding to the question.

I apologise for the delay in replying to this question. PPN 02/20 was critical in ensuring departments provided contractual relief to suppliers to maintain delivery of critical public services. This was replaced by PPN 04/20, published in June, which set out how contracting authorities should put in place transition plans with their suppliers to ensure contracts are flexible enough to deal with potential future lockdowns. Departments remain able to provide contractual relief and can seek approval from HM Treasury for spend where there is a strategic business need.

Supporting the Government’s objective to provide great places to work, enabling co-working through the Hub’s agenda and driving efficiencies by minimising vacant accommodation, the Government Property Agency manages a number of multi-let properties on the Whitehall Estate.

Details of multi-hub locations in London occupied by Cabinet Office, together with other Departments and agencies, are provided in the attached schedule.

The Government Property Agency manages a number of multi-let buildings in London on behalf of Government Departments. The Agency supports the Whitehall Campus and Hubs Programme to transform central government’s ageing office estate - creating ‘Great Places to work’ - consolidating to a single interoperable / interconnected campus of shared, flexible, modernised, energy efficient buildings. Building in new capabilities, including technology that supports Smarter Working, the delivery of better public services and driving efficiencies by minimising vacant space. Further details are available online on the Government Property Agency's Business Plan for 2020-2021.

Decarbonising UK industry is a core part of the Government’s ambitious plan for the green industrial revolution. UK steel plays a critical role in the economy as a foundation industry and the Government remains committed to the UK steel industry and a decarbonised future, supporting local economic growth and our levelling-up agenda. The Industrial Decarbonisation Strategy, published on 17 March, commits to work with the newly constituted Steel Council to consider the implications of the recommendation of the Climate Change Committee to ‘set targets for ore-based steelmaking to reach near-zero emissions by 2035’. Hydrogen-based steelmaking is one of the technological approaches being examined as part of this process.

The Steel Council offers the forum for Government, industry and trade unions to work in partnership on the shared objective of creating an achievable, long-term plan to support the sector’s transition to a competitive, sustainable and low carbon future. In order to support these efforts, the Government has announced a £250 million Clean Steel Fund to support the UK steel sector to transition to lower carbon iron and steel production, through investment in new technologies and processes. The decarbonisation of the steel sector and industry more widely will also be supported through the £1 billion CCUS Infrastructure Fund (CIF) and £240m Net-Zero Hydrogen Fund.

I refer the hon Member to the answer given today to Question UIN 54314.

The Government has worked with industry to produce guidance for those who work in or run outdoor working environments, including construction sites. This guidance will help to ensure that workplaces are as safe as possible and give workers the confidence to return to work. The guidance is published at: https://www.gov.uk/guidance/working-safely-during-coronavirus-covid-19/construction-and-other-outdoor-work.

The Government has also worked with the Construction Leadership Council to develop Site Operating Procedures, which provide practical advice to those seeking to implement Public Health England’s guidance.

Organisations must have effective arrangements in place for monitoring and reviewing their compliance with Government and industry guidance.

As of 29 April, in total over £4.1 billion worth of loans have been issued under the Coronavirus Business Interruption Loan Scheme (CBILS) to over 25,262 businesses.

In order to minimise administrative burden and therefore facilitate the issuing of as many loans as possible, the British Business Bank’s system only gathers data from lenders when loans are offered and drawn. Decisions on whether to capture information relating to rejected loans are at the discretion of the lender.

We are working with the British Business Bank, HM Treasury and the lenders on regular and transparent data publication going forward.

It is against the law to gather in groups of more than six, where people are from different households or support bubbles. Some activities - such as those organised for under-18s - are exempt. In a COVID-19 Secure venue or public outdoor place, non-professional performing arts activity, including choirs, orchestras or drama groups can continue to rehearse or perform together where this is planned activity in line with the performing arts guidance and if they can do so in a way that ensures that there is no interaction between groups of more than six at any time.

If an amateur group is not able to ensure that no mingling takes place between these sub-groups of no more than six (including when arriving at or leaving activity or in any breaks or socialising) then such non-professional activity should not take place.

Football clubs are the heart of local communities and many have a great history.

The Government has provided unprecedented support to businesses throughout this period, including a comprehensive and sizable package of direct fiscal support for
business through tax reliefs, cash grants and employee wage support. Many football clubs have benefited from these measures.

The Government is in regular dialogue with the football authorities, including the English Football League, to understand their financial position - but has been absolutely clear that it expects football to look first at how it can support itself through these difficult times.I therefore welcomed the Premier League announcement to advance funds of £125 million to the EFL and National League to help clubs throughout the football pyramid.The EFL has also announced a £50m relief fund to help their clubs enduring immediate cash flow problems because of the coronavirus crisis.

Football clubs are the heart of local communities and many have a great history.

The Government has provided unprecedented support to businesses throughout this period, including a comprehensive and sizable package of direct fiscal support for
business through tax reliefs, cash grants and employee wage support. Many football clubs have benefited from these measures.

The Government is in regular dialogue with the football authorities, including the English Football League, to understand their financial position - but has been absolutely clear that it expects football to look first at how it can support itself through these difficult times.I therefore welcomed the Premier League announcement to advance funds of £125 million to the EFL and National League to help clubs throughout the football pyramid.The EFL has also announced a £50m relief fund to help their clubs enduring immediate cash flow problems because of the coronavirus crisis.

We currently do not occupy any hub locations managed by GPA.

The Department produces published statistics on school revenue funding annually. The latest publication, from January 2021, is available online and covers the financial years 2010-11 through to 2021-22: https://explore-education-statistics.service.gov.uk/find-statistics/school-funding-statistics#dataBlock-10b3bbd5-58b1-401d-9aaf-9daaa184a6df-tables.

The publication shows the average per pupil funding, in cash and real terms, to schools for 5 to 16 year olds. There is no separate breakdown available for 11 to 16 year olds.

The Government is investing over £400 million to support access to remote education and online social care services, including securing 1.3 million laptops and tablets for disadvantaged children and young people.

The laptops and tablets are an injection of support to help schools, academy trusts and local authorities to provide access to remote education and online social care. Schools, colleges, academy trusts, and local authorities are responsible for distributing the laptops and tablets and are best placed to know which children and young people need access to a device.

The Department has based allocations on estimates of the need of disadvantaged children in Years 3 to 11 using data on the number of pupils eligible for Free School Meals data and external estimates of the number of devices that schools already own.

We have extended support to disadvantaged 16-to-19 year olds, including those in further education. Schools with sixth forms, colleges and other further education institutions are being invited to order laptops and tablets to further support disadvantaged students to access remote education.

Where schools need additional devices, in order to support disadvantaged children, they should contact the Department’s service team at covid.technology@education.gov.uk. They should include the number of children who require support and an explanation of how they’ve gathered this evidence.

Understanding the impact of COVID-19 disruption is a key priority for the Government.

The Department has commissioned an independent research agency to analyse catch-up needs and monitor progress over this academic year. This research is based on a large sample of pupils and will identify whether particular groups of pupils have been more affected by time out of school – including the most disadvantaged, those with historically poor outcomes, and those in particular areas.

The Government is providing a £1 billion catch-up programme, including a ‘Catch-up Premium’ of £650 million, to help address lost teaching time and support pupils’ social and emotional needs. Additionally, the £350 million National Tutoring Programme is an ambitious scheme that will provide additional, targeted tuition support for disadvantaged pupils who need the most help to catch-up.

The Department is working with the Department of Health and Social Care to understand the impact on children’s mental health and wellbeing. Public Health England is monitoring the impacts of the COVID-19 outbreak, including on children and young people, and have published a report about population mental health and wellbeing in England during the COVID-19 outbreak: https://www.gov.uk/government/publications/covid-19-mental-health-and-wellbeing-surveillance-report.

The Department will also be convening a task force to look at the effects on children, young people and staff in the education system and we will confirm the next steps in due course.

Figures showing numbers of students aged 16-18 participating in T levels and other study programmes (at end 2020), will be published in the June 2021 release 'Participation in Education, Training and Employment 2020'.

44 providers are now teaching the first three T levels. We have been monitoring T level recruitment closely and are confident that a viable cohort of young people will benefit from taking these new, high quality qualifications, leaving them in a great position to move into skilled employment or further training.

The base funding rate for a full time student (band 5) on a non T level study programme is £4,188 in the current academic year.

For this academic year, the first three T levels are funded in the medium T level band (band 7), which attracts a base funding rate of £5,061 per student, per year. T level students attract a higher funding rate as T levels include more teaching hours. In addition, industry placements are a compulsory element of T levels, which we are funding at £275 per student, for each of the two years of the T level.

