Cabinet Office single departmental plan - 2019
Updated 27 June 2019
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Our single departmental plan sets out our objectives and how we will achieve them.
The Cabinet Office building on 70 Whitehall lit up in green for mental health awareness week, 13 May 2019.
Chancellor of the Duchy of Lancaster and Minister for the Cabinet Office
The Rt Hon David Lidington CBE MP
Cabinet Secretary and Head of the Civil Service
Permanent Secretary of the Cabinet Office and Chief Executive of the Civil Service
The Cabinet Office is changing rapidly, as is our role at the centre of government, as we adapt to a range of increasingly complex challenges. In addition to our role supporting the Prime Minister and the Cabinet secretariat work, we play a wider role at the centre, coordinating delivery and driving change across Government. The ultimate goal is world-class public services, delivered with maximum value for the taxpayer.
We are getting better at what we do and how we do it - ‘A Brilliant Civil Service’ is one that better reflects the people and places that it serves; with a diverse, professional, capable workforce, working flexibly across the whole of the UK; with cutting-edge expertise, not just in policy and diplomacy, but in all the elements needed for effective delivery in a modern, digital economy, including data, technology, commerce and artificial intelligence. And one that collaborates across traditional boundaries to produce innovative solutions and world-class services.
Our objectives
We will:
- maintain the integrity of the Union, co-ordinate the security of the realm and sustain a flourishing democracy
- support the design and implementation of the government’s policies and the Prime Minister’s priorities
- ensure the delivery of the finest public services by attracting and developing the best public servants and improving the efficiency of government
- work with other departments to prepare for and deliver an orderly exit from the European Union and to establish new relationships with the European Union and with the rest of the world
- deliver excellent corporate services, make Cabinet Office a great place to work, and create a department that better represents the people and places it serves
1. Maintain the integrity of the Union, coordinate the security of the realm and sustain a flourishing democracy
Lead ministers
The Rt Hon David Lidington CBE MP Chancellor of the Duchy of Lancaster and Minister for the Cabinet Office
Chloe Smith MP / Kevin Foster MP (maternity cover), Minister for the Constitution
Oliver Dowden CBE MP, Minister for Implementation
Lead officials
Sir Mark Sedwill, Cabinet Secretary and National Security Adviser
Sir Simon Gass, Acting Chair of the Joint Intelligence Committee
Lucy Smith, Director General for UK Governance
1.1 Lead the UK Government’s implementation of the UK’s exit from the EU, ensuring that this represents a fair deal for every part of the United Kingdom
| How we will achieve this |
|---|
| Establish UK frameworks in agreed policy areas in order to protect the integrity of the UK’s internal market and the government’s ability to strike trade deals (contributes to SDG 10) |
| Continue to work with UK Government departments and devolved administrations to determine the number of further statutory instruments, that are needed to ensure a functioning statute book by exit day |
| Continue to work closely with the devolved administrations to deliver an exit that works for the whole of the UK. This includes through meetings of the Joint Ministerial Committee and Ministerial Forum on EU Negotiations |
1.2 Build a more united country by strengthening the bonds between the nations and improving people’s attitudes toward the Union
| How we will achieve this |
|---|
| Increase understanding of devolution and intergovernmental working across the country and within government, by ensuring that 2,000 Civil Servants take part in the Devolution & You Training, in partnership with the Scottish and Welsh Governments (contribute to SDG 16) |
| Engage directly with stakeholders in all four nations and communicate the government’s priorities across the United Kingdom |
| Conduct a review of intergovernmental relations and governance arrangements for the UK to ensure that mechanisms work for all of the UK (contributes to SDG 17) |
1.3 Establish and build the resources and capabilities of a Government Security Function and Profession, including the development of a new vision, strategy, plan and operating model
| How we will achieve this |
|---|
| Build the government’s security function and profession |
| Deliver security standards, policies and capabilities that enable the government to operate effectively and securely |
| Work, across departments, to address HM Government cyber vulnerabilities associated with legacy IT systems (contributes to SDG 9) |
1.4 Set the strategy for UK national security and working for a safer, more influential and prosperous United Kingdom
| How we will achieve this |
|---|
