Department of Health and Social Care

The Care Quality Commission (CQC) regulates all health and social care services, including dental services in England. The commission ensures quality and safety across a range of sectors that deliver health and care to people in England.

The CQC carries out assessments of primary dental services to determine if they are compliant with regulations. The CQC does not rate dental practices in the same way that it rates other healthcare services. The inspections focus on compliance with regulations and result in a ‘regulations met’ or ‘regulations not met’ judgement. Further information can be found at the following link:

https://www.cqc.org.uk/guidance-regulation/providers/assessment/assessing-quality-and-performance/services-we-do-not-rate

The General Dental Council (GDC) is the independent regulator of dentistry in the UK, with the primary role of protecting patient safety and maintaining public confidence. It fulfils this role by registering qualified dental professionals, setting standards for education, training, and conduct, and investigating serious complaints regarding professionals’ fitness to practise. The GDC’s Standards for the Dental Team set out professional standards of conduct, performance, and ethics, including principles for honest and transparent business practices.

We have understood that the term care agencies refers to employment agencies. Care providers are required to be registered with the Care Quality Commission (CQC) where they carry out a regulated activity, as described in the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014. However, employment agencies do not usually carry out regulated activity and as such do not typically need to be registered.

Providers such as care homes and those providing domiciliary care do typically carry out regulated activity and therefore are registered with the CQC. The CQC requires all health and social care providers registered with them to deploy enough suitably qualified, competent, and experienced staff, including both registered and unregistered professionals. This requirement applies where that provider chooses to recruit staff via employment agencies.

It is therefore the responsibility of the regulated provider to ensure robust and safe recruitment practices are in place, and to make sure that all staff, including agency staff, are suitably experienced, competent, and able to carry out their role.

To support providers to do so, the Department provides reimbursement towards the cost of training and qualifications through the Adult Social Care Learning and Support Scheme, backed by up to £12 million in funding this financial year.

We have understood that the term care agencies refers to employment agencies. Care providers are required to be registered with the Care Quality Commission (CQC) where they carry out a regulated activity, as described in the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014. However, employment agencies do not usually carry out regulated activity and as such do not typically need to be registered.

Providers such as care homes and those providing domiciliary care do typically carry out regulated activity and therefore are registered with the CQC. The CQC requires all health and social care providers registered with them to deploy enough suitably qualified, competent, and experienced staff, including both registered and unregistered professionals. This requirement applies where that provider chooses to recruit staff via employment agencies.

It is therefore the responsibility of the regulated provider to ensure robust and safe recruitment practices are in place, and to make sure that all staff, including agency staff, are suitably experienced, competent, and able to carry out their role.

To support providers to do so, the Department provides reimbursement towards the cost of training and qualifications through the Adult Social Care Learning and Support Scheme, backed by up to £12 million in funding this financial year.

We have understood that the term care agencies refers to employment agencies. Care providers are required to be registered with the Care Quality Commission (CQC) where they carry out a regulated activity, as described in the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014. However, employment agencies do not usually carry out regulated activity and as such do not typically need to be registered.

Providers such as care homes and those providing domiciliary care do typically carry out regulated activity and therefore are registered with the CQC. The CQC requires all health and social care providers registered with them to deploy enough suitably qualified, competent, and experienced staff, including both registered and unregistered professionals. This requirement applies where that provider chooses to recruit staff via employment agencies.

It is therefore the responsibility of the regulated provider to ensure robust and safe recruitment practices are in place, and to make sure that all staff, including agency staff, are suitably experienced, competent, and able to carry out their role.

To support providers to do so, the Department provides reimbursement towards the cost of training and qualifications through the Adult Social Care Learning and Support Scheme, backed by up to £12 million in funding this financial year.

We have understood that the term care agencies refers to employment agencies. Care providers are required to be registered with the Care Quality Commission (CQC) where they carry out a regulated activity, as described in the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014. However, employment agencies do not usually carry out regulated activity and as such do not typically need to be registered.

Providers such as care homes and those providing domiciliary care do typically carry out regulated activity and therefore are registered with the CQC. The CQC requires all health and social care providers registered with them to deploy enough suitably qualified, competent, and experienced staff, including both registered and unregistered professionals. This requirement applies where that provider chooses to recruit staff via employment agencies.

It is therefore the responsibility of the regulated provider to ensure robust and safe recruitment practices are in place, and to make sure that all staff, including agency staff, are suitably experienced, competent, and able to carry out their role.

To support providers to do so, the Department provides reimbursement towards the cost of training and qualifications through the Adult Social Care Learning and Support Scheme, backed by up to £12 million in funding this financial year.

National standards of care will be an integral part of the national care service we are building, so people can rely on consistent, high‑quality care wherever they live.

We are already progressing towards this through our three objectives for adult social care: giving people real choice and control, joining up health and social care around people’s lives, and ensuring consistent high‑quality care underpinned by national standards.