The overall average funding per student will be determined by the national 16-19 funding formula and will reflect the characteristics of the students, courses, and institutions.

It is our ambition that all pupils and students have the chance to make up for lost education. Where breaks in learning have been required, we want to ensure that learners can resume their ‘classroom’ learning and continue to a successful completion.

For many students in post-16 education, we know that remote learning has been working well. We are currently looking at how we can best support 16-19 providers to help their learners catch up and we will provide more details soon.

I refer the hon. Member to the answer my hon. Friend, Chloe Smith gave on 12 June 2020 to Question 54314.

We understand that the COVID-19 outbreak and a possible reduction in the number of international students poses significant financial challenges to the sector and are extremely grateful for the work that universities are doing in response.

My right hon. Friend, the Chancellor of the Exchequer, has announced an unprecedented package of support. This support includes the Coronavirus Job Retention Scheme and a range of business loan schemes to help pay wages, keep staff employed and support businesses whose viability is threatened by the outbreak. We recently confirmed universities’ eligibility for these schemes.

We are also working closely with the sector, the Office for Students and across the government to understand the financial risks that providers are facing and to stabilise the admissions system and help providers to access the support on offer.

As my right hon. Friends, the Prime Minister and Chancellor of the Exchequer have both made clear, the government will do whatever it takes to support people affected by COVID-19.

Higher education (HE) providers take their responsibilities seriously and are best placed to identify the needs of their student body as well as how to develop the services needed to support it. When making changes to the delivery of their courses, HE providers need to consider how they support all students, particularly the most vulnerable, to achieve successful academic and professional outcomes. Where students do not have access to the Internet, a computer at home, or cannot afford to purchase it, the expectation is that HE providers will provide support through their own hardship funds

We have worked closely with the Office for Students to enable providers to draw upon existing funding to increase hardship funds and support disadvantaged students impacted by COVID-19. As a result, providers will be able to use the funding, worth around £23 million per month for April and May, towards student hardship funds, including the purchase of IT equipment, and mental health support, as well as to support providers’ access and participation plans

The Government is increasing school funding nationally by £14 billion over the next three years. Funding will increase by £2.6 billion in 2020-21, followed by increases of £4.8 billion and £7.1 billion in 2021-22 and 2022-23 respectively, compared to 2019-20.

The Department will continue to distribute this funding through the National Funding Formula, which ensures that funding is based on schools’ and pupils’ needs and characteristics. This will ensure that per pupil funding for every school can at least rise in line with inflation next year and faster than inflation for most.

In 2020-21, Luton will attract an additional £5.5 million in total cash funding in its schools block – a 3.1% increase compared to this year. This will take Luton’s total cash funding up to £181.4 million. In addition, Luton will receive £33 million in its high needs block to help support children with complex special educational needs – a cash increase of £4.5 million.

The Department for Transport works closely with the Department for Health and Social Care and other government departments on matters related to international travel. Decisions on Red, Amber or Green List assignment and associated border measures are taken by Ministers, who take into account Joint Biosecurity Centre risk assessments of countries and territories, alongside wider public health factors.

These are intended to be temporary measures and the government keeps data for countries and territories under regular review.

The government keeps data for countries and territories under regular review, and country allocations under the traffic light system are reviewed every three weeks, unless concerning evidence means we need to act faster to protect public health. The next review of country allocations will happen before 1 October 2021.

Government stands ready to support companies during this pandemic. Companies can draw upon a package of measures, including the Airport and Ground Operators Support Scheme (AGOSS) which opened for applications on 29 January to provide support to eligible businesses, covering the equivalent of their business rates liabilities or COVID 19 losses – whichever is lower – in financial year 2020/21, subject to certain conditions and a cap per claimant of £8m.

The Department recognises the severe impact the COVID-19 pandemic has had on travel and work continues to understand how best the industry can be supported at this time.

My Rt Hon Friend the Chancellor of the Exchequer announced this week that we are renewing the Airports and Ground Operations Support Scheme for a further six months from the start of 2021-22.

Since the onset of the pandemic, the Department for Transport has engaged very regularly with the industry, including through both Ministerial meetings and official led sessions.

As announced on 22^nd February as part of the roadmap for the phased lifting of restrictions in England, the Secretary of State for Transport will also now lead a successor to the Global Travel Taskforce to develop a framework that can facilitate greater international travel when the time is right, while still managing the risk from imported cases and variants.

The government is also developing a forward looking strategic framework on the recovery of the sector, which we will engage with the industry on and will publish later this year.

Before Covid-19, aviation directly contributed at least £22 billion to GDP to the UK economy and supported around half a million jobs. This included the air transport and aerospace sectors, as well as the wider supply chain. Since the outbreak of Covid-19, the aviation sector has been one of the worst affected sectors in the UK. Passenger numbers at UK airports fell by 99% at the height of the pandemic. Overall volumes of flight traffic in the UK is currently around 80% below equivalent 2019 levels. The air transport sector’s contribution to the UK economy dropped by 74% in 2020 compared to 2019 and tens of thousands of redundancy notifications have been made. In addition to the direct impact to the UK air transport sector, the wider supply-chain and economy has also been adversely impacted by the severe reduction in air passenger demand, jobs and air connectivity, with impacts on consumer spending and investment across the rest of the economy.

The Department recognises the severe impact the COVID-19 pandemic has had on travel, and work continues to understand how best the industry can be supported at this time. The Government is working on a strategic framework for the recovery of the sector. It will explore the return to growth of the aviation sector, and will include consideration of workforce and skills, regional connectivity, noise, innovation and regulation, and consumer issues.

Aviation businesses have access to the unprecedented economic support package that the Chancellor has put in place to help businesses to manage the challenges they are facing as a result of the COVID-19 pandemic.

In addition to this, the Airport and Ground Operations Support Scheme (AGOSS) opened for applications on 29 January to provide support for eligible commercial airports and ground handlers in England.

DfT has not produced economic forecasts of recovery and growth in the air transport or travel sectors. DfT maintain a capability to produce a range of passenger demand scenarios, reflecting the uncertainty surrounding the potential shape of recovery, for internal use.

The Department recognises the severe impact the COVID-19 pandemic has had on travel, and work continues to understand how best the industry can be supported at this time. The Government is working on a strategic framework for the recovery of the sector. It will explore the return to growth of the aviation sector, and will include consideration of workforce and skills, regional connectivity, noise, innovation and regulation, and consumer issues.

Aviation businesses have access to the unprecedented economic support package that the Chancellor has put in place to help businesses to manage the challenges they are facing as a result of the COVID-19 pandemic.

In addition to this, the Airport and Ground Operations Support Scheme (AGOSS) opened for applications on 29 January to provide support for eligible commercial airports and ground handlers in England.

Through the Global Travel Taskforce, the Government will work closely with the industry to find ways to safely and gradually ease restrictions on international travel. We will set out more detail on this soon.

We have agreed a deal with the EU that provides the rights for UK and EU airlines to fly directly between the UK and EU, Covid restrictions allowing. This provides the air connectivity that is so vital for connecting people and businesses, facilitating tourism and trade.

This agreement means that UK and EU contingency measures for air transport are not required.

We continue to deliver ambitious improvements, investing in key priorities including the Transpennine Route Upgrade, restoring lines and stations closed during the Beeching cuts and in HS2, with an unrelenting focus on levelling up our country and ensuring all communities have the connections they need to support growth and prosperity.

In terms of impacts on individual schemes, it remains the case that no schemes have been cancelled nor formal investment decisions taken as a result of the Spending Review. We are currently working with Network Rail to agree a new baseline for the portfolio that fits with the new funding envelope.

We continue to deliver ambitious improvements, investing in key priorities including the Transpennine Route Upgrade, restoring lines and stations closed during the Beeching cuts and in HS2, with an unrelenting focus on levelling up our country and ensuring all communities have the connections they need to support growth and prosperity.

In terms of impacts on individual schemes, it remains the case that no schemes have been cancelled nor formal investment decisions taken as a result of the Spending Review. We are currently working with Network Rail to agree a new baseline for the portfolio that fits with the new funding envelope.

The Spending Review involved a considerable amount of detailed discussions between the Department, Network Rail and HM Treasury. As a consequence, Network Rail were heavily involved throughout the Spending Review negotiations, with both the Department and HM Treasury.

There are no current train services that have been impacted by the outcome of the Spending Review. The Spending Review has not cancelled delivery of any improvement works.