| Enable the National Security Council to make evidence based decisions and ensure that those decisions are then implemented effectively. Manage a range of national security priority Programmes and Executive Functions, implementing the whole-government approach of the Fusion Doctrine to support the Prime Minister and the government. Assure an effective risk-led process that improves both readiness for and response to crises at local and national levels, and builds the resilience of our critical national infrastructure (contributes to SDGs 16 & 17) |
| Deliver rigorous all-source assessments in support of national security policy and complete a programme to further professionalise the intelligence assessment community |
1.5 Increase public trust in the integrity of our electoral system whilst increasing the efficiency of the electoral registration process
| How we will achieve this |
|---|
| Conduct pilots of voter identification mechanisms with 10 local authorities in England (around 907,000 electors) |
| Enact legislation for reform of the Voter Registration Canvass |
| Enable British citizens who have lived abroad for more than 15 years to vote in the next scheduled parliamentary general election (contributes SDG 16) |
Our performance
| Number of additional registered voters |
|---|
| 380,000 (a 1% increase - December 2017 compared with December 2016) |
Source: Annual Report and Accounts 2017-18 Release schedule: annually
| Objective | Measures of success |
|---|---|
| 1.1 | Percentage of all common frameworks requiring legislation to have formal ministerial agreement (target 100%) |
| 1.1 | Percentage of all common frameworks requiring non-legislative vehicles, to have completed initial policy development, and percentage of those that are high priority to have received formal ministerial agreement to enable implementation (target 100%) |
| 1.1 | Review of intergovernmental relations/governance arrangements for the UK |
| 1.2 | 2,000 Civil Servants to have received Devolution & You training |
2. Support the design and implementation of HM Government’s policies and the Prime Minister’s priorities
Lead ministers
The Rt Hon David Lidington CBE MP, Chancellor of the Duchy of Lancaster and Minister for the Cabinet Office
Oliver Dowden CBE MP, Minister for Implementation
Chloe Smith MP / Kevin Foster MP (maternity cover), Minister for the Constitution
Rt Hon Penny Mordaunt MP Secretary of State for Defence and Minister for Women and Equalities (for 2.7 below).
Lead officials
Sir Mark Sedwill, Cabinet Secretary
Elizabeth Gardiner, First Parliamentary Counsel and Permanent Secretary for the Government in Parliament Group
Jonathan Nancekivell-Smith, Director, Prime Minister’s Implementation Unit
2.1 Draw up and facilitate the delivery of the government’s legislative agenda
| How we will achieve this |
|---|
| Plan and draft the legislative programme; facilitate the passage of Bills and secondary legislation through both Houses of Parliament in accordance with the timetable set by the government and Parliament |
2.2 Support the effective operation of Cabinet and Cabinet Committees
| How we will achieve this |
|---|
| Support the smooth and cohesive operation of Cabinet, Cabinet Committees and Implementation Task Forces, through planning and advising on a forward look of agendas, working across the government to ensure high quality papers and providing prompt actions or minutes from meetings (contributes SDG 16) |
2.3 Maintain high ethical standards of conduct throughout the government including through transparency and maintenance of the Civil Service, Special Adviser and Ministerial Code
| How we will achieve this |
|---|
| Respond to all correspondence, Freedom of Information requests and Parliamentary Questions within agreed timescales. |
| Release two years of historical records in 2019/20 |
2.4 Coordinate the operation of the Honours system, support the public nominations process and the operation of the independent Honours committees
| How we will achieve this |
|---|
| Maintain a gender-balanced Honours list and at least 10% of awards to Black, Asian and Minority Ethnic (BAME) nominees, as well as improving the number of women and BAME nominees at the higher levels, and tackling regional disparities (contributes to SDGs 5 & 10) |
2.5 Support preparations for the next Spending Review and future policy making, ensuring that deliverability is at the heart of spending decisions and promoting collaboration and wider policy innovation
| How we will achieve this |
|---|
| Harness the government’s major projects portfolio performance data on past project performance to inform funding decisions in Spending Review 2019 |
| Look at cross-cutting policy areas as part of the Spending Review and cross-cutting efficiencies announced in the Spending Review statement |
| Drive cross-cutting, innovative and long-term policy and horizon scanning across the government |
| Coordinate the cross-government response to key domestic priority policy issues |
2.6 Set the UK’s geospatial strategy and promote the best use of geospatial data
| How we will achieve this |
|---|