This year, the Government will set new national standards for care technologies and develop trusted guidance. This will mean that people and care providers can easily find out which technologies are fit for purpose, secure and meet compatibility requirements of health and social care systems in the future.

At the same time, in partnership with the Department for Education, we are developing a catalogue of data standards for Children’s and Adult’s Social Care Case Management Systems. This will enable greater data sharing with other agencies involved in organising a person’s care, in turn, improving the experience of care, local authority efficiency and the quality of central government data collection and reporting.

The Care Quality Commission (CQC) is the independent regulator for health and social care in England. CQC monitors, inspects and regulates adult social care services to make sure they meet fundamental standards of quality and safety. National measures of care quality have remained steady, with 85% of all social care settings regulated by the CQC rated Good or Outstanding on 2 January 2026. Where concerns on quality or safety are identified, the CQC uses its regulatory and enforcement powers available and will take action to ensure the safety of people drawing on care and support.

The independent commission into adult social care is underway as part of our critical first steps towards delivering a national care service. Phase 1 will report this year.

National standards of care will be an integral part of the national care service we are building, so people can rely on consistent, high‑quality care wherever they live.

We are already progressing towards this through our three objectives for adult social care: giving people real choice and control, joining up health and social care around people’s lives, and ensuring consistent high‑quality care underpinned by national standards.

This year, the Government will set new national standards for care technologies and develop trusted guidance. This will mean that people and care providers can easily find out which technologies are fit for purpose, secure and meet compatibility requirements of health and social care systems in the future.

At the same time, in partnership with the Department for Education, we are developing a catalogue of data standards for Children’s and Adult’s Social Care Case Management Systems. This will enable greater data sharing with other agencies involved in organising a person’s care, in turn, improving the experience of care, local authority efficiency and the quality of central government data collection and reporting.

The Care Quality Commission (CQC) is the independent regulator for health and social care in England. CQC monitors, inspects and regulates adult social care services to make sure they meet fundamental standards of quality and safety. National measures of care quality have remained steady, with 85% of all social care settings regulated by the CQC rated Good or Outstanding on 2 January 2026. Where concerns on quality or safety are identified, the CQC uses its regulatory and enforcement powers available and will take action to ensure the safety of people drawing on care and support.

The independent commission into adult social care is underway as part of our critical first steps towards delivering a national care service. Phase 1 will report this year.

Improving cancer services is a priority for the Government. We will get the National Health Service diagnosing cancer earlier and treating it faster so that more patients survive, and we will improve patients’ experience across the system. Slough is seeing an improvement in bowel screening uptake, although this remains below the national average.

Commissioners and providers continue to work together to address this variation and to ensure that all eligible residents are supported to participate in screening at the earliest opportunity.

The Berkshire Bowel Cancer Screening Programme and local partners have undertaken several initiatives to increase awareness and participation in Slough including:

• a presentation on bowel cancer screening delivered to the Cippenham Carers group;
• engagement with the 50+ Group at Kingsway United Reformed Church, promoting the importance of early detection; and
• a bowel cancer screening awareness poster circulated to general practices in Slough through the Frimley Health communications team.

In addition, Slough Borough Council is actively supporting improvement in cancer screening uptake through communication and training measures.

All partners remain committed to collaborative working to reduce inequalities, strengthen pathways, and support increased uptake among underserved populations.

The Government’s 10-Year Health Plan sets out actions to reduce people’s exposure to harmful emissions, improve public understanding of air pollution, and strengthen how air quality information is communicated. The Department continues to work with partners across the Government and the health system to ensure the public receives clear, evidence-based advice and that air quality becomes part of everyday conversations.

In line with commitments in both the 10-Year Health Plan and the Environmental Improvement Plan, the Department of Health and Social Care is working with the Department for Environment, Food and Rural Affairs and across Government to reduce the health harms associated with poor ambient air quality.

Ambient and indoor air pollution are harmful to health in the United Kingdom. Long-term exposure to air pollution, over years or lifetimes, reduces life expectancy, mainly due to cardiovascular and respiratory diseases, dementia and lung cancer. Short-term exposure, over hours or days, to elevated levels of air pollution can also cause a range of health impacts, including effects on lung function, exacerbation of asthma, increases in respiratory and cardiovascular hospital admissions, and mortality. Some groups may be more affected by air pollution exposure due to their location or socioeconomic background, but the types of health impacts from exposure to poor air quality in indoor and ambient settings remains similar. A combination of high ambient air pollution levels and substandard housing in income-deprived areas, pre-existing health issues, and lifestyle factors contribute to a disproportionate burden of air-pollution-related ill health among more deprived groups.

The Department has not made a specific assessment of the impact of the removal of the Resident Labour Market Test in 2020 on trends in the level of doctors.