The Spending Review confirmed that the government is supporting the railway and we will continue investing in ambitious improvements to modernise it. We are currently working with Network Rail to agree a new baseline for the portfolio that fits with the new funding envelope. As such we are not yet in a position to fully assess the impact on Network Rail jobs and/ or the wider supply chain.

Furthermore, decarbonisation remains central to investment being made in Rail.

We are committed to building a railway that is greener and fit for the future and that is why we continue to look at ways to decarbonise our network in a way that makes best use of taxpayers funding.

The Department aims to respond to Invitation requests as soon as practicable. The Department responded to your letter on 22^nd September to seek suitable dates for a meeting.

I refer the Hon. member to the answer given to PQ 54314 on 12 June 2020.

The Secretary of State has asked me in my capacity as Rail Minister to meet with the hon. Member to discuss this investment.

My Private Office has contacted the Member for Luton South’s office and has arranged a mutually convenient date for us to meet to discuss this issue.

The Department does not hold information on spending on stations in the East of England. Luton station is due to benefit from a share of the £300million Access for All funding. Subject to a feasible design being identified, the station will receive a step free route from the station entrance, to and between all platforms. Luton station has been in the Access for All programme for a number of years, but Network Rail (NR) have been unable to secure Luton Borough Council (LBC) approval for any of their proposed designs.

Furthermore, as part of GTR’s May 2018 Passenger Benefit Fund, Luton was allocated £80,000. Following the passenger consultation last year, toilet refurbishments have been approved at this station. I look forward to meeting with my honourable Friend later this month to discuss this issue further.

Luton station is due to benefit from a share of the £300m Access for All funding. Subject to a feasible design being identified, the station will receive a step free route from the station entrance, to and between all platforms. The project is due to complete by 2024 at the latest.

Furthermore, as part of GTR’s May 2018 Passenger Benefit Fund, Luton was allocated £80,000. Following the passenger consultation last year, we are assessing the feasibility of the schemes passengers have suggested and will be making a decision on taking these forward shortly.

The Department is unable to provide this information, as to do so would incur disproportionate costs.

DWP does not occupy any locations in London that are managed by the Government Property Agency.

I refer you to the answer given by my hon. Friend at the Cabinet Office, PQ54314

The information requested is not readily available at constituency level and could only be provided at disproportionate cost.

From 17th March, we suspended all face-to-face assessments for health and disability benefits for three months. For existing claimants, we have automatically extended awards and suspended any new review or reassessment activity, except where claimants notify us of changes to their needs that may result in an increase to their award. This temporary measure is being taken to ensure the Department’s resources are focused on providing access to financial support for new claimants, and it will also reassure claimants about continuity of their benefit during the coronavirus outbreak.

The Government is committed to delivering a sustainable long-term solution to child poverty, including reforming the benefits system so that it supports employment and higher pay. Tackling child poverty requires an approach that goes beyond targets, which focus on income alone, to one that addresses the root causes of poverty and disadvantage and improves long-term outcomes for families and children.

The approach we are taking goes beyond focus on income alone. We are seeing to address the root causes of poverty and improve long-term outcome from families and children with a particular focus on parental employment and children’s educational attainment – the two areas that we know can make the biggest difference.

Through our network of Jobcentres, the Department is taking a range of action to support disadvantaged groups, working closely with employers and partners in their local community to provide opportunities to help them move closer and into employment. Examples from Luton include employability and confidence building courses for lone parents, a Domestic Abuse forum involving a range of local stakeholders including the Samaritans and Women’s Aid in Luton, hosted by the Jobcentre; and support for people with English as a second language, including a bespoke course specifically aimed at women.

We have implemented measures at record pace to get on top of the B1.617.2 variant and control the spread. We have already implemented targeted new activity to accelerate vaccine uptake amongst eligible cohorts in Bolton and Blackburn with Darwen in order to support this move. We are now extending this activity to Bedford, Hounslow, Burnley, Leicester, Kirklees and North Tyneside. The areas chosen for targeted new activity to accelerate vaccine uptake amongst eligible cohorts were chosen on the basis of them being areas with enduring transmission where higher cases have persisted, and vaccination uptake rates are lower.

In order to ensure people across the United Kingdom have the strongest possible protection from the virus at an earlier opportunity, appointments for a second dose of the vaccine has now been brought forward from 12 to 8 weeks for those in cohorts 1-9 who are yet to receive their second dose.

The Spending Review 2020 confirmed an additional £3 billion for the National Health Service on top of the long-term settlement, to support the recovery from the impact of COVID-19. Cancer patients will continue to be prioritised with the NHS and will benefit from the approximately £1 billion to begin tackling the elective backlog and approximately £1.5 billion to help ease existing pressures caused by COVID-19. This package will be supported by £325 million capital funding for diagnostics, to replace over two thirds of imaging equipment over 10 years old.

The Spending Review 2020 confirmed an additional £3 billion for the National Health Service on top of the long-term settlement, to support the recovery from the impact of COVID-19. This includes approximately £1 billion to begin tackling the elective backlog and approximately £1.5 billion to help ease existing pressures caused by COVID-19. This package will be supported by £325 million capital funding for NHS diagnostics to replace over two thirds of imaging equipment over 10 years old.

The Spending Review 2020 will also provide £260 million to continue to increase the NHS workforce and support commitments made in the NHS Long Term Plan. Full details on funding allocations in 2021-22, including for NHS cancer workforce and cancer diagnostics, will be subject to a detailed financial planning exercise and finalised in due course.

There is no specific period of time post vaccination during which people should not consume alcohol.

There is no specific period of time post vaccination during which people should not consume alcohol.

The Department does not have any employees in London located in properties managed by the Government Property Agency.

We have now made £3.2 billion available to local authorities to address the pressures on local services caused by the pandemic. This funding can be used to cover the cost of pay for care workers who are currently unable to work because they may be shielding (if they are among the clinically extremely vulnerable) or self-isolating – and this has been included in guidance to local authorities.

My department is working with Ministry of Housing, Communities and Local Government, the Local Government Association and Association of Directors of Adult Social Services to confirm that funding provided to local authorities has been distributed to social care providers, and on to the workforce, in accordance with this guidance.

We have allowed personal protective equipment (PPE) exports by private companies where such exports do not undermine the level of PPE within the United Kingdom, and no PPE has been issued from pandemic supplies to other countries.

Lord Deighton is leading the Government effort by British industry to manufacture PPE. The Government is currently in contact with over 350 potential UK manufacturers and has signed contracts to manufacture over 2 billion items of PPE through UK-based manufacturers. More new manufacturers are expected to commit to producing PPE in the coming weeks.

The combined DIT, FCO and DHSC efforts have resulted in DHSC ordering over 28.7 billion items of Personal Protective Equipment (PPE), direct from new relationships with suppliers in source countries; and to build up UK manufacturing this includes signed contracts to manufacture over 2 billion items of PPE through UK-based manufacturers.

The Government has rapidly processed over 24,000 cases from over 15,000 suppliers to ensure they meet the safety and quality standards that our NHS staff need, as well as prioritising offers of larger volumes. The Government has so far actively engaged with over 99% of the companies that have offered PPE and has contracted with over 175 new suppliers able to deliver at the scale and pace the UK requires.

The Department does not hold the information in the format requested, identifiable to a specific location.

Lord Deighton is leading the Government’s efforts to secure sufficient PPE and ensure this gets to where it is needed. He is also driving forward coordination of the end-to-end process design and manufacture of new domestic PPE supplies. The Department has entered into contract and placed orders with several manufacturers to provide millions of items of PPE products to the National Health Service and carers. Details of this work can be found at the following link:

https://www.gov.uk/government/news/millions-more-items-of-ppe-for-frontline-staff-from-new-business-partnerships
https://www.gov.uk/government/news/70-million-face-masks-for-nhs-and-care-workers-through-new-industry-deal

The volumes will increase in the coming weeks.

We continue to urge Israel to ensure that its investigation into this case is swift and comprehensive. We also continue to stress the importance of the Israeli security forces providing appropriate protection to the Palestinian civilian population, in particular the need to protect children, and urge restraint in the use of live fire.

We remain deeply concerned by the continuing systematic discrimination, harassment and targeting of the Baha'i community in Iran and follow this situation closely. The Government continues to raise our concerns on this and other persistent human rights violations with Iran.

On 26 October, we made a statement on this matter, during the Interactive Dialogue with the UN Special Rapporteur on the situation of human rights in Iran. We called on Iran to ensure members of all religious and ethnic groups are treated equally before the law and allowed to participate fully in society.

