Department of Health and Social Care

We recognise that certain groups of patients may be more vulnerable to oral health problems, including patients with clefts.

NHS England commissions services for children, young people and adults with a cleft lip and/or palate. The patient pathway can start from pre-birth and continues into adulthood. Cleft services provide care through multi-disciplinary teams, and the comprehensive care pathway will include elements such as paediatric dentistry, restorative dentistry and orthodontics. More information is available at the following link:

https://www.england.nhs.uk/wp-content/uploads/2013/06/d07-cleft-lip.pdf

The Office of the Chief Dental Officer England is in ongoing discussions with members of the Cleft Llip and Palate Association to assess what measures can be taken to better understand and improve access to care for patients born with a cleft.

The responsibility for commissioning primary care services, including National Health Service dentistry, to meet the needs of the local population has been delegated to integrated care boards across England.

We recognise that certain groups of patients may be more vulnerable to oral health problems, including patients with clefts.

NHS England commissions services for children, young people and adults with a cleft lip and/or palate. The patient pathway can start from pre-birth and continues into adulthood. Cleft services provide care through multi-disciplinary teams, and the comprehensive care pathway will include elements such as paediatric dentistry, restorative dentistry and orthodontics. More information is available at the following link:

https://www.england.nhs.uk/wp-content/uploads/2013/06/d07-cleft-lip.pdf

The Office of the Chief Dental Officer England is in ongoing discussions with members of the Cleft Llip and Palate Association to assess what measures can be taken to better understand and improve access to care for patients born with a cleft.

The responsibility for commissioning primary care services, including National Health Service dentistry, to meet the needs of the local population has been delegated to integrated care boards across England.

We are investing an additional £1.1 billion in general practice (GP) to reinforce the front door of the National Health Service, bringing total spend on the GP Contract to £13.4 billion in 2025/26, which is the biggest cash increase in over a decade. The 8.9% boost to the GP Contract in 2025/26 is greater than the 5.8% growth to the NHS budget as a whole. Over six million more GP appointments have been delivered in the 12-months to November 2025 compared to the same period last year, building capacity and improving access so that patients can be seen when they need to be in primary care.

As part of the GP Contract funding, since 1 October, GPs must allow patients to contact them via an online form at any time during core hours to request an appointment or raise a query, in addition to telephone and in-person requests. By expanding ease of contact via online access, we expect to reduce pressure on accident and emergency as we know that many patients seek medical care in accident and emergency if they fail to make contact with their GP.

We are also funding the expansion of Advice and Guidance (A&G) to improve two-way communication between GPs and hospital specialists and ensure care is delivered in the right setting. We expect this to increase the usage of A&G and help patients receive the care they need in primary and community settings where appropriate, reducing referrals to secondary care.

The NHS Oversight Framework will continue to provide the approach to assessing integrated care boards, including in relation to primary care.

We have asked the integrated care boards (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 from April 2025.

Appointments are available across the country, with specific expectations for each region. These appointments are more heavily weighted towards those areas where they are needed the most.

Data on delivery of urgent dental care, including additional delivery, will be published annually as part of the NHS Dental Statistics England Official Statistics series. These statistics are released each August and are the primary source of data on the delivery of NHS dental care.

We have asked the integrated care boards (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 from April 2025.

These appointments are available across the country, with specific expectations for each region. These appointments are more heavily weighted towards those areas where they are needed the most.

We are also incentivising high street dentists to offer even more appointments to maximise the availability to those in need of urgent care.

Data on the delivery of urgent dental care will be published annually as part of the NHS Dental Statistics England Official Statistics series. These statistics are released each August and are the primary source of data on the delivery of National Health Service dental care.

We have asked the integrated care boards (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 from April 2025.

These appointments are available across the country, with specific expectations for each region. These appointments are more heavily weighted towards those areas where they are needed the most.

We are also incentivising high street dentists to offer even more appointments to maximise the availability to those in need of urgent care.

Data on the delivery of urgent dental care will be published annually as part of the NHS Dental Statistics England Official Statistics series. These statistics are released each August and are the primary source of data on the delivery of National Health Service dental care.

We are determined to rebuild NHS dentistry, but it will take time and there are no quick fixes. Strengthening the workforce is key to our ambitions.

The 10 Year Workforce Plan will ensure that the National Health Service has the right people in the right places, with the right skills to care for patients, when they need it.

We have asked integrated care boards (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 from April 2025.

These appointments are available across the country, with specific expectations for each region. These appointments are more heavily weighted towards those areas where they are needed the most.