The number of applications to foundation and speciality training has increased over recent years, both from people graduating from United Kingdom medical schools, or UK medical graduates, and from graduates of international medical schools, or international medical graduates.

For specialty training, the number of international medical graduates applying for places has significantly increased since 2020. Data from the General Medical Council (GMC) shows that the number of non-UK trained doctors applying for Core Training Year One and Specialty Training Year One places has increased from 5,326 in 2019 to 18,857 in 2024, a 254% increase. Over the same period the number of UK trained applicants increased from 8,836 to 11,319, a 28% increase.

Internationally trained doctors may also be seeking employment outside of medical specialty training posts and GMC data shows that the proportion of doctors taking up or returning to a GMC licence to practice who were trained outside of the UK was 57% in 2019 which has increased to 66% in 2024.

To tackle bottlenecks in medical training pathways, the government introduced The Medical Training (Prioritisation) Bill to Parliament on 13 January 2026. The bill delivers the Government’s commitment in the 10-Year Health Plan for England, published in July 2025, to prioritise UK medical graduates for foundation training, and to prioritise UK medical graduates and other doctors who have worked in the NHS for a significant period for specialty training.

A count of finished consultant episodes in England for children aged zero to 17 years old with a primary or secondary procedure of tonsillectomy from 2020/21 to 2024/25 is as follows:

• between 2020/21 there were 9,706 procedures;
• between 2021/22 there were 16,914 procedures;
• between 2022/23 there were 21,348 procedures;
• between 2023/24 there were 24,807 procedures; and
• between 2024/25 there were 31,000 procedures.

The increase in the number of procedures carried out each year between 2020/21 and 2024/25 reflects the National Health Service’s ongoing work to recover elective activity following the disruption caused by the COVID‑19 pandemic and represents a return to pre-pandemic levels of treatment.

Reducing waiting lists is a key part of the Government’s Health Mission, and we are committed to putting patients first by ensuring that they are seen on time and that they have the best possible experience of care. Since the Government came into office, the waiting list for routine appointments, operations, and procedures in England has now been cut by 312,369. This is despite 30.1 million referrals onto the waiting list.

The Government recognises that urgent and emergency care performance has fallen short in recent years. We are committed to restoring accident and emergency waiting times to the National Health Service constitutional standard.

Our Urgent and Emergency Care Plan for 2025/26 sets out clear actions to deliver improvements and make services better. The plan commits to reducing the number of patients waiting over 12 hours for admission or discharge to less than 10% of the time. This is supported by almost £450 million of capital investment for Same Day Emergency Care, Mental Health Crisis Assessment Centres, and new ambulances, avoiding unnecessary admissions to hospital and supporting the faster diagnosis, treatment, and discharge for patients.

The NHS Medium-Term Planning Framework sets out a further trajectory to improve urgent and emergency care performance year-on-year toward the constitutional standard, reducing long waits and improving patient experience. The plan focuses on practical steps such as expanding urgent treatment centres, improving patient flow, and reducing 12-hour waits, to make emergency departments safer and more efficient.

NHS England provides regional oversight to support local delivery of services and improvement. The Mid and South Essex NHS Foundation Trust’s One Team Improvement Plan has a focus on improving urgent and emergency care outcomes. The programme group looking at quality and patient safety has been focusing on reviewing processes and the fundamentals of care in wards and in the trust’s emergency departments. The trust has also introduced additional consultant cover during the weekends to increase the number of people discharged at the weekend. This helps to keep the emergency department safe as it allows for the movement of people who need to be admitted into the right beds.

The Government recognises that urgent and emergency care performance has fallen short in recent years. We are committed to restoring accident and emergency waiting times to the National Health Service constitutional standard.

Our Urgent and Emergency Care Plan for 2025/26 sets out clear actions to deliver improvements and make services better. The plan commits to reducing the number of patients waiting over 12 hours for admission or discharge to less than 10% of the time. This is supported by almost £450 million of capital investment for Same Day Emergency Care, Mental Health Crisis Assessment Centres, and new ambulances, avoiding unnecessary admissions to hospital and supporting the faster diagnosis, treatment, and discharge for patients.

The NHS Medium-Term Planning Framework sets out a further trajectory to improve urgent and emergency care performance year-on-year toward the constitutional standard, reducing long waits and improving patient experience. The plan focuses on practical steps such as expanding urgent treatment centres, improving patient flow, and reducing 12-hour waits, to make emergency departments safer and more efficient.

NHS England provides regional oversight to support local delivery of services and improvement. The Mid and South Essex NHS Foundation Trust’s One Team Improvement Plan has a focus on improving urgent and emergency care outcomes. The programme group looking at quality and patient safety has been focusing on reviewing processes and the fundamentals of care in wards and in the trust’s emergency departments. The trust has also introduced additional consultant cover during the weekends to increase the number of people discharged at the weekend. This helps to keep the emergency department safe as it allows for the movement of people who need to be admitted into the right beds.