We remain deeply concerned by the continuing systematic discrimination, harassment and targeting of the Baha'i community in Iran, including that members of the community are being denied access to university. The Government continues to raise our concerns on this and other persistent human rights violations with Iran.

On 26 October, we made a statement on this matter, during the Interactive Dialogue with the UN Special Rapporteur on the situation of human rights in Iran. We called on Iran to ensure members of all religious and ethnic groups are treated equally before the law and allowed to participate fully in society.

All former DFID staff who are non-UK nationals transferred to the FCDO in their existing roles on 2 September 2020. Further work is underway to agree a long term policy for the FCDO on reserved and unreserved roles, and impacted staff will be communicated with as soon as possible.

As of the 30 June 2020, the Foreign, Commonwealth and Development Office (FCDO) had the following percentages of fixed-term contract workers in the department:

• by gender: Women 57.6%, Men 42.4%
• by age:

• c) by ethnicity:

Home Civil Service and Diplomatic Service staff employed on a Fixed Term Contract.

*Numbers of 5 or less have been suppressed in order to comply with the GDPR.

Further work is underway to agree a long term policy for the Foreign, Commonwealth and Development Office (FCDO) on reserved and unreserved roles. This will take account of the considerations around reserved posts as set out in the Civil Service Nationality Rules to ensure the FCDO continues to have access to world class talent and provides varied career paths whilst meeting the necessary security and nationality requirements.

As of 1 September 2020, the Foreign, Commonwealth & Development Office had between 340 and 359 full-time equivalent Home Civil Service & Diplomatic Service staff employed on a Fixed Term Contract.

The potential diversity impact of the decision not to offer opportunities for permanent employment to current fixed-term contract staff was discussed at length by the Joint Executive Committee of DFID and FCO. As such, the Public Sector Equality Duty was met.

The breakdown of FCDO's non-UK national employees, as at 31 August 2020, is set out in the tables below.

The FCDO's vetting provider, UKSV, charges £1371 for an initial DV clearance. A small number of FTC officers hold DV clearance but, for security reasons, we are not able to provide a total figure as this may make individuals identifiable.

Language and professional training information for fixed-term contract staff is not held centrally and to compile this information would incur disproportionate cost. We can however confirm that no fixed-term contract staff have received full-time language training.

As I set out during an Urgent Question in the House of Commons on 29 June, we are seriously concerned about the human rights situation in Xinjiang. We are aware of reports of forced sterilisation of Uyghurs and other ethnic minorities in Xinjiang, which would amount to a gross violation of human rights. We are closely monitoring all available evidence, and have raised the issue with Chinese officials. On 28 July, the Foreign Secretary expressed his serious concerns about the human rights situation in Xinjiang to his Chinese counterpart, Foreign Minister and State Councillor Wang Yi.

I refer the Hon. Member to the Answer given to PQ 54314 on 12 June 2020.

The FCO remains committed to the British Council, who are a key driver of our soft power overseas and a precious part of the FCO family. In order to help stabilise their immediate financial position following the impact of Covid-19 on their ability to operate, we agreed to provide the British Council with £26m of additional funding for the 2019-20 financial year. We have also provided some of their 2020-21 Grant-in-Aid funding upfront this month to further alleviate pressures.

The FCO have also supported the British Council in accessing wider government relief available through the COVID-19 Job Retention Scheme and similar schemes in other countries. This will help them support many of their workforce, and those employed through its partners, funded through the commercial side of their business. We will continue to work closely with the British Council in the coming days and weeks to address the impact of COVID-19 on their ability to operate.

The FCO remains committed to the British Council, who are a key driver of our soft power overseas and a precious part of the FCO family. In order to help stabilise their immediate financial position following the impact of Covid-19 on their ability to operate, we agreed to provide the British Council with £26m of additional funding for the 2019-20 financial year. We have also provided some of their 2020-21 Grant-in-Aid funding upfront this month to further alleviate pressures.

The FCO have also supported the British Council in accessing wider government relief available through the COVID-19 Job Retention Scheme and similar schemes in other countries. This will help them support many of their workforce, and those employed through its partners, funded through the commercial side of their business. We will continue to work closely with the British Council in the coming days and weeks to address the impact of COVID-19 on their ability to operate.

The FCO remains committed to the British Council, who are a key driver of our soft power overseas and a precious part of the FCO family. In order to help stabilise their immediate financial position following the impact of Covid-19 on their ability to operate, we agreed to provide the British Council with £26m of additional funding for the 2019-20 financial year. We have also provided some of their 2020-21 Grant-in-Aid funding upfront this month to further alleviate pressures.

The FCO have also supported the British Council in accessing wider government relief available through the COVID-19 Job Retention Scheme and similar schemes in other countries. This will help them support many of their workforce, and those employed through its partners, funded through the commercial side of their business. We will continue to work closely with the British Council in the coming days and weeks to address the impact of COVID-19 on their ability to operate.

The FCO remains committed to the British Council, who are a key driver of our soft power overseas and a precious part of the FCO family. In order to help stabilise their immediate financial position following the impact of Covid-19 on their ability to operate, we agreed to provide the British Council with £26m of additional funding for the 2019-20 financial year. We have also provided some of their 2020-21 Grant-in-Aid funding upfront this month to further alleviate pressures.

The FCO have also supported the British Council in accessing wider government relief available through the COVID-19 Job Retention Scheme and similar schemes in other countries. This will help them support many of their workforce, and those employed through its partners, funded through the commercial side of their business. We will continue to work closely with the British Council in the coming days and weeks to address the impact of COVID-19 on their ability to operate.

We are monitoring the case of Hamed bin Haydara closely. On 25 March the Houthis announced that they would release Mr Haydara and his fellow wrongfully detained Baha'i, but we have seen no further action since then. I made public my concerns on 22 April, urging the Houthis to release all political prisoners without delay. We strongly condemn the death sentence and the continued persecution of the Baha'i in Yemen for their religious beliefs. We meet often with the Baha'i representatives in London who keep us updated on the situation.

The Job Support Scheme is designed to protect jobs in businesses which are facing lower demand over the winter months due to COVID-19, to help keep their employees attached to the workforce. Further guidance on eligibility will be published shortly.

The Government remains committed to legislating on cash as announced by the Chancellor at March 2020 Budget. The legislation will ensure continued access to cash for those that rely on it and that the UK’s cash infrastructure is sustainable in the long-term.

The Treasury is working at pace to develop this legislation, and is engaging closely with the Payment Systems Regulator, Financial Conduct Authority and Bank of England, including through the Joint Authorities Cash Strategy Group, to ensure its approach to legislation reflects the needs of cash users across the economy. The authorities are also currently leading an ambitious programme of work with industry to reach consensus on cash access solutions in line with the Government’s objectives.

The Government and regulators are monitoring developments relating to COVID-19 closely, including monitoring the impacts on cash access, and working with industry so that banks, building societies, credit unions and Post Offices maintain essential banking services as needed, including cash access.

The Government remains committed to legislating on cash as announced by the Chancellor at March 2020 Budget. The legislation will ensure continued access to cash for those that rely on it and that the UK’s cash infrastructure is sustainable in the long-term.

The Treasury is working at pace to develop this legislation, and is engaging closely with the Payment Systems Regulator, Financial Conduct Authority and Bank of England, including through the Joint Authorities Cash Strategy Group, to ensure its approach to legislation reflects the needs of cash users across the economy. The authorities are also currently leading an ambitious programme of work with industry to reach consensus on cash access solutions in line with the Government’s objectives.

The Government and regulators are monitoring developments relating to COVID-19 closely, including monitoring the impacts on cash access, and working with industry so that banks, building societies, credit unions and Post Offices maintain essential banking services as needed, including cash access.

The Government remains committed to legislating on cash as announced by the Chancellor at March 2020 Budget. The legislation will ensure continued access to cash for those that rely on it and that the UK’s cash infrastructure is sustainable in the long-term.

The Treasury is working at pace to develop this legislation, and is engaging closely with the Payment Systems Regulator, Financial Conduct Authority and Bank of England, including through the Joint Authorities Cash Strategy Group, to ensure its approach to legislation reflects the needs of cash users across the economy. The authorities are also currently leading an ambitious programme of work with industry to reach consensus on cash access solutions in line with the Government’s objectives.

The Government and regulators are monitoring developments relating to COVID-19 closely, including monitoring the impacts on cash access, and working with industry so that banks, building societies, credit unions and Post Offices maintain essential banking services as needed, including cash access.