| Develop new UK Geospatial Strategy by the end of 2019/20, and establish a programme of cross-UK geospatial projects, including effectively maintaining the geospatial data contracts held by the Geospatial Commission on behalf of government |
2.7 Reduce disadvantage, improve equality and tackle discrimination through the work of the Race Disparity Unit and the Government Equalities Office
| How we will achieve this |
|---|
| Deliver the forthcoming Gender Equality and Economic Empowerment Strategy and LGBT Action Plan commitments for 2019/20 (contributes to SDGs 5, 10 & 16) |
| Coordinate policy responses to the ethnic disparities highlighted on the Ethnicity Facts and Figures website |
| Provide guidance to all large employers in all priority sectors on what works to close the gender pay gap, tackling sexual harassment in the workplace, promoting inclusiveness and ensuring gender equality in data and automated processes as work adapts to new technologies |
Our performance
| Measure | Performance | Target |
|---|---|---|
| Number of FoIs answered within statutory timeframes | 91% | 90% |
| MP’s correspondence answered within 15 working days | 93% | 90% |
| Number of Parliamentary Questions answered within expected timeframes (17/18 FY) | 67% | 90% |
Source: Annual Report and Accounts 2017-18 Release schedule: annually
| New Year’s Honours List 2019 | Performance | ||
|---|---|---|---|
| 2019 | 2018 | 2017 | |
| Number of successful candidates who were women | 47% | 49% | 50% |
| Number of successful candidates who come from Black, Asian and Minority Ethnic (BAME) backgrounds | 12% | 9.2% | 9.3% |
| Number of successful candidates who consider themselves to have a disability (under the Equality Act 2010) | 4% | 5% | 8.5% |
| Number of successful candidates who identify as LGBT | 5% | N/A | N/A |
Source: New Years Honours List 2019 Release schedule: annually
| Objective | Measures of success |
|---|---|
| 2.3 | Two years worth of records released |
| 2.5 | Accounting Officers sign off that their Single Departmental Plans are deliverable |
| 2.5 | Number of thematic/sector-level reviews (target 4) |
| 2.6 | Deliver Open MasterMap commitments with phased opening of major data sets |
| 2.6 | Deliver two pilots to inform the National Underground Asset Register |
| 2.7 | Publish and keep updated through the Ethnicity Facts and Figures website data about ethnic disparities across more than 170 topics |
| 2.7 | Implementation of the commitments made in the LGBT Action Plan and the forthcoming Gender Equality and Economic Empowerment Strategy for 2019/20 |
| 2.7 | A fully-functioning, opposite-sex civil partnership regime by 31 December 2019 |
| 2.7 | Compliance rate of employers in scope of our gender pay gap reporting regulations |
3. Ensure delivery of the finest public services by attracting and developing the best public servants and improving the efficiency of the government
Lead ministers
The Rt Hon David Lidington CBE MP, Chancellor of the Duchy of Lancaster and Minister for the Cabinet Office
Chloe Smith MP / Kevin Foster MP (maternity cover), Minister for the Constitution
Oliver Dowden CBE MP, Minister for Implementation
Lead officials
John Manzoni, Permanent Secretary and Chief Executive of the Civil Service
Mike Parsons, Director General, Government Property
Alex Aiken, Executive Director, Government Communication
Matthew Coats, Director General, EU Exit and Implementation
Kevin Cunnington, Director General, Government Digital Service
Dominic Fortescue, Government Chief Security Officer
Lyn McDonald, Director, Fraud, Error, Debt & Grants
Rupert McNeil, Government Chief People Officer
Matthew Vickerstaff, Interim Chief Executive, Infrastructure and Projects Authority
Tracey Waltho, Director General, Civil Service Group
Gareth Rhys Williams, Government Chief Commercial Officer
3.1 Meet the commitments in the Civil Service Workforce Plan 2016-2020, which addresses key challenges in attraction and retention, development, leadership, inclusion and reward
| How we will achieve this |
|---|
| Modernise and transform pay frameworks, recruitment processes and pensions delivery, and achieve 30,000 Civil Service apprenticeship starts in England, in line with the Public Bodies apprenticeship target of 2.3% across the Civil Service |
3.2 Support the implementation of the government’s policies and priorities through the effective delivery of large scale projects and programmes, supporting and de-risking the most complex projects
| How we will achieve this |
|---|
| Provide an expert offer to customers on infrastructure and major projects, providing advice, support, and assurance, helping to unlock private sector investment (contribute to SDG 9) |
3.3 Provide advice and guidance to departments so they can ensure that public bodies are well-governed, efficient and effective and that their boards are diverse and high-quality
| How we will achieve this |
|---|
| Publish a refreshed Diversity Action Plan for public appointments, and update guidance and toolkits to support departments setting up and sponsoring Arm’s Length Bodies (ALBs) (contributes to SDG 16) |
3.4 Strengthen UK Government delivery and contribute to Brexit delivery