The Government recognises that urgent and emergency care performance has fallen short in recent years. We are committed to restoring accident and emergency waiting times to the National Health Service constitutional standard.

Our Urgent and Emergency Care Plan for 2025/26 sets out clear actions to deliver improvements and make services better. The plan commits to reducing the number of patients waiting over 12 hours for admission or discharge to less than 10% of the time. This is supported by almost £450 million of capital investment for Same Day Emergency Care, Mental Health Crisis Assessment Centres, and new ambulances, avoiding unnecessary admissions to hospital and supporting the faster diagnosis, treatment, and discharge for patients.

The NHS Medium-Term Planning Framework sets out a further trajectory to improve urgent and emergency care performance year-on-year toward the constitutional standard, reducing long waits and improving patient experience. The plan focuses on practical steps such as expanding urgent treatment centres, improving patient flow, and reducing 12-hour waits, to make emergency departments safer and more efficient.

NHS England provides regional oversight to support local delivery of services and improvement. The Mid and South Essex NHS Foundation Trust’s One Team Improvement Plan has a focus on improving urgent and emergency care outcomes. The programme group looking at quality and patient safety has been focusing on reviewing processes and the fundamentals of care in wards and in the trust’s emergency departments. The trust has also introduced additional consultant cover during the weekends to increase the number of people discharged at the weekend. This helps to keep the emergency department safe as it allows for the movement of people who need to be admitted into the right beds.

On data on corridor care, NHS England has been working with trusts since 2024 to put in place new reporting arrangements to drive improvement and transparency. We are now reviewing the data internally and will begin publishing it shortly.

On services in Surrey Heath, residents there primarily access urgent and emergency care services at Frimley Park Hospital, which is run by the Frimley Health NHS Foundation Trust within the NHS Frimley Integrated Care Board footprint.

NHS Frimley has implemented winter urgent and emergency care plans to manage increased demand, including maintaining patient flow, expanding same-day emergency care, strengthening community and primary care alternatives, and working with local authorities and community providers to support timely discharge.

We keep performance in all local systems under regular review through established daily operational oversight and escalation arrangements, with patient safety remaining the overriding priority.

On data on corridor care, NHS England has been working with trusts since 2024 to put in place new reporting arrangements to drive improvement and transparency. We are now reviewing the data internally and will begin publishing it shortly.

On services in Surrey Heath, residents there primarily access urgent and emergency care services at Frimley Park Hospital, which is run by the Frimley Health NHS Foundation Trust within the NHS Frimley Integrated Care Board footprint.

NHS Frimley has implemented winter urgent and emergency care plans to manage increased demand, including maintaining patient flow, expanding same-day emergency care, strengthening community and primary care alternatives, and working with local authorities and community providers to support timely discharge.

We keep performance in all local systems under regular review through established daily operational oversight and escalation arrangements, with patient safety remaining the overriding priority.

The average cost to the National Health Service for magnetic resonance imaging (MRI) scans using biparametric and multiparametric MRIs is set out in the 2025/26 National Payment Scheme, which can be found at the following link:

https://www.england.nhs.uk/publication/2025-26-nhs-payment-scheme/.

Biparametric MRI scans are categorised under ‘non contrast’, whilst multiparametric MRI scans are categorised ‘with contrast’. The following table shows the price of different MRI scans:

The Department does not centrally hold data on the number of women in England and Wales awaiting specialised endometriosis care, or on the waiting times for patients waiting for a diagnosis of endometriosis.

However, in England, the waiting list for gynaecology care, which includes those waiting for endometriosis care, stands at 575,986. This is a reduction of 19,979 since the Government came into office. Consultant-led Referral to Treatment Waiting Times data, which includes the above data, is published monthly at the following link:

https://www.england.nhs.uk/statistics/statistical-work-areas/rtt-waiting-times/rtt-data-2025-26/

Data is currently published on the waiting times for diagnostic tests that are used along an endometriosis pathway, such as magnetic resonance imaging (MRI) and ultrasound, but does not differentiate between the suspected diagnosis. This can be found in the Monthly Diagnostic Waiting Times and Activity dataset, published monthly at the following link:

https://www.england.nhs.uk/statistics/statistical-work-areas/diagnostics-waiting-times-and-activity/monthly-diagnostics-waiting-times-and-activity/monthly-diagnostics-data-2025-26/

The following table shows the number of patients waiting for MRI and non-obstetric ultrasound, as of November 2025:

Reducing waiting lists is a key part of the Government’s Health Mission. We are committed to putting patients first by ensuring that they are seen on time and that they have the best possible experience of care. Our Elective Reform Plan (ERP), published in January 2025, sets out reforms we are making to improve gynaecology waiting times across England. This includes:

- innovative models of care that offer care closer to home and in the community;

- piloting gynaecology pathways in community diagnostic centres for patients with post-menopausal bleeding; and

- increasing the relative funding available to incentivise providers to take on more gynaecology procedures.