Since the Government announced the unprecedented Coronavirus Job Retention Scheme (CJRS), over 8.9m jobs have been furloughed, helping over 1 million employers keep people in employment.

The CJRS covers employees on any type of contract and is open to any individual who was on an employer’s PAYE payroll on 19 March 2020, provided that HMRC received an RTI submission notifying payment in respect of that employee on or before 19 March 2020. Where agency workers (including those employed by umbrella companies) are paid through PAYE, they are eligible to be furloughed and receive support through the scheme.

Depending on the circumstances, either the agency or umbrella company can apply through CJRS for a grant that covers 80% of furloughed employees’ usual monthly wage costs, up to £2,500 a month, plus the associated Employer National Insurance contributions and pension contributions.

Further guidance for employers and employees can be found on GOV.UK.

I refer the Hon. member to the answer given to PQ 54314 on 12 June 2020.

The government continues to consider appropriate actions that it can take to protect both the public and the economy from the impacts of COVID-19. We have already introduced a range of measure to support businesses and individuals, ensure financial stability and reinforce social safety nets.

We recognise that the value of investments may have fallen, including those held in private pensions. However, investments are for the long term and the government does not believe there are proportionate interventions to be made at this time.

On 1 April the Financial Conduct Authority, Pensions Regulator and the Money and Pensions Service published a joint statement urging savers to take their time when making financial decisions, and to visit the Pensions Advisory Service website for free pensions guidance before making any decisions about their retirement savings.

The Government has prioritised help for the greatest number of people as quickly as possible through the Coronavirus Job Retention Scheme (CJRS) which will enable millions of people to remain employed. 19 March 2020 has been chosen as the cut-off date for the CJRS as this date is just before the scheme was announced (20 March). Extending the cut-off date beyond 20 March would significantly slow down the system while risking substantial levels of fraud.

Those not eligible for this grant may have access to other Government support, including a package of temporary welfare measures and up to three months’ mortgage payment holidays for those in difficulty with mortgage payments.

The Government has prioritised help for the greatest number of people as quickly as possible through the Coronavirus Job Retention Scheme (CJRS) which will enable millions of people to remain employed. 19 March 2020 has been chosen as the cut-off date for the CJRS as this date is just before the scheme was announced (20 March). Extending the cut-off date beyond 20 March would significantly slow down the system while risking substantial levels of fraud.

Those not eligible for this grant may have access to other Government support, including a package of temporary welfare measures and up to three months’ mortgage payment holidays for those in difficulty with mortgage payments.

The Government seeks, as far as possible, to protect people’s jobs and incomes. This is an unprecedented jobs retention scheme and the Government has been working hard to set out further details on the scheme. The Coronavirus Job Retention Scheme is open to any individual who was on an employer’s PAYE payroll on 19 March 2020. Full details can be found in the guidance available at www.gov.uk/guidance/claim-for-wage-costs-through-the-coronavirus-job-retention-scheme and www.gov.uk/guidance/work-out-80-of-your-employees-wages-to-claim-through-the-coronavirus-job-retention-scheme, which provides answers to these questions.

The average working days lost was for (a) female and (b) male Home Office staff for 2019 and 2020 is provided in the table below

The average working days lost was for Home Office members of staff aged (a) 30 and younger, (b) 31 to 50, (c) 51 to 60, and (d) over 60 for 2019 and 2020 is provided in the table below.

Border Force is able to assist in sourcing accommodation for people requiring a place to quarantine through contractors, at the person’s expense.? In limited circumstances, the Home Office will fund quarantine accommodation should an individual be unable to.

Unless they fall into an exempt category, anyone travelling to the UK should complete a Passenger Locator Form that specifies where they will be self-isolating. Border Force officers carry out spot checks at the border to ensure this form is completed

Public Health England undertake assurance calls against those not exempt from quarantine arrangements. In cases of concern or where they haven’t been able to reach a passenger, the details are passed to Border Force, who undertake further scrutiny of the data before passing the details to the police for enforcement action. The devolved administrations have their own individual arrangements for enforcement and access to the data captured by the Passenger Locator Form.

Anyone found failing to comply with the quarantine measures may be liable to a fixed penalty notice of £1000 in England.

Guidance for traveling to the UK and how to self-isolate when you travel to the UK can be found on the.gov.uk website at the link below:

https://www.gov.uk/government/publications/coronavirus-covid-19-how-to-self-isolate-when-you-travel-to-the-uk/coronavirus-covid-19-how-to-self-isolate-when-you-travel-to-the-uk

We have been clear that people should arrange their accommodation before they travel to the UK and the vast majority of travellers have complied.

For the small minority who don’t, the Government will support them in finding appropriate accommodation, upon arrival, and this will be at their own expense.

In the scenario where an arrival presents (at the UK border) as symptomatic, and they do not have suitable accommodation, they will be housed in a government facility for the duration of their self-isolation.

Employees in the Home Office are working together with other Departments in one multi-hub location in London, where the site is managed by the Government Property Agency. The address is Fleetbank House, 2-6 Salisbury Square, London EC4Y 8AE.

The Home Office is working closely with other government departments to support people, including migrants with no recourse to public funds, through this crisis. We are taking a compassionate and pragmatic approach to an unprecedented situation.

Migrants with leave under the Family and Human Rights routes can apply to have the NRPF restriction lifted by making a ‘change of conditions’ application if there has been a change in their financial circumstances. The Home Office has recently digitised the application form to make sure it is accessible for those who need to remain at home, and I can assure you that the applications are being dealt with swiftly and compassionately.

Many of the wide-ranging Covid-19 measures the government has put in place are not public funds and therefore are available to migrants with no recourse to public funds (NRPF). We therefore do not believe it is necessary to suspend the NRPF condition.

The Coronavirus job retention scheme, self-employment income support and statutory sick pay are not classed as public funds for immigration purposes. Contribution-based benefits are also not classed as public funds for immigration purposes. Additionally, measures we have brought forward such as rent and mortgage protections are not considered public funds and can be accessed by migrants with leave to remain.

Local authorities may also provide basic safety net support if it is established that there is a genuine care need that does not arise solely from destitution, for example, where there are community care needs, migrants with serious health problems or family cases where the wellbeing of a child is in question.

In addition, the Government has made in excess of £3.2 billion of funding to local authorities in England, and additional funding under the Barnett formula to the devolved administrations to enable them to respond to Covid-19 pressures across all the services they deliver, including services helping the most vulnerable.

More information on the support available to migrants, including those with NRPF, can be found at https://www.gov.uk/guidance/coronavirus-covid-19-get-support-if-youre-a-migrant-living-in-the-uk.

The Home Office is working closely with other government departments to support people, including migrants with no recourse to public funds, through this crisis. We are taking a compassionate and pragmatic approach to an unprecedented situation.

Migrants with leave under the Family and Human Rights routes can apply to have the NRPF restriction lifted by making a ‘change of conditions’ application if there has been a change in their financial circumstances. The Home Office has recently digitised the application form to make sure it is accessible for those who need to remain at home, and I can assure you that the applications are being dealt with swiftly and compassionately.

Many of the wide-ranging Covid-19 measures the government has put in place are not public funds and therefore are available to migrants with no recourse to public funds (NRPF). We therefore do not believe it is necessary to suspend the NRPF condition.

The Coronavirus job retention scheme, self-employment income support and statutory sick pay are not classed as public funds for immigration purposes. Contribution-based benefits are also not classed as public funds for immigration purposes. Additionally, measures we have brought forward such as rent and mortgage protections are not considered public funds and can be accessed by migrants with leave to remain.

Local authorities may also provide basic safety net support if it is established that there is a genuine care need that does not arise solely from destitution, for example, where there are community care needs, migrants with serious health problems or family cases where the wellbeing of a child is in question.

In addition, the Government has made in excess of £3.2 billion of funding to local authorities in England, and additional funding under the Barnett formula to the devolved administrations to enable them to respond to Covid-19 pressures across all the services they deliver, including services helping the most vulnerable.

More information on the support available to migrants, including those with NRPF, can be found at https://www.gov.uk/guidance/coronavirus-covid-19-get-support-if-youre-a-migrant-living-in-the-uk.

The UK remains fully committed to meeting our obligations under the Dublin III Regulation. The Regulation makes it very clear that once a take charge request has been accepted for an unaccompanied child, the transfer is the responsibility of the requesting State.