| How we will achieve this |
|---|
| Implement the Functional blueprint to strengthen the government’s delivery capability (contributes to SDG 17) |
3.5 Coordinate government communications, ensuring coherence and effective messaging including the 2019-20 Government Communication Plan
| How we will achieve this |
|---|
| Work with others across the government to connect and unify UK communities post Brexit, with a particular focus on maintaining the Union and increasing confidence in our electoral system (contributes to SDG 17) |
3.6 Improve cross-government commercial and contract management capability and support, maximising commercial benefits for the government and the wider public sector
| How we will achieve this |
|---|
| Drive increases in capability, share best practice across the public sector and provide expert advice to departments on their largest and most complex contracts, ensuring that public procurement can continue to operate effectively after the UK has left the EU |
3.7 Support departments to deliver innovative, secure, user-focused services and grow their Digital Data and Technology capability through the delivery of the Government Transformation Strategy and the Innovation Strategy
| How we will achieve this |
|---|
| Publish the Innovation Strategy to drive the transformation of public services using emerging technologies, and identify ways in which the private sector innovation can solve public sector challenges through the GovTech Catalyst |
3.8 Deliver the Government Estate Strategy
| How we will achieve this |
|---|
| Locate more civil service roles outside London and the South East, providing great places to work through the Smarter Working, Whitehall Campus and Government Hubs Programmes (contributes to SDG 11) |
| Deliver value through better Asset Management to drive efficiencies, deliver transformational change, and improve data and sustainability by pulling all relevant data into one place |
| Achieve the five-year target of £5bn in property sales by 2020; work with the Ministry for Housing, Communities and Local Government to release land for housing (contributes to SDG 11) |
3.9 Ensure that fraud, error, debt and grants are effectively managed across the government
| How we will achieve this |
|---|
| Improve debt recovery across the government, ensuring a further £225m of collections through the Debt Market Integrator |
| By December 2019, we will publish information about the government’s formula and general grants for all 17 departments to 360Giving standards (the industry standard) for 2018/19, in line with transparency commitments under the UK Open Government National Action Plan |
| Deliver benefits of £100m from centrally led fraud analytics activity, including the National Fraud Initiative |
Our performance
UK’s position in the 2019 civil service effectiveness index (InCiSE)
The International Civil Service Effectiveness (InCiSE) Index is the first comprehensive index of international indicators of civil service effectiveness. It aims to assess the performance of central civil services around the world.
Source: International Civil Service Effectiveness index (InCiSE) Release schedule: annually
UK ranking on Open Data Barometer
| Year | Global world ranking |
|---|---|
| 2019 | 1 |
| 2018 | 1 |
| 2017 | 1 |
Produced by the World Wide Web Foundation with the support of the Omidyar Network, the Open Data Barometer (ODB) aims to uncover the true prevalence and impact of open data initiatives around the world. It analyses global trends, and provides comparative data on governments and regions using an in-depth methodology that combines contextual data, technical assessments and secondary indicators.
Source: Open Data Barometer
Diversity in public appointments
| Public Appointments | Performance (2017) | Target (by 2022) |
|---|---|---|
| Percentage of public appointments held by women | 43% | 50% |
| Percentage of public appointments made from ethnic minorities | 8% | 14% |
Source: Public Appointments Diversity Action Plan
| GOV.UK Notify | Performance (since May 2016) |
|---|---|
| Total notifications | 392m |
| Email notifications | 347m |
| Text message notifications | 44.7m |
| Letter notifications | 1.15m |
Source: Government Digital Service
| GOV.UK Pay | Performance (since November 2016) |
|---|---|
| Total Payments | 3.05m |
| Total Value | £135m |
| Average Value per payment | £38.29 |
Source: Government Digital Service
| GOV.UK Wifi | Performance (since May 2016) |
|---|---|
| Total GovWifi Users | 346k |
| Total transactions | 30.1m |
Source: Government Digital Service
Government Property Agency Onboarding Plan
| Date | Department(s) |
|---|---|
| By April 2020 | CPS, DfID, MHCLG, MoJ, HO, DfE, DExEU, DIT, DEFRA, and BEIS Arm’s Length Bodies: INSS, IPO, Companies House |
| By April 2021 | DHSC, HMT, FCO, DfT, DCMS |
| By April 2022 | DWP, HMRC |
Notes - DEFRA onboarding will no longer take place in March 2019 but later in the year. Conversely, the early on-boarding of MoJ cluster departments is under consideration (MHCLG, DfE, DIT and DExEU) moving them from March 2020 to earlier in 2019.