We are also introducing an “online hospital”, NHS Online, which will give people who are experiencing menstrual problems which may be a sign of endometriosis the choice of getting the specialist care they need from their home.

Lastly, the National Institute for Health and Care Excellence updated their guidelines on endometriosis in November 2024, and two new treatments have been approved.

NHS England is delivering a comprehensive programme to improve the diagnosis, treatment, and outcomes of people with kidney disease. In 2023, NHS England published a renal services transformation (RSTP) toolkit to support earlier identification of chronic kidney disease and more joined up services. The RSTP sets out that services, working in partnership with integrated care boards, should undertake capacity planning and activity monitoring to ensure service capacity matches demand requirements.

These changes are intended to make it easier to deliver improvements along the whole patient pathway including earlier diagnosis and treatment, that can potentially prevent or delay the need for dialysis and transplant further downstream in the pathway.

NHS England is also investing in home dialysis for children, supported by a robust network of nurses and clinicians who can move that care from hospital to home. This approach is working, with rates of home dialysis ranging from 64 % to 76% across the 10 National Health Service paediatric dialysis centres.

The Clinical Priorities Advisory Group is an advisory committee that makes recommendations on the relative priority of treatments to be commissioned subject to the available discretionary funding. It is not a decision-making body and does not allocate funds or have a budget for approving new treatments. Further information is available at the following link:

https://www.england.nhs.uk/commissioning/cpag/

The Government will publish the 10 Year Workforce Plan in spring 2026. This plan will set out action to create a National Health Service workforce which is able to deliver the transformed service set out in the 10-Year Health Plan. It is important we do this in a robust and joined up way. We are therefore engaging extensively with partners to ensure this plan delivers for staff and patients.

That engagement began well before the call for evidence was closed. In early November, ministers hosted an event with nearly one hundred representatives of partner organisations to hear views from across the health system.

Engagement is now continuing while we analyse the submissions to our call for evidence, including a roundtable with medical royal colleges on 14 January, which I chaired.

We have committed to publishing regular workforce planning. This will start with the 10-Year Workforce Plan, which will include updated workforce modelling and its underlying assumptions when published in spring 2026. The updated workforce modelling will be subject to independent scrutiny by our appointed external scrutiny panel.

The Government will publish the 10 Year Workforce Plan in spring 2026. This plan will set out action to create a National Health Service workforce which is able to deliver the transformed service set out in the 10-Year Health Plan. It is important we do this in a robust and joined up way. We are therefore engaging extensively with partners to ensure this plan delivers for staff and patients.

That engagement began well before the call for evidence was closed. In early November, ministers hosted an event with nearly one hundred representatives of partner organisations to hear views from across the health system.

Engagement is now continuing while we analyse the submissions to our call for evidence, including a roundtable with medical royal colleges on 14 January, which I chaired.

We have committed to publishing regular workforce planning. This will start with the 10-Year Workforce Plan, which will include updated workforce modelling and its underlying assumptions when published in spring 2026. The updated workforce modelling will be subject to independent scrutiny by our appointed external scrutiny panel.

The Government will publish the 10 Year Workforce Plan in spring 2026. This plan will set out action to create a National Health Service workforce which is able to deliver the transformed service set out in the 10-Year Health Plan. It is important we do this in a robust and joined up way. We are therefore engaging extensively with partners to ensure this plan delivers for staff and patients.

That engagement began well before the call for evidence was closed. In early November, ministers hosted an event with nearly one hundred representatives of partner organisations to hear views from across the health system.

Engagement is now continuing while we analyse the submissions to our call for evidence, including a roundtable with medical royal colleges on 14 January, which I chaired.

We have committed to publishing regular workforce planning. This will start with the 10-Year Workforce Plan, which will include updated workforce modelling and its underlying assumptions when published in spring 2026. The updated workforce modelling will be subject to independent scrutiny by our appointed external scrutiny panel.

The Government is investing in services and facilities to help National Health Service staff provide high quality care. The 2025 Spending Review (SR25) has prioritised health, with an increase of £29 billion in real terms by 2028/29 compared to 2023/24, and delivered the largest ever health capital budget, rising to £15.2 billion by the end of the Spending Review period for 2029/30.

We have set out our ambition for the NHS in the 10-Year Health Plan, backed up the 10 Year Infrastructure Plan. This will deliver:

• over £6 billion of additional capital to be invested in diagnostic, elective, and urgent and emergency capacity in the NHS over five years, including £1.65 billion in 2025/26 to deliver new surgical hubs, diagnostic scanners, and beds to increase capacity for elective and emergency care;

• £30 billion in capital funding over five years, from 2025/26 to 2029/30, in day-to-day maintenance and repair of the NHS estate, and a £6.75 billion investment over the next nine years to target the most critical building repairs;

• £1.6 billion to continue supporting NHS England’s national Reinforced Autoclaved Aerated Concrete programme across the SR25 period;

• 250 Neighbourhood Health Centres (NHCs) through the NHS Neighbourhood Rebuild Programme supporting the neighbourhood health service, with local multidisciplinary hubs reducing reliance on hospital outpatients and expanding access to primary care. The first 120 NHCs are due to be operational by 2030 funded through a mixture of public private partnerships and public capital; and

• over £400 million over four years for improvements in the primary care estate, with half of this funding supporting the upgrades of the existing estate to deliver NHCs.