Despite covid-19 restrictions the UK remains ready to accept transfers under Dublin whenever Member States are in a position to make those arrangements. We are continuing to liaise with our counterparts in Member States so that we can effect transfers as soon as it is safe and practical to do so.

We recognise the impact that anti-social behaviour can have on victims, which is why we reformed the powers available to tackle it through the Anti-social Behaviour, Crime and Policing Act 2014. The Act provides police and local agencies with a range of flexible tools and powers that they can use to respond quickly and effectively to anti-social behaviour.

The powers are deliberately local in nature, and it is for local agencies to determine whether their use is appropriate in the circumstances. We keep anti-social behaviour policy under review through the Anti-social Behaviour Strategic Board which brings together key partners.

It is for Chief Constables and Police and Crime Commissioners, as operational leaders and elected local representatives, to decide how best to respond to individual crimes and local crime priorities but to help ensure that the police have the resources they need to do so, we are recruiting 20,000 officers over the next three years.

The Commonwealth War Graves Commission is actively supporting those personnel who are working on UK-based contracts within the European Union (EU), to ensure that new arrangements are in place before the transition period from exiting the EU ends in 2021. Discussions are ongoing and the Commission is committed to ensuring that its personnel have a choice of remaining in the EU on appropriate local terms or returning to work in the UK. There are 30 UK personnel employed by the Commission who are permanently based in Belgium and France, as part of a wider workforce of around 550.

The Commonwealth War Graves Commission is actively supporting those personnel who are working on UK-based contracts within the European Union (EU), to ensure that new arrangements are in place before the transition period from exiting the EU ends in 2021. Discussions are ongoing and the Commission is committed to ensuring that its personnel have a choice of remaining in the EU on appropriate local terms or returning to work in the UK. There are 30 UK personnel employed by the Commission who are permanently based in Belgium and France, as part of a wider workforce of around 550.

I refer the hon. Member to the answer given to her on 11 June 2020 by the Minister of State at the Cabinet Office to Question 54314.

The Government fully recognises the key role small and medium enterprises (SMEs) play in building new homes in this country. My department has put in place a package of funding initiatives, including the £2.5 billion Home Building Fund, which received a £450 million boost in June, and the £1 billion ENABLE Build guarantee scheme.

This investment in the sector will help create skilled jobs and drive economic growth whilst our ongoing planning reforms will reduce burdens on SMEs.

The National Planning Policy Framework makes clear that local planning authorities are under a duty to cooperate with each other on strategic matters that cross administrative boundaries; and should collaborate to identify the relevant strategic matters which they need to address in their plans. Strategic policies should set out an overall strategy for the pattern, scale and quality of development, and make sufficient provision for housing (including affordable housing).

In July 2018 we introduced the statement of common ground to introduce much needed transparency over strategic planning issues, highlighting where effective cooperation is and is not happening ahead of plans being submitted for examination.

A local plan examination will first assess whether a local planning authority has complied with the duty to cooperate and other legal requirements. In considering whether the tests of soundness have been met, the examination Inspector will need to be satisfied that the Plan is consistent with national policy. We want authorities to work constructively together to ensure housing need is met and Inspectors are able to assess whether unmet need should be taken by other authorities through recommending modifications to a plan.

Some 16 Local Plans have been withdrawn from examination on Duty to Cooperate grounds since it was introduced by the Localism Act in 2011. These were often for a range of reasons, but on two occasions these included reference to affordable housing.

The National Planning Policy Framework makes clear that local planning authorities are under a duty to cooperate with each other on strategic matters that cross administrative boundaries; and should collaborate to identify the relevant strategic matters which they need to address in their plans. Strategic policies should set out an overall strategy for the pattern, scale and quality of development, and make sufficient provision for housing (including affordable housing).

In July 2018 we introduced the statement of common ground to introduce much needed transparency over strategic planning issues, highlighting where effective cooperation is and is not happening ahead of plans being submitted for examination.

A local plan examination will first assess whether a local planning authority has complied with the duty to cooperate and other legal requirements. In considering whether the tests of soundness have been met, the examination Inspector will need to be satisfied that the Plan is consistent with national policy. We want authorities to work constructively together to ensure housing need is met and Inspectors are able to assess whether unmet need should be taken by other authorities through recommending modifications to a plan.

Some 16 Local Plans have been withdrawn from examination on Duty to Cooperate grounds since it was introduced by the Localism Act in 2011. These were often for a range of reasons, but on two occasions these included reference to affordable housing.

The National Planning Policy Framework makes clear that local planning authorities are under a duty to cooperate with each other on strategic matters that cross administrative boundaries; and should collaborate to identify the relevant strategic matters which they need to address in their plans. Strategic policies should set out an overall strategy for the pattern, scale and quality of development, and make sufficient provision for housing (including affordable housing).

In July 2018 we introduced the statement of common ground to introduce much needed transparency over strategic planning issues, highlighting where effective cooperation is and is not happening ahead of plans being submitted for examination.

A local plan examination will first assess whether a local planning authority has complied with the duty to cooperate and other legal requirements. In considering whether the tests of soundness have been met, the examination Inspector will need to be satisfied that the Plan is consistent with national policy. We want authorities to work constructively together to ensure housing need is met and Inspectors are able to assess whether unmet need should be taken by other authorities through recommending modifications to a plan.

Some 16 Local Plans have been withdrawn from examination on Duty to Cooperate grounds since it was introduced by the Localism Act in 2011. These were often for a range of reasons, but on two occasions these included reference to affordable housing.

The National Planning Policy Framework makes clear that local planning authorities are under a duty to cooperate with each other on strategic matters that cross administrative boundaries; and should collaborate to identify the relevant strategic matters which they need to address in their plans. Strategic policies should set out an overall strategy for the pattern, scale and quality of development, and make sufficient provision for housing (including affordable housing).

In July 2018 we introduced the statement of common ground to introduce much needed transparency over strategic planning issues, highlighting where effective cooperation is and is not happening ahead of plans being submitted for examination.

A local plan examination will first assess whether a local planning authority has complied with the duty to cooperate and other legal requirements. In considering whether the tests of soundness have been met, the examination Inspector will need to be satisfied that the Plan is consistent with national policy. We want authorities to work constructively together to ensure housing need is met and Inspectors are able to assess whether unmet need should be taken by other authorities through recommending modifications to a plan.

Some 16 Local Plans have been withdrawn from examination on Duty to Cooperate grounds since it was introduced by the Localism Act in 2011. These were often for a range of reasons, but on two occasions these included reference to affordable housing.

Most arrivals to the UK will have appropriate accommodation for when they arrive and should make such arrangements before they travel. For the small minority that do not, Border Force can help make suitable arrangements, at the traveller’s own expense, and anyone without the ability to self-isolate should approach Border Force upon arrival. The Government plans to discuss with local authorities how best to make arrangements to support incoming travellers who are without the means to self-isolate effectively. Furthermore, the re-opening of the hospitality sector provides new arrivals with even more options to make arrangements before they travel to the UK. Finally, the list of countries which are exempt from these requirements is growing and therefore new arrivals should check the rules which apply from 10 July to see if they need to self-isolate.

Details of Ministerial meetings with external organisations are published on Gov.uk.

The 7 principles of public life are referenced in Civil Service Learning’s online induction module, which all new civil servants, including those joining MHCLG, are encouraged to undertake.

In addition, new civil servants are familiarised with the Civil Service Code, which outlines that all Civil Servants are expected to commit to the Civil Service’s core values of Integrity, Honesty, Objectivity and Impartiality. Guidance on compliance and how to raise a concern if an individual feels they have been asked to act in a way that might contravene the code is provided on MHCLG’s intranet.

MHCLG also promotes awareness of the code through our induction checklist, relevant communications and has a senior level champion in place for the code and whistleblowing.

The 7 principles of public life are referenced in Civil Service Learning’s online induction module, which all new civil servants, including those joining MHCLG, are encouraged to undertake.

In addition, new civil servants are familiarised with the Civil Service Code, which outlines that all Civil Servants are expected to commit to the Civil Service’s core values of Integrity, Honesty, Objectivity and Impartiality. Guidance on compliance and how to raise a concern if an individual feels they have been asked to act in a way that might contravene the code is provided on MHCLG’s intranet.

MHCLG also promotes awareness of the code through our induction checklist, relevant communications and has a senior level champion in place for the code and whistleblowing.

All arrivals, bar a short list of exemptions, will be required to complete an online locator form to supply contact details, travel details and the address of where they will self-isolate for 14 days. Where international travellers are unable to safely self-isolate in their own accommodation, the Government will support them finding appropriate accommodation at their own expense.

