Laura Smith

The annual breakdown of receipts raised since 2015 is:

The 2017/18 asset sales are in the process of being validated and will be published in the next Transparency Report.

Delivery ​of ​t​he ​W​ay ​We Work (now Smart Working) initiative ​i​s ​with individual departments​. As a consequence ​tracking any wellbeing benefits would be​ at department level ​and ​are ​not ​collected centrally.

The operating costs of the central estate, as reported in the State of the Estate report, were £2.57 billion in 2016-17, £2.55 billion in 15-16 and £2.7 billion in 14-15. This shows a reduction of 7.5% in real terms in the preceding three years.

The State of the Estate report is published annually and provides information on the efficiency and sustainability of the central civil estate. Further details on the operating costs of the government estate are set out in chapter 2 and Appendix D of the following:

https://www.gov.uk/government/publications/state-of-the-estate-report-2016-to-2017

Previous versions of the report can be found using the following web links:

2015-16: https://www.gov.uk/government/publications/state-of-the-estate-report-2015-to-2016

2014-15:

https://www.gov.uk/government/publications/state-of-the-estate-2014-to-2015

The work on the State of the Estate 2017 - 2018 report is ongoing.

Total vacant space for 2016-17 was 1.5% of the total Central Estate as per the State of the Estate report. The government vacancy rate remains 6 percentage points less than the private sector average of 7.5% and in the last four years, has fallen by 40% compared to a fall of 26% in the private sector average, reflecting better use of the estate

The State of the Estate report is published annually and provides information on the efficiency and sustainability of the central civil estate. Further details on vacant space is available in Chapter 2 of this report and can be found here:

https://www.gov.uk/government/publications/state-of-the-estate-report-2016-to-2017

The work on the State of the Estate 2017 - 2018 report is ongoing.

London accounted for c.20% of the Central Estate, as per the State of the Estate report 2016-17. The size of the overall Central Estate has decreased by over 1.3 million m² in the last four years.

In the long term, the London Estate could see a reduction in civil servants through the gradual relocation of public service into other regions. This will drive further efficiencies in London and also support economic growth in other parts of England, supported by the Government Hubs programme facilitating moves to more modern and efficient buildings.

The State of the Estate report is published annually and provides information on the efficiency and sustainability of the central civil estate. Further details on the location of the government estate are set out in chapter 2 of the following:

https://www.gov.uk/government/publications/state-of-the-estate-report-2016-to-2017

The government property database does not contain classification using city centres.

e-PIMS is a comprehensive electronic register of all central government property holdings, including information about requirements for new accommodation, and vacant and surplus properties. Bodies are responsible for entering complete and accurate information about all the properties they use and control on e-PIMS, and complete an annual verification process to confirm they have done this. Regular data quality assurance and sample checks are also carried out by the Office of Government Property.

Providing property information is mandatory for all:

- government departments

- non-ministerial departments and their executive agencies

- arms length bodies

- non-departmental public bodies

- special health authorities

Mandatory recording of information on e-PIMS does not apply to local authorities, the NHS (except for Special Health Authorities), public corporations, privatised railway undertakings, the Crown Estate; the Overseas estate or the Defence Estate (subject to some exceptions).

There are some other exclusions from e-PIMS, such as information about certain highly specialist properties (e.g. flood defences, pipelines, wayleaves and easements).

The Office of Government Property does not collect this information.

The 2014 Government Estate Strategy (which can be found here; https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/360262/Government_estate_strategy.pdf) represented a leap in the scale of our ambition - with commitments that recognised the potential of our estate to become a platform to deliver better integrated public services and economic growth across the UK. As an example, the One Public Estate (OPE) programme, which brings together all public sector bodies within a locality to develop a radical new approach to managing their land and property. OPE has grown from a pilot working with 32 councils in 2014 to a national programme supporting 319 councils - over 90% of councils in England - to deliver better integrated, customer-focused services, local growth and efficiencies.

To date, these partnerships have secured £94m in capital receipts, £20m savings in running costs, over 5,700 jobs and releasing land for 2,800 homes. We have also facilitated over 80 public sector co-locations, responding to local demands to bring services together under one roof.

Recognising the need to boost local economies further, the Government also remains committed to relocating public bodies and Civil Service roles out of London across the United Kingdom. As such, the Cabinet Office has established the Places for Growth programme. This aims to drive the delivery of our commitment to move arm’s length bodies and some departmental activities outside of London and the South East to help promote growth in the regions and nations of the UK.

The 2018 Government Estate Strategy, due for publication later this year, will continue to ensure our policies drive growth and opportunity across the UK and provide a Government Estate that works for everyone.