Source: Government Property Agency Business Plan 2019/20
% of spend that is allocated to SME
| Year | Percentage of total spend |
|---|---|
| 2016/2017 | 17% |
| 2015/2016 | 19.9% |
Source: Central government spend with SMEs data / Release schedule: annually
| Objective | Measures of success |
|---|---|
| 3.1 | Civil Service apprenticeship starts as a percentage of the Public Bodies apprenticeship legislative target (30,000 or 2.3%) |
| 3.1 | Introduction of capability based pay progression |
| 3.1 | Number of pensions data validation failures (DVFs) |
| 3.1 | Implement updated pensions website with new member self service and employer portal |
| 3.1 | Introduce Pensions Employer Engagement matrix |
| 3.2 | Implementation of charter and protocol for individual engagements |
| 3.2 | HMT Infrastructure Finance Review published and market consultation supported |
| 3.6 | Total spend through Crown Commercial Service (CCS) agreements of up to £18.2 billion in 19/20 |
| 3.6 | Contract management training being delivered to civil servants across the government who are managing contracts |
| 3.7 | Number of students trained through the GDS Academy (currently 10,000) |
| 3.8 | Through the One Public Estate Programme deliver 25,000 new homes; £615m Capital receipts; £158m running cost savings; and creation of 44,000 jobs |
| 3.8 | Total land released by departments in the period 2015-2020 to raise at least £5 billion in capital receipts |
| 3.8 | Support the development of a Whitehall Campus of no more than 20 buildings by 2030 |
| 3.8 | Deliver the commitment in the 2018 Estates Strategy to around 20 Government Hubs by the end of this Parliament in 2022 |
| 3.9 | Recover £225m through the Debt Market Integrator |
| 3.9 | Information about the government’s formula and general grants published |
| 3.9 | Deliver benefits of £100m from centrally led fraud analytics activity, including the National Fraud Initiative |
4. Work with other departments to prepare for and deliver an orderly exit from the European Union
Lead ministers
The Rt Hon David Lidington CBE MP, Chancellor of the Duchy of Lancaster and Minister for the Cabinet Office
Brandon Lewis MP, Minister without Portfolio
Oliver Dowden CBE MP, Minister for Implementation
Chloe Smith MP / Kevin Foster MP (maternity cover), Minister for the Constitution
Lead officials
Oliver Robbins, Prime Minister’s Europe Adviser
4.1 Provide advice to Ministers, Cabinet and Cabinet Committees on Brexit Implementation issues, as well as to Cabinet Secretary and Chief Executive of the Civil Service-led groups
4.2 Ensure departments have the right people and skills to deliver Brexit
| How we will achieve this |
|---|
| Coordinate and facilitate resourcing, development and off boarding activity with departments to maximise Brexit preparedness and ongoing delivery (contributes to SDG 17) |
4.3 Provide assurance of the EU Exit Portfolio through focusing on critical projects, including by the Infrastructure and Projects Authority, providing strategic intervention where needed
| How we will achieve this |
|---|
| Develop project delivery leadership capability to support Brexit implementation |
5. Deliver excellent corporate services, make Cabinet Office a great place to work, and create a department that better represents the people and places it serves
Lead ministers
The Rt Hon David Lidington CBE MP, Chancellor of the Duchy of Lancaster and Minister for the Cabinet Office
Oliver Dowden CBE MP, Minister for Implementation
Chloe Smith MP / Kevin Foster MP (maternity cover), Minister for the Constitution
Lead officials
Mike Parsons, Chief Operating Officer
5.1 Review the structure of the department to ensure it is the right shape, and that activities are properly located in Cabinet Office
| How we will achieve this |
|---|
| Embed a systems thinking approach to planning in Cabinet Office, encouraging greater prioritisation and focus of resource (contributes to SDG 16) |
5.2 Review our location strategy, with an ambition to base new Business Units, and to move significant numbers of roles, including Senior Civil Service roles, out of London and the South East as part of the Places for Growth programme
| How we will achieve this |
|---|
| Contribute to the government’s commitment to move at least 1000 civil service roles into the regions and nations of the UK by 2022 with thousands more by 2030 (contributes to SDG 11), by implementing the CO location strategy |
5.3 Drive the delivery and development of a diverse, motivated and talented workforce through the CO People Strategy and People and Engagement Plan