This investment, together with the forthcoming 10 Year Workforce Plan, will continue to ensure that NHS staff, both in hospitals and in the community, can provide care at the right time and in the right place in line with our 10-Year Health Plan ambitions.

The number of integrated care boards (ICBs) is reducing from 42 to 26 and this has had an impact on senior leadership roles resulting in a number of ICB chief executive officers being subject to compulsory redundancy in August 2025 and receiving contractual redundancy pay. The Chief Executive Officer for the South Yorkshire ICB was within this group and his selection for redundancy pre-dated any communication that his exit was linked to retirement.

The severance payments he received were contractual redundancy in line with national Agenda for Change terms and conditions and contractual pay in lieu of notice.

The Chief Executive Officer for the NHS South Yorkshire ICB role is subject to the Very Senior Manager’s pay framework and is currently covered on an interim basis in line with that framework. Should permanent cover of the role require a review of pay for the new employee, the expectation would be that this is also done in line with the framework, but if an exceptional salary was proposed by the ICB, that would be subject to review and approval by the Department.

No such assessment has been made. At this time the Department is not centrally managing any shortages related to delayed overseas orders of disability equipment. We would encourage any specific detail of supply issues to be shared with the Department.

The Department's National Supply Disruption Response team works with system partners to help mitigate supply issues, including through the coordination of mutual aid, identifying alternative products or clinical practices, regulatory easements, and/or use of the Express Freight Service which can provide bespoke global logistics services in the event of critical supply disruption.

In England, we continue to fund the Disabled Facilities Grant (DFG) which is administered by local authorities. This grant helps eligible older and disabled people on low incomes to adapt their homes to make them safe and suitable for their needs. Practical changes include installing stairlifts, level-access showers, and ramps.

As highlighted in the response to HC99433, local authorities already have a significant amount of flexibility in how they deliver the DFG. This includes setting or amending the means-testing criteria.

We have recently announced an additional £50 million for the DFG in 2025/26. This could fund approximately 5,000 home adaptations supporting older and disabled people to live more independently in their homes, it brings the total DFG amount this year to £761 million.

We are working to improve access to digital services, outcomes, and experiences for the widest range of people, based on their preferences. Digital health tools should be part of a wider offering that includes face-to-face support with appropriate help for people who struggle to access digital services.

Centrally built services, such as the NHS App and National Health Service website, are designed to meet international accessibility standards. We are modernising the mobile patient experience within the NHS App, ensuring information is clearly structured and easy to find and understand.

NHS England has successfully run several programmes to support patients, carers, and health service staff with their digital skills. These include:

• the Digital Health Champions programme, a proof of concept to support citizens who have no or low digital skills with understanding how to access health services online;

• the Widening Digital Participation programme, aimed to ensure more people have the digital skills, motivation, and means to access health information and services online; and

• the NHS App ‘Spoken Word’ Pilot project, designed to test the efficacy of promoting NHS digital health products and services in languages other than English.

We have also recruited over 2,000 NHS App ambassadors and 1,400 libraries to help people to learn how to use the NHS App.

NHS England has published a framework for NHS action on digital inclusion and is developing further resources to support practical actions. All programmes are actively considering how they can contribute to improvements in healthcare inequalities and digital inclusion.

We are also developing a national proxy service to grant authorised access for people to manage health care on behalf of other people that are unable to use the NHS App.

NHS England is exploring a range of functionality to automate manual data processes aligned to clinical improvement, including for our Outcomes & Registries Programme, National Disease Registration Service, frontline digitisation and the promotion and adoption of new technology across provider systems. Our central data and digital transformation business cases are primarily focused on the adoption of the technical capabilities and innovations, applicable in many areas, rather than focusing within specific individual audits or registries alone. Some business cases have been accepted and moved forward.

The Government is following expert, independent advice from the Cass Review to implement a programme of research to support high quality National Health Service care for children and young people with gender incongruence. Responding to the specific recommendations of the review, the programme includes the PATHWAYS trial, a carefully designed clinical trial to assess the relative benefits and harms of puberty-suppressing hormones as a treatment option for children and young people with gender incongruence when provided alongside an updated model of NHS care incorporating holistic assessment and a tailored package of psychosocial support.