ICBs are also recruiting posts 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 reforming the dental sector and we will deliver fundamental contract reform before the end of this Parliament. As a first step, we published the Government’s response to the public consultation on shorter term improvements to the NHS dental contract on 16 December 2025. The changes will be introduced from April 2026. These reforms will put patients with the greatest needs first while incentivising urgent care and complex treatments.

Data is not held on the number of children in the Great Yarmouth constituency that were unable to access a National Health Service dental appointment in the last 12 months.

The data for the Norfolk and Waveney Integrated Care Board, which includes the Great Yarmouth constituency, shows that 55% of children were seen by an NHS dentist in the previous 12 months up to June 2025, compared to 57% in England. This year, resources have also been provided to Norfolk County Council to support 5,605 children through the national supervised toothbrushing programme.

On 16 December, we published the Government’s response to the public consultation on interim improvements to the NHS dental contract. The changes will be introduced from April 2026. These reforms will put patients with greatest need first, incentivising urgent care and complex treatments, and will reduce clinically unnecessary check-ups. More information is available at 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

We are aware of the challenges faced in accessing a dentist, particularly in more rural and coastal areas such as Great Yarmouth.

In 2024/25, the Government invested around £3.7 billion on primary care dentistry. We want to ensure that every penny we allocate for dentistry is spent on dentistry, and that the ringfenced dental budget is spent on the patients who need it most.

The responsibility for commissioning primary care services, including National Health Service dentistry, to meet the needs of the local population has been delegated to the integrated care boards (ICBs) across England. For the Great Yarmouth constituency, this is the NHS Norfolk and Waveney ICB.

We have asked ICBs to commission extra urgent dental appointments across the country, with appointments more heavily weighted towards those areas where they are needed the most.

ICBs are also 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, we published the Government’s response to the public consultation on shorter term improvements to the NHS dental contract on 16 December 2025. The changes will be introduced from April 2026. These reforms will put patients with the greatest needs first while incentivising urgent care and complex treatments. Further information is available at 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 Department has not had any discussions with Welltower about their recent investment in the acquisitions of care homes.

The Government has not made a specific assessment of the impact of Welltower’s acquisition of Barchester Healthcare on the market concentration in London and the South East. Merger investigations on competition grounds are a matter for the Competition and Markets Authority (CMA), which operates independently of Government. The CMA determines which transactions to review based on statutory thresholds and whether there is a realistic prospect of a substantial lessening of competition. The Government keeps the merger control regime under regular review to ensure it remains fit for purpose and works effectively within the current regulatory environment.

Under the Care Act 2014, local authorities have a duty to shape their care market to meet the diverse needs of all people, and to develop and build local market capacity. This includes commissioning a variety of different providers and specialist services that provide genuine choice to meet the needs of local people and that offer quality and value for money.

Whilst fee rates are set by providers of adult social care, all businesses are required to comply with the Consumer Rights Act 2015 by ensuring that they use fair and clear terms in their standard agreements with customers.

Private providers also hold much of the responsibility for recruitment and retention as adult social care employers. However, English local authorities do also have responsibility under the Care Act 2014 to meet social care needs and statutory guidance directs them to ensure there is sufficient workforce in adult social care.

The Department has not had any discussions with Welltower about their recent investment in the acquisitions of care homes.

The Government has not made a specific assessment of the impact of Welltower’s acquisition of Barchester Healthcare on the market concentration in London and the South East. Merger investigations on competition grounds are a matter for the Competition and Markets Authority (CMA), which operates independently of Government. The CMA determines which transactions to review based on statutory thresholds and whether there is a realistic prospect of a substantial lessening of competition. The Government keeps the merger control regime under regular review to ensure it remains fit for purpose and works effectively within the current regulatory environment.

Under the Care Act 2014, local authorities have a duty to shape their care market to meet the diverse needs of all people, and to develop and build local market capacity. This includes commissioning a variety of different providers and specialist services that provide genuine choice to meet the needs of local people and that offer quality and value for money.

Whilst fee rates are set by providers of adult social care, all businesses are required to comply with the Consumer Rights Act 2015 by ensuring that they use fair and clear terms in their standard agreements with customers.

Private providers also hold much of the responsibility for recruitment and retention as adult social care employers. However, English local authorities do also have responsibility under the Care Act 2014 to meet social care needs and statutory guidance directs them to ensure there is sufficient workforce in adult social care.

Carer support where a carer lives in a different local authority or National Health Service integrated care board area is not specifically detailed in the dementia guidance documents. However, all core dementia guidance, including The Dementia 100, The Dementia Care Pathway, and The Dementia RightCare scenario, signal the expectation to provide person-centred, integrated pathways across health and social care. This principle is intended to support carers irrespective of location.