We have provided, for each office location, as at the week commencing 24 August 2026:

• the average office attendance of employees assigned to each office during the week commencing 24 August 2026; and
• the proportion of employees assigned to that office who attended an MHCLG office during the same week.

The attendance figures are not restricted to attendance at an employee's contractual office location. Both the average attendance and proportion attending measures include visits to any MHCLG office.

We would also note that the proportion attending measure does not take account of employees who were absent for legitimate reasons during the period, such as annual leave.

Employees are expected to meet their office attendance requirements over the course of a quarter, rather than in any single week.

The Manchester Digital Campus programme is progressing well, with its Outline Business Case approved earlier this year. The Full Business Case is currently in development, with submission targeted for 2027. A summary Business Case has not been produced. Any future publication of the approved business case for the Manchester Digital Campus (MDC) will be assessed in accordance with government guidance, taking into account standard exemptions.

As set out in the National Infrastructure and Service Transformation Authority Major Projects Annual Report 2025 to 2026, the departmental commentary, explaining the Delivery Confidence Assessment rating for the Manchester Digital Campus, is being withheld to protect national security.

Generally across the portfolio, an Amber rating indicates that successful delivery appears feasible, but significant issues exist that require management attention. The Government Property Agency continues to closely monitor the project to ensure its successful delivery.

His Majesty's Prison and Probation Service (HMPPS) closely monitors Prisoner Escort and Custody Service (PECS) contractors through formal contract management arrangements and assured performance reporting. Where contractor failures are identified, contractual remedies are available. These include service credits, fixed-cost remedies and improvement actions. In addition, the ministerially-chaired Prisoner Delivery Oversight Board is coordinating activity across criminal justice system partners to address the causes of delays in prisoner movements and court appearances.

Delays to court proceedings are recorded by H M Courts & Tribunals Service by means of court exception reports (CERs). CERs record delays arising from a range of factors and agencies across the criminal justice system, including prisons and courts, as well as prisoner-related issues and PECS. In the year to 31 July 2026, 22 CERs were submitted relating to cases where the late arrival of a prisoner had contributed to a delay at Manchester Minshull Street Crown Court. Of these, two were attributable to the PECS contractor.

HMPPS routinely monitors PECS contractor performance through a range of measures, including contract delivery indicators (CDIs). Information on contractor performance against three key CDIs is published through the Cabinet Office transparency reporting process. The Department keeps its reporting arrangements under review and continues to consider how best to ensure transparency while supporting effective contract management.

His Majesty's Prison and Probation Service (HMPPS) closely monitors Prisoner Escort and Custody Service (PECS) contractors through formal contract management arrangements and assured performance reporting. Where contractor failures are identified, contractual remedies are available. These include service credits, fixed-cost remedies and improvement actions. In addition, the ministerially-chaired Prisoner Delivery Oversight Board is coordinating activity across criminal justice system partners to address the causes of delays in prisoner movements and court appearances.

Delays to court proceedings are recorded by H M Courts & Tribunals Service by means of court exception reports (CERs). CERs record delays arising from a range of factors and agencies across the criminal justice system, including prisons and courts, as well as prisoner-related issues and PECS. In the year to 31 July 2026, 22 CERs were submitted relating to cases where the late arrival of a prisoner had contributed to a delay at Manchester Minshull Street Crown Court. Of these, two were attributable to the PECS contractor.

HMPPS routinely monitors PECS contractor performance through a range of measures, including contract delivery indicators (CDIs). Information on contractor performance against three key CDIs is published through the Cabinet Office transparency reporting process. The Department keeps its reporting arrangements under review and continues to consider how best to ensure transparency while supporting effective contract management.

Management information provided by HMCTS's facilities management provider shows that, between August 2025 and August 2026, emergency and critical repairs at Manchester Minshull Street Crown Court were all completed within contractual timescales of 24 hours or the next working day. Over the same period, more than 300 urgent and routine repairs were recorded, with 86% completed within contractual service level targets of five to ten working days, depending on the category of work.