The Civil Service does not have centrally held data on internal disciplinary processes.

We will issue a Consumer Green Paper in due course that will tackle areas where markets are not working for consumers.

The Government is currently exploring how best to encourage businesses to apply terms and conditions which are jargon free and can be more easily engaged with by consumers. This includes the use of model terms and conditions.

The Gambling Commission, as the regulator for gambling in Great Britain, has strong powers and can take action where it needs to address emerging risks. We meet regularly with the Gambling Commission and the games industry to discuss a range of issues including concerns around the potential for convergence between gambling and video games.

Loot boxes do not fall under gambling law where the in-game items acquired are confined for use within the game and cannot be cashed out. However, the Government is aware of concerns that loot boxes and other entertainment products, such as some video games, could encourage gambling-like behaviour or participation in gambling and in the longer term lead to gambling related harm. Our assessment to date is that, while participation rates in gambling are stable, we will continue to look closely at any new evidence around these issues, and in particular where there is evidence of harm.

In addition, the Gambling Commission, along with 15 other regulators from Europe and the USA, have agreed to work together to monitor the characteristics of video games and social gaming and where there is potential cross-over into gambling. They will also work to raise parental and consumer awareness.

The Government does not determine whether sports should introduce a national governing body, this is for the sport to decide.

The process for National Governing Body recognition is a joint policy operated by the four home country sports councils (Sport England, Sport Northern Ireland, Sport Scotland, Sport Wales) and UK Sport. The aim of the recognition process is to identify a single lead NGB structure which governs a sport at UK, GB or home country level.

The Government does not determine whether sports should introduce a national governing body, this is for the sport to decide.

The process for National Governing Body recognition is a joint policy operated by the four home country sports councils (Sport England, Sport Northern Ireland, Sport Scotland, Sport Wales) and UK Sport. The aim of the recognition process is to identify a single lead NGB structure which governs a sport at UK, GB or home country level.

The safety of everyone taking part in sport and physical activity is vital. There will always be risks associated with participating in contact sport, but it is important that robust measures are in place to reduce the risk of major injuries and health issues.

It is not the role of government to regulate sport. Amateur and professional boxing is self-regulated by England Boxing and the British Boxing Board of Control respectively. It is the responsibility of individual white collar boxing event organisers to ensure that they protect the safety and wellbeing of their participants.

The Football Association has received £41.9m of National Lottery and Exchequer funding from Sport England over the past five years for the grassroots programmes it delivers. That total broken down equates to £10,287,050m in 2013/14; £9,175,259m in 2014/15, £9,345,964m in 2015/16, £10,033,667m in 2016/17 and £3,081,184m currently in this financial year. Within that total, the FA Skills programmes received £1.5million in each of the five years, and £2million was ring-fenced over the last three years to the FA's coaching programme that seeks to improve diversity in that workforce.

In addition to this funding, the DCMS via Sport England has invested through the Football Foundation charity a further £10million per year over the last five years to the FA and Premier League Facilities Fund and committed a further £8million for the last three years into the FA led Parklife football hubs programme.

The Football Association has received £41.9m of National Lottery and Exchequer funding from Sport England over the past five years for the grassroots programmes it delivers. That total broken down equates to £10,287,050m in 2013/14; £9,175,259m in 2014/15, £9,345,964m in 2015/16, £10,033,667m in 2016/17 and £3,081,184m currently in this financial year. Within that total, the FA Skills programmes received £1.5million in each of the five years, and £2million was ring-fenced over the last three years to the FA's coaching programme that seeks to improve diversity in that workforce.

In addition to this funding, the DCMS via Sport England has invested through the Football Foundation charity a further £10million per year over the last five years to the FA and Premier League Facilities Fund and committed a further £8million for the last three years into the FA led Parklife football hubs programme.

We are determined to crackdown on unacceptable behaviour in the online ticketing market and improve fans’ chances of buying tickets at a reasonable price.

The Consumer Rights Act 2015 already includes rules about tickets offered for sale on the secondary market, but the Digital Economy Act passed last year adds an additional requirement for ticket sellers to provide a unique ticket number when re-selling a ticket resale, and provides the power to create a specific offence, where tickets are purchased electronically, of purchasing more tickets than the maximum permitted. We intend to enact this power via secondary legislation later this year.

We welcome the work of the Competition and Markets Authority and Trading Standards in taking enforcement action against those who are suspected to be in breach of consumer law.

We are determined to crackdown on unacceptable behaviour in the online ticketing market and improve fans’ chances of buying tickets at a reasonable price.