| How we will achieve this |
|---|
| Create a set of Cabinet Office values and behaviours, growing engagement across the department. Focus on reducing instances of bullying, harassment and discrimination, and further improving support available to our people |
| Improve capability and skills, by improving line manager capability and increasing apprenticeship starts, developing the skills the organisation needs for the future |
| Improve our ability to attract and retain staff, improving our benefits offer, and improving diversity both at senior levels and across the grades (contributes to SDGs 5 & 10) |
5.4 Reduce the use of contractors and consultants
| How we will achieve this |
|---|
| Reduce spending on contractors and consultants; increased business continuity through building up skills in-house rather than outsourcing, and encourage greater focus on value for money in managing consultants |
5.5 Improve the quality and efficiency of corporate services whilst ensuring they can meet the department’s requirements
| How we will achieve this |
|---|
| Adopt relevant functional standards and performance assessment frameworks for corporate services (including Estates, Commercial and others) |
Our performance
People survey engagement score
| Year | Engagement score |
|---|---|
| 2018 | 67% |
| 2017 | 65% |
| 2016 | 65% |
Source: Civil Service People Survey / Release schedule: annually
Representation of female staff, ethnic minority staff and disabled staff
| Year | Female | Ethnic minority | Disabled |
| 2018 | 52.3% | 16.3% | 11.9% |
| 2017 | 51.9% | 16.2% | 9% |
| 2016 | 51.9% | 13.7% | 9.8% |
Source: Civil Service Diversity and Inclusion Dashboard / Release schedule: quarterly
Greenhouse gas emissions
| Year | Total emissions (tonnes) |
|---|---|
| 2017/2018 | 5,649 |
| 2016/2017 | 5,603 |
| 2015/2016 | 6,192 |
Source: Greening Government Commitments annual reports / Release schedule: annually
| Objective | Measures of success |
| 5.4 | Reduce the number of non-Civil Service staff and the spend on consultants |
| 5.5 | Functional standards met and performance improved for Cabinet Office corporate services |
Public Value Framework
To support the delivery of our objectives, we will be improving our performance against the Public Value Framework in the following areas: implementing planning and monitoring progress; quality of data and forecasting; public and taxpayer legitimacy; workforce capacity.
Our equality objectives
We have set objectives to help us advance equality. These are:
- Make the Civil Service the most inclusive employer in the UK by 2020.
- Put equalities at the heart of government. The Government Equalities Office joined Cabinet Office in April 2019. Its new home will enable it to have more influence and leverage within government.
- Work with all departments to realise the ambition that by 2022, 50% of all public appointees are female and 14% of all public appointments made are from ethnic minorities, including ensuring that Cabinet Office public appointments contribute to this.
- We will help councils and civil society groups to improve democratic engagement by: sharing our knowledge and products, insight and solutions to tackle barriers to electoral registration for ethnic minorities and those who are homeless or move frequently.
- Engage to increase participation in our democratic elections and institutions.
- Reduce the gender pay gap by ensuring transparency in all large organisations through annual reporting of their gender pay gap and ensuring effective action plans are produced to address it.
- As part of our People Strategy, we will deliver our Diversity and Inclusion Action Plan across the Cabinet Office, which will empower our people, networks and leaders to champion a more inclusive and diverse workplace.
Our finances
Departmental Expenditure Limit (DEL): £602.2 million
Resource DEL (including depreciation): £662.8 million
Capital DEL: £84.1 million
Annually Managed Expenditure (AME): £5.0 million
Control totals included in this document are in line with those presented in the Main Supply Estimates 2019/20 and are currently subject to Parliamentary approval. Any changes arising from the Parliamentary approval process will be reflected in due course.
Source: Main Supply Estimates 2019/20
Our people
As at 31 December 2018, the Cabinet Office had 5,720 full-time equivalent employees. Source: ONS public sector employment data / Release schedule: quarterly