The trial is now in the set-up phase following comprehensive independent scientific, ethical, and regulatory review and approvals. It was designed by an independent research team, in conjunction with patient and public involvement as well as independent ethics, clinical, and legal experts. The team responsible for the protocol design have given considerable thought to the most appropriate eligibility criteria for entry into the trial, and to the physical and mental outcome measures to be monitored, to properly assess and protect young people's wellbeing.

The Chief Executive Officer for the NHS South Yorkshire Integrated Care Board (ICB) role is subject to the Very Senior Manager’s pay framework and is currently covered on an interim basis in line with that framework. Should permanent cover of the role require a review of pay for the new employee, the expectation would be that this is also done in line with the framework, but if an exceptional salary was proposed by the ICB, that would be subject to review and approval by the Department.

We have noted the findings of the Care Quality Commission’s (CQC) inspection report of 28 March 2024 into the Doncaster and Bassetlaw Teaching Hospitals NHS Foundation Trust, which rated the trust overall as ‘Requires Improvement’, with specific concerns identified in areas such as freedom to speak up. National Health Service staff should have the confidence to speak out and come forward if they have concerns. There is support in place for staff who wish to raise concerns, including a network of more than 1,200 local Freedom to Speak Up Guardians across healthcare in England, whose role is to help and support NHS workers.

On the question of oversight, the CQC has maintained close and sustained regulatory oversight of the Doncaster and Bassetlaw Hospitals NHS Foundation Trust in light of ongoing concerns about service quality and safety. This has included targeted inspections, staff engagement work, and structured monitoring activity. In response to identified risks within urgent and emergency care at Doncaster Royal Infirmary, the CQC undertook an assessment in December 2025, followed by a further inspection on 6 January 2026. Significant risks were identified during this period, and the CQC subsequently issued a Letter of Intent to the trust. The CQC has continued to work collaboratively with NHS England, participating in monthly quality improvement meetings to monitor the trust’s progress against its action plans.

The CQC will continue to use its statutory powers to ensure that services meet the required standards of quality and safety.

We have noted the findings of the Care Quality Commission’s (CQC) inspection report of 28 March 2024 into the Doncaster and Bassetlaw Teaching Hospitals NHS Foundation Trust, which rated the trust overall as ‘Requires Improvement’, with specific concerns identified in areas such as freedom to speak up. National Health Service staff should have the confidence to speak out and come forward if they have concerns. There is support in place for staff who wish to raise concerns, including a network of more than 1,200 local Freedom to Speak Up Guardians across healthcare in England, whose role is to help and support NHS workers.

On the question of oversight, the CQC has maintained close and sustained regulatory oversight of the Doncaster and Bassetlaw Hospitals NHS Foundation Trust in light of ongoing concerns about service quality and safety. This has included targeted inspections, staff engagement work, and structured monitoring activity. In response to identified risks within urgent and emergency care at Doncaster Royal Infirmary, the CQC undertook an assessment in December 2025, followed by a further inspection on 6 January 2026. Significant risks were identified during this period, and the CQC subsequently issued a Letter of Intent to the trust. The CQC has continued to work collaboratively with NHS England, participating in monthly quality improvement meetings to monitor the trust’s progress against its action plans.

The CQC will continue to use its statutory powers to ensure that services meet the required standards of quality and safety.

As part of implementation and ongoing monitoring and evaluation, after each recruitment stage, NHS England will track and monitor the revised recruitment process.

The bill will not exclude any eligible applicant from applying, but applications will be prioritised as the bill describes. The Government and NHS England will develop more detailed monitoring and evaluation plans, subject to parliamentary passage of the bill. These plans would also seek to address known evidence gaps where possible.

Further detail is provided within the published impact statement on the GOV.UK website.

It is a priority for the Government to increase the amount of time people spend in good health and prevent premature deaths, with a vision of ensuring that all individuals, regardless of background or location, live longer, healthier lives.

We remain committed to reducing the gap in healthy life expectancy (HLE) between the richest and poorest, an ambitious commitment that shows the Government is serious about tackling health inequalities and addressing the social determinants of health. Indicators to monitor progress in health inequalities are measured in key data outcomes, such as the life expectancy estimates for England and sub-national areas, produced by the Office for National Statistics.

The Government bases decisions on a robust evidence base. For example, we know that the Carr-Hill formula is considered outdated, and evidence suggests that general practices (GPs) serving in deprived parts of England receive on average 9.8% less funding per needs adjusted patient than those in less deprived communities, despite having greater health needs and significantly higher patient-to-GP ratios. This is why we are currently reviewing the formula to ensure that resources are targeted where they are most needed.

We are targeting key metrics such as the HLE gap to enable cross-Government action on primary prevention such as regulation of tobacco, controlling air pollution, and tackling poverty. We also support NHS England’s CORE20PLUS5 approach which targets action to reduce health inequalities in the most deprived 20% of the population and improve outcomes for groups that experience the worst access, experience, and outcomes within the National Health Service.