The Consumer Rights Act 2015 already includes rules about tickets offered for sale on the secondary market, but the Digital Economy Act passed last year adds an additional requirement for ticket sellers to provide a unique ticket number when re-selling a ticket resale, and provides the power to create a specific offence, where tickets are purchased electronically, of purchasing more tickets than the maximum permitted. We intend to enact this power via secondary legislation later this year.

We welcome the work of the Competition and Markets Authority and Trading Standards in taking enforcement action against those who are suspected to be in breach of consumer law.

It is for schools and local authorities (for children in alternative provision or with education, health and care plans) to decide what support will best meet the needs of pupils, taking account of their individual needs.

We have provided an additional £140 million in high needs funding in 2018-19 and will provide an additional £120 million in 2019-20. Previously underfunded local authorities will see increases in 2019-20 of up to 6% compared to what they planned to spend in 2017-18.

In Cheshire East, the local authority will receive £34.1 million in high needs funding in 2018-19, 2% more than in 2017-18. Figures for each local authority can be found at: https://www.gov.uk/government/publications/dedicated-schools-grant-dsg-2018-to-2019.

We are also monitoring the impact of our national funding formula for high needs on local authority spending decisions, and are keeping the overall amount of funding for high needs under review.

The Department takes the issue of asbestos in schools seriously and is committed to supporting schools, local authorities and academy trusts to fulfil their duty to manage asbestos safely.

It is the responsibility of the duty holder to ensure that any asbestos in their schools is safely managed in compliance with the Control of Asbestos Regulations 2012. For maintained schools, the duty holder is typically a governing body or local authority. For academies, the duty holder is typically an academy trust. Duty holders are already required to have an asbestos management plan in place where asbestos is present or is likely to be present. Management plans must be reviewed and revised at regular intervals, and the Health and Safety Executive (HSE) is the relevant regulator.

The Department launched the Asbestos Management Assurance Process on 1 March 2018. This process will enable Responsible Bodies to provide an assurance declaration that their schools are complying with the regulations. The process was developed to help the Department to improve its understanding of asbestos management in schools. Through working with the HSE, the Department can help local authorities, governing bodies and academy trusts to manage asbestos-related issues effectively.

The review of the national curriculum was launched on 20 January 2011, and the new national curriculum was introduced in September 2014. It provides a broad and balanced education ensuring all pupils gain core knowledge across a range of subjects so that they get the best start in life. The curriculum combines the best elements of the world’s most successful school systems, with some of the most impressive practice from schools in England. The review was open and transparent and we consulted widely, including with pupils and students. We have no plans for a further review.

As part of Ofsted school inspections, inspectors seek the views of pupils on their experiences at school, including in relation to the curriculum, and have regard to those views in evaluating the school’s performance.

From 1 September 2012, all candidates who fail two re-sits (three test attempts in total) in either literacy or numeracy for the professional skills tests are not allowed further re-sits for two years. If a trainee teacher does not pass both tests within the allowed three attempts, it indicates that he or she is not yet ready in these areas.

The two-year waiting period is considered a reasonable time during which such candidates can work to become proficient at the skills assessed in the tests before further attempts. Practice tests are available on the Standards and Testing Agency website to help candidates prepare before taking the tests.

Data on the pass rate for the skills tests is available on the Standards and Testing Agency website. In 2015-16 89.6% of candidates, taking both tests passed within three attempts: http://sta.education.gov.uk/professional-skills-tests/skills-tests-statistics.

Pensions for widows were introduced in 1972 to most public sector pension schemes, including the Teachers’ Pension Scheme (TPS). Surviving partner pensions were extended in 1988 to cover widowers, in 2005 for civil partners and in 2014 for same sex marriage spouses. The Government has made it clear that it believes that it is right that married same sex couples and civil partners should be treated equally to married opposite sex couples. That is why TPS legislation ensures that survivor benefits, accrued since 1988, are built up equally for all legal relationships.

The Supreme Court Case of Walker v Innospec, has confirmed that the surviving partner of a pension scheme member must not be treated differently based on their sexual orientation. HM Treasury is responsible for policy in this area and will soon provide instructions to departments on the implication of the Walker case. When the full extent of this ruling is understood, we will take all steps necessary to ensure the TPS complies.

Teaching remains a popular profession. There are now more teachers in our schools than ever before – 15,500 more since 2010. Secondary postgraduate recruitment is at its highest level since 2011.

Teacher retention remains stable and the number of teachers returning to the profession is up 8% since 2011.

However, we continue to invest significant sums in teacher recruitment and are actively addressing the issues that teachers cite as reasons for leaving the profession.