Capital improvement projects are managed separately from routine repairs and maintenance. These larger and more complex projects require additional planning, design and investment, and therefore typically take longer to deliver. As Manchester Minshull Street Crown Court is a listed building, works must be planned in a way that protects its historic character. This can require specialist surveys, bespoke solutions, heritage approvals, specialist materials and specialist contractors, which can extend delivery timescales.

HMCTS is currently progressing a number of estate improvement projects at Manchester Minshull Street Crown Court, including lift upgrades, courtroom improvement works, roof works, replacement skylights and ventilation improvements.

Historic underinvestment has created significant challenges across the HMCTS estate. That is why we announced a significant increase in funding, with £287 million of capital funding being invested in the HMCTS estate in 2026/27. This investment will support estate improvements, digital upgrades and major capital projects across courts and tribunals, helping to modernise the justice system and improve the experience of court and tribunal users.

The GPA does not monitor attendance of its staff at buildings. Gov Pass can obtain the data when looking at building occupancy at any point in time but this data is not broken down to the level of specific staff member identification.

We are unable to disclose detailed budget figures for the Manchester Digital Campus to safeguard both national security and commercially sensitive information.

There have been no recent discussions between the Home Secretary and the Greater Manchester Police Federation.

The Cabinet Office does not centrally collect or hold data on average workplace attendance. The monitoring of office attendance remains the responsibility of individuals, line managers and business units. Line Managers are expected to be aware of, and ensure compliance with, the minimum 60% expectation for their direct reports.

The Manchester Digital Campus details were exempted from the NISTA report to protect national security.

The Government is committed to supporting local leaders to deliver high-quality local transport services because we know how important this is for access to education, employment and vital local services.

Over this spending review period we're providing a significant amount of funding, and local leaders can decide how best to use this funding to improve services for passengers, including supporting the Bee Network in the case of Greater Manchester.

We have allocated £3.69bn of transport funding for 2022 - 2032 through the devolved City Region Sustainable Transport Settlement/Transport for City Regions funding, Local Authority Bus Grant funding, Active Travel funding and consolidated Active Travel fund, which the Greater Manchester Combined Authority can use for its Bee Network and wider transport activity.

This funding empowers Mayors to invest in transport projects that will make a difference to their local area, and which meet local objectives and needs. The Integrated Settlement also consolidates other transport funding streams, which creates further flexibility for Mayors.

The Facility Agreement was released as the relevant sensitivities had reduced over time, and disclosure supported transparency around departmental oversight of the Housing Fund.

No10 North is central to the Prime Minister’s commitment to get good growth in every postcode, drive devolution, and bring Government closer to the communities it serves. Mayors, employers, councils, and public services, will work in equal partnership with central government so that decisions about this country’s economic future are no longer only taken in Westminster. The cost of establishing No 10 North is covered by existing departmental budgets. Staffing costs are regularly published as part of the Cabinet Office’s Organogram, available on gov.uk. The Prime Minister splits his time between Downing Street and No10 North as part of his commitment to making government work for every part of the country. Further details were made available on the Government's Machinery of Government changes, including the establishment of No10 North, in the First Secretary of State's Statement on the 02 September, Official Report, Column 173-196.

Between Wednesday 25 August and Thursday 3 September, 93 Ministry of Defence employees attended Piccadilly Gate. This equates to 82 per cent of employees who work primarily from Picadilly Gate. Attendance varies from week to week, and as this data refers to the end of the summer holiday period it may not be reflective of wider attendance rates.

Please see below Manchester services per timetable over this period.

SX = Weekdays

SO = Saturdays

SU = Sundays

Please note, that from Monday 20th July to Friday 28th August Avanti operated a Customer Led Timetable, designed to better match the timetable with reduced summer demand. As a result, 10 Manchester services every weekday were removed, reducing the weekly total to 582.

The Customer Led Timetable has now ended, so the full timetable is in operation to Manchester.