The Government is committed to fewer lives being lost to the biggest killers, such as cardiovascular disease. As set out in the 10-Year Health Plan, to accelerate progress on the ambition to reduce premature deaths from heart disease and stroke by 25% within a decade, we will publish a new cardiovascular disease modern service framework later this year.

On 19 November 2025, to coincide with International Men’s Health Day, we published the first ever Men’s Health Strategy for England. Our vision is to improve the health of all men and boys in England, including male veterans and service personnel.

This strategy is a crucial first step, laying the foundation from which we can learn, iterate and grow to create a society where all men and boys are supported to live longer, healthier and happier lives. As a first step, we will work with the Men's Health Academic Network and the voluntary, community and social enterprise sector to develop and publish a one-year-on report, highlighting the improvements made and where future efforts will need to be targeted.

The Government is committed to increasing the amount of time people spend in good health and to preventing premature deaths, with an ambitious commitment to halve the healthy life expectancy gap between the richest and poorest regions.

Our 10-Year Health Plan for England sets out a reimagined service designed to tackle inequalities in both access and outcomes, as well as to give everyone, no matter who they are or where they come from, the means to engage with the health service on their own terms.

The 10-Year Health Plan and the Environmental Improvement Plan set out how the Government will take action to reduce exposure to harmful emissions of air pollutants. This includes action on domestic burning, on which the Department for Environment, Food and Rural Affairs have recently launched a consultation.

The 10-Year Health Plan also sets out actions to address poor quality housing and improve the standard of rented homes, alongside £15 billion of investment announced in the Warm Homes Plan. £5 billion of this will be targeted at low-income and fuel poor households. This will help to make homes warmer, more comfortable, and more energy-efficient, which in turn will improve health and reduce health inequalities.

Further to this, the Government recognises that good-quality employment is an important determinant of good health. Sir Charlie Mayfield has submitted the Keep Britain Working review, which highlights how crucial it is to support people to stay healthy and in work.

In partnership with the Department for Business and Trade and the Department for Work and Pensions, we are rapidly translating Sir Charlie’s key recommendations into action.

Integrated care boards are continuing to recruit dentists through the Golden Hello scheme. The scheme offers a £20,000 recruitment incentive payment to dentists to work in those areas that need them most. The scheme remains a national priority.

Golden Hello data will be published this year and will consist of data showing the regional distribution of the original allocation of posts and the number of posts recruited at both a national and regional level.

Dental Statistics - England 2024/25, published by NHS Business Services Authority on 28 August 2025, is available at the following link:

https://www.nhsbsa.nhs.uk/statistical-collections/dental-england/dental-statistics-england-202425

This shows that 31% of adults were seen by a National Health Service dentist in the South West, in the previous 24 months up to June 2025, and that 52% of children were seen by an NHS dentist in the previous 12 months up to June 2025. By comparison, in London 39% of adults were seen by an NHS dentist in the previous 24 months up to June 2025, and 53% children were seen by an NHS dentist in the previous 12 months up to June 2025.

In 2024/25, there were 40.5 NHS dentists per 100,000 population in the South West, compared to 52.7 NHS dentists per 100,000 population in London.

We are aware of the challenges faced in accessing a dentist, particularly in more rural areas such as the South West.

We have asked ICBs to commission extra urgent dental appointments to make sure that patients with urgent dental needs can get the treatment they require. ICBs have been making extra appointments available since April 2025.

ICBs are recruiting dentists through the Golden Hello scheme. This recruitment incentive will see dentists receiving payments of £20,000 to work in those areas that need them most for three years.

We are committed to delivering fundamental reform of the dental contract before the end of this Parliament. As a first step, on 16 December we published the Government’s response to the public consultation on the quality and payment reforms to the NHS dental contract. The changes will be introduced from April 2026. These reforms will put patients with the greatest need first, incentivising urgent care and complex treatments. Further information is available from the following link:

https://www.gov.uk/government/consultations/nhs-dentistry-contract-quality-and-payment-reforms/outcome/government-response-to-consultation-on-nhs-dentistry-contract-quality-and-payment-reforms

The Pharmacy First advertising campaign has now been run on several occasions. Data collected from the campaign run from November to December 2024 showed an increase in public knowledge that pharmacies can treat ‘Pharmacy First’ conditions, from 71% to 79%, and trust in the advice given by the pharmacy team increased from 61% to 70%. Public intention to use the pharmacy if they experienced any of the Pharmacy First conditions increased from 32% to 37%.

This positive shift in people’s attitudes is reflected through an increased use of the Pharmacy First service. There were 198,794 completed clinical pathways in October 2024, the month before the advertising campaign. This increased to 259,323 completed clinical pathways during December 2024.

A second public advertising campaign on Pharmacy First ran from 20 October 2025 to 4 January 2026. Evaluation of this most recent campaign is underway.