I refer the Hon. Member to the answer given by the Minister for the Cabinet Office on 12 June 2020 (UIN 54314).

The Department is actively engaging with stakeholders across the student accommodation sector, including private student accommodation providers, to understand the challenges posed by the current crisis and to establish the most effective means of supporting the whole of the sector.

During this period tenants, including student tenants, remain liable for rent. Some universities and private accommodation providers have chosen to release students from their contracts early and not charge rent for students returning home. The negotiation of rent waivers and early releases from contracts is a matter between the parties concerned. However, we expect universities to communicate clearly with residential students on rents for the summer term and administer accommodation provision in a fair manner.

It is for a local authority to consider the suitability of the composition of housing in their area. An authority may wish to consider whether to have local plan policies in place in relation to the creation of housing in multiple occupation which they can use to inform planning decisions.

We have given councils, including Luton Borough Council, a range of tools to deliver a new generation of council housing. We have abolished the Housing Revenue Account borrowing cap and given councils a longer-term rent deal for 5 years from 2020.

Additionally, councils can bid into the £9 billion Affordable Homes Programme to secure funding for new council homes.

Councils across the country are benefiting from these measures and we expect at least 10,000 council homes to be delivered per year by 2021/22.

All new homes in England, whether granted permission through a national permitted development right or following a planning application, are required to meet Building Regulations.

Developments granted permission through permitted development rights are required to meet the conditions set out in the General Permitted Development Order.

Time spent in temporary accommodation means people are getting help and it ensures no family is without a roof over their head. However, the Government is also committed to reducing the number of households in temporary accommodation and has already invested over £1.2 billion in tackling homelessness. This includes supporting Local Authorities in the implementation of the Homelessness Reduction Act, increasing access to the private rented sector for families in temporary accommodation and supporting London boroughs to procure temporary accommodation more efficiently.

In December 2019 the Government announced a further £263 million in funding to Local Authorities to support them to deliver services to tackle homelessness and help households into accommodation. This is an increase in overall funding for homelessness of £23 million on the previous financial year.

Nationally, the number of children living in?temporary accommodation?is down from its peak in June 2006 at 134,470, with 127,370 in?June 2019.

The figures for children living in temporary accommodation in Luton are in the published local authority level tables available here from 2018 onwards:

https://www.gov.uk/government/statistical-data-sets/live-tables-on-homelessness

Prior to 2018, the figures for children living in temporary accommodation in Luton can be found in the individual LA level tables (listed under discontinued tables):

https://www.gov.uk/government/statistical-data-sets/live-tables-on-homelessness#discontinued-tables

The 20/21 PSPRB report was received on 5 June 2020 and included a recommendation to uplift the pay of Band 3 prison staff on modernised terms and conditions by £3,000, ‘recommendation 3’. This represented a substantial increase for our largest staffing group and was ultimately not accepted by the government, on the basis of the exceptional costs associated with implementing the recommendation, the impact on the overall prison service pay structure, and the changing labour market conditions due to the exceptional economic impacts of the COVID-19 pandemic. Changes in the labour market as a result of the COVID-19 pandemic, and the unpredictable changing state of the economy means that the assumptions made by the PSPRB upon which they based their recommendations have also changed. The decision to reject this recommendation was announced on 10 December 2020. Prison officers did however benefit from awards of between 2.5% and 7.5% for the current financial year (2020/21). This delivered an above inflation increase and is the third year in a row that prison staff have benefitted from an award of at least 2%.

The estimated cost of recommendation 3 is £46.8m per year. This includes the cost required to apply the uplift to non-operational prison service colleagues paid within the same band. The total annual cost of recommendation 3 alone represents a higher cost than that of the entire proposals made by HMPPS for the 2020/21 pay round, so presented clear challenges to afforadbilty.

Affordability considerations took into account value for money for the taxpayer, as well as competing funding priorities, such as key investments in prison safety and security, leadership and professionalisation, and staff wellbeing which all impact significantly upon staff.

Prior to the decision to reject ‘recommendation 3’, the Ministry of Justice considered the possible impacts on recruitment, retention and morale of doing so. However, recruitment, retention and staff morale levels are all driven by a range of factors and an increase in pay alone cannot be assumed to be a fix for these issues. These issues are continually under review by the department, as fundamental issues in our policy. There are no plans to publish further analysis on recommendation 3.

We are currently finalising the evidence to the Prison Service Pay Review Body for the 2021/22 pay round, in line with the pay policy set out by the Chancellor in November last year. This will be published and submitted to the PSPRB in due course.

The 20/21 PSPRB report was received on 5 June 2020 and included a recommendation to uplift the pay of Band 3 prison staff on modernised terms and conditions by £3,000, ‘recommendation 3’. This represented a substantial increase for our largest staffing group and was ultimately not accepted by the government, on the basis of the exceptional costs associated with implementing the recommendation, the impact on the overall prison service pay structure, and the changing labour market conditions due to the exceptional economic impacts of the COVID-19 pandemic. Changes in the labour market as a result of the COVID-19 pandemic, and the unpredictable changing state of the economy means that the assumptions made by the PSPRB upon which they based their recommendations have also changed. The decision to reject this recommendation was announced on 10 December 2020. Prison officers did however benefit from awards of between 2.5% and 7.5% for the current financial year (2020/21). This delivered an above inflation increase and is the third year in a row that prison staff have benefitted from an award of at least 2%.

The estimated cost of recommendation 3 is £46.8m per year. This includes the cost required to apply the uplift to non-operational prison service colleagues paid within the same band. The total annual cost of recommendation 3 alone represents a higher cost than that of the entire proposals made by HMPPS for the 2020/21 pay round, so presented clear challenges to afforadbilty.

Affordability considerations took into account value for money for the taxpayer, as well as competing funding priorities, such as key investments in prison safety and security, leadership and professionalisation, and staff wellbeing which all impact significantly upon staff.

Prior to the decision to reject ‘recommendation 3’, the Ministry of Justice considered the possible impacts on recruitment, retention and morale of doing so. However, recruitment, retention and staff morale levels are all driven by a range of factors and an increase in pay alone cannot be assumed to be a fix for these issues. These issues are continually under review by the department, as fundamental issues in our policy. There are no plans to publish further analysis on recommendation 3.

We are currently finalising the evidence to the Prison Service Pay Review Body for the 2021/22 pay round, in line with the pay policy set out by the Chancellor in November last year. This will be published and submitted to the PSPRB in due course.

The 20/21 PSPRB report was received on 5 June 2020 and included a recommendation to uplift the pay of Band 3 prison staff on modernised terms and conditions by £3,000, ‘recommendation 3’. This represented a substantial increase for our largest staffing group and was ultimately not accepted by the government, on the basis of the exceptional costs associated with implementing the recommendation, the impact on the overall prison service pay structure, and the changing labour market conditions due to the exceptional economic impacts of the COVID-19 pandemic. Changes in the labour market as a result of the COVID-19 pandemic, and the unpredictable changing state of the economy means that the assumptions made by the PSPRB upon which they based their recommendations have also changed. The decision to reject this recommendation was announced on 10 December 2020. Prison officers did however benefit from awards of between 2.5% and 7.5% for the current financial year (2020/21). This delivered an above inflation increase and is the third year in a row that prison staff have benefitted from an award of at least 2%.

The estimated cost of recommendation 3 is £46.8m per year. This includes the cost required to apply the uplift to non-operational prison service colleagues paid within the same band. The total annual cost of recommendation 3 alone represents a higher cost than that of the entire proposals made by HMPPS for the 2020/21 pay round, so presented clear challenges to afforadbilty.

Affordability considerations took into account value for money for the taxpayer, as well as competing funding priorities, such as key investments in prison safety and security, leadership and professionalisation, and staff wellbeing which all impact significantly upon staff.

Prior to the decision to reject ‘recommendation 3’, the Ministry of Justice considered the possible impacts on recruitment, retention and morale of doing so. However, recruitment, retention and staff morale levels are all driven by a range of factors and an increase in pay alone cannot be assumed to be a fix for these issues. These issues are continually under review by the department, as fundamental issues in our policy. There are no plans to publish further analysis on recommendation 3.

We are currently finalising the evidence to the Prison Service Pay Review Body for the 2021/22 pay round, in line with the pay policy set out by the Chancellor in November last year. This will be published and submitted to the PSPRB in due course.

Prison officers play an essential role in keeping the public safe and protecting those in our care. The Staff in Post and net change in number of Band 3 to 5 prison officers in England only is given in the following tables.

As part of Prison Safety and Reform White Paper published in November 2016, the Prison Officer Recruitment Programme was tasked with delivering a net increase of 2500 prison officers by the end of the 2018 which accounts for the significant staffing increase at end September 2018. This recruitment target was achieved in early 2018 ahead of schedule.

We have continued to deliver recruitment campaigns to fill existing posts and vacancies arising due to attrition however, the Covid-19 pandemic and restrictions on social distancing and non-essential travel impacted on our ability to recruit and train new officers during 2020.

We have taken a range of measures to mitigate against further delays, including introducing a new online recruitment assessment centre and a targeted project to accelerate recruitment activity. In addition, HMPPS has also invited former prison officers to return to the service temporarily.

Table 2 – Number of Staff in Post of Band 3-5 prison officers¹ in England² only

It has not been possible to provide the information requested as it could only be obtained at disproportionate cost.

The National Framework for Prison Regimes and Services, sets out how we will operate whilst responding to COVID-19. Supporting this, there is more detailed guidance about the nature of regime activity expected at each stage.

There is no central mandate which governs the amount of time that prisoners should spend out of their cells. The decisive action we have taken during the pandemic has meant tens of thousands of officers and prisoners have been kept safe in the face of perhaps the greatest challenge ever to face the service. We introduced a number of necessary restrictions to limit the spread of COVID-19, however, we have continued to offer as much time out of cells as possible, with necessary adaptions to manage infection. Governors are afforded the flexibility to deliver balanced regimes that maintain an appropriate level of time out of cell on a range of activities, including association, which meet the needs of the establishment’s population, whilst taking into account available resources.

Specifically, we have maintained a requirement in all prisons to provide prisoners with time in the open air. All sites have also set out how they will provide prisoners with time out of cell, and the safe equivalent of association time. Since the beginning of the pandemic, prisons were authorised to use external exercise yards for access to the open air.

The safety, mental health and wellbeing of prisoners has remained a priority. A range of products have been made available to support Governors in devising and implementing local safety and welfare plans designed to mitigate any risks. The increased restrictions have undoubtedly saved lives but we know they are extremely tough on prisoners - and we quickly rolled out video calls, in-cell education and extra support in response.

HMCTS is committed to ensuring the health, safety and welfare of all staff, members of the judiciary and visitors to its sites, as far as it is reasonably practical whilst they are on the premises. From the outset of this public health crisis, HMCTS officials have engaged at a national level with the Departmental Trade Union Side, consulting on policies and processes necessary to make the court and tribunal estate safe, and so to maintain access to justice. This collaboration, alongside that with Public Health agencies, representatives of those using the system and others, has helped HMCTS to ensure its ways of working are as effective as they can be.

The Corporate HMCTS H&S statement of intent confirms that ‘There will be active communication and consultation between employees, Trade Union Side (TUS), judiciary, contractors and other stakeholders in respect of security, health and safety procedures and responsibilities.

Since the first lockdown in March 2020, HMCTS officials have maintained regular meetings and consultation with Departmental Trade Union Side in specific business areas including Human Resources, Operations, Health & Safety and Security, in addition to bespoke or specific consultation such as the Risk assessment tools.

The HMCTS risk assessment tools were developed and reviewed by HMCTS officials in consultation with Departmental Trade Union Side, following a workshop style approach over a period of 4 months from May 2020 to September 2020. The tool is issued to each HMCTS site with instruction that it should be, wherever possible, completed in conjunction and consultation with a Trade Union health and safety representative. I understand that wherever possible our officials did conduct those assessments with trade union colleagues and continue to do so as the assessment tools are reviewed regularly.

In addition to this, HMCTS regional Delivery Directors hold regular meetings with regional TU reps, where safety and security matters are raised and discussed.

Maintaining access to justice while keeping people safe is HM Courts & Tribunals Service (HMCTS) top priority. As an essential public service, courts and tribunals have remained open throughout the COVID-19 pandemic. We have invested an additional £110m so all of our buildings are COVID-secure and can continue to operate safely.

We closely follow all Public Health and government advice on COVID-secure arrangements and update our policies to meet any new guidelines. Our approach to risk assessment is set out in our Organisational Risk Assessment (ORA) published at the start of the pandemic. It’s implemented on the ground by site-specific local risk assessments which are carried out and reviewed at least weekly, to review the measures in place and make sure they continue to meet the safety controls to the standard required.

Our range of control measures include:

• social distancing floor markings and signage
• regular touchpoint cleaning of high-traffic areas, including doors, lift buttons and handrails
• supplies of soap and hand sanitiser
• ventilation through natural or mechanical ventilation at all times
• rearranged courtroom layouts
• plexiglass screens in over 450 courtrooms and jury deliberation rooms
• limitations on the number of people allowed in our buildings
• maximum occupancy levels for consultation and courtrooms
• one-way or one in, one out systems
• a requirement for face coverings to be worn in public and communal areas of our buildings.

Public health experts have confirmed these are sufficient, including to deal with the new variant of the virus. We’re confident these measures meet COVID-secure guidelines through:

• regular local risk assessments
• on site marshalling to monitor social distancing
• internal management checks
• spot checks performed by our national Assurance team
• a contracted external partner to conduct inspections
• external public health and regulatory visits.

We also have an internal HMCTS Workplace Standards Group which continues to oversee our practice and methodology for maintaining hygienic, safe buildings in line with government guidance.

All suspected incidents and/or confirmed cases of COVID-19 within our court and tribunal buildings in England and Wales, and tribunals in Scotland, are reported to HMCTS. Where there are two or more confirmed cases or an increase in suspected incidents within 14 days linked to a single site, a national team provides additional support and guidance to local court and tribunals in managing the response, and early identification of close contacts so they can be informed to self-isolate in support of NHS Test and Trace.

In line with public health guidance, where there are five or more confirmed cases (for England) or two or more confirmed cases (for Wales and Scotland) within a 14-day period we will refer them to local health protection teams who will assess the individual circumstances and provide any further advice and guidance. COVID-19 cases in HMCTS are in line with national trends and transmission within the estate is limited due to the mitigations in place.

HMCTS has increased IT equipment and connectivity to support increased remote working. It has deployed 11,000 laptops since the beginning of the pandemic to assist with flexible working arrangements and has, so far, installed new video hardware to 482 court rooms. This is to increase the number of courtrooms capable of holding video-enabled hearings by installing video technology intended for use with strategic video platforms.

We are working closely with G4S to ensure there is no impact or disruption to the delivery of the services and obligations under each of G4S’ contracts with the Ministry of Justice and Her Majesty’s Prison and Probation Service. This includes the mobilisation of HMP Five Wells to the agreed delivery plan, ready to accept its first prisoners in January 2022. We will also continue to work closely with the Cabinet Office to ensure we understand and can consider any implications that arise through the takeover process.

The following table sets out the number of physical compared to remote hearings in 2020. This data is unpublished and for internal management purposes.

Cloud Video Platform (CVP) has been rolled out to over 150 Magistrates and 70 Crown Courts nationally. As of 8 January 2021, there have been over 70,000 hearings over CVP in the magistrates’ and Crown Court.

The decision to deal with a hearing or part of a hearing remotely is a matter for the judiciary, who have been considering restrictions, transmission rates, social distancing concerns and the nature of audio and video since the beginning of the pandemic.

Her Majesty’s Prison and Probation Service (HMPPS) use private contractors to transfer prisoners across the prison estate. A breakdown of the numbers of transfers between prison establishments, and between prisons and courts that took place in each month during the last year is set out in the table below. The data for December 2020 has not yet been collated and therefore not currently available.

Private providers continue to play an important role in the prison estate. HMPPS continues to closely monitor the performance of all providers.

The safety of our staff and those under our supervision remains our top priority, and we have taken quick and decisive action – backed by Public Health England and Wales – to limit the spread of the virus. Regular testing of prisoners upon reception at prison establishments continues to be conducted, along with the use of Reverse Cohorting Units to limit possible spread from new arrivals.

The Ministry of Justice requires all of its suppliers to comply with the legal minimum standards of pay as set out in the Government’s National Living Wage legislation. Bids to provide HMCTS security guarding services were required to meet this minimum standard.

The recent tender for security services for HMCTS had two bidders who stated they would pay the guards over the National Living Wage and towards a level approaching the UK Real Living Wage. The offers were a mix of base pay, based on the National Living Wage, and attendance bonuses and therefore not completely aligned to the Real Living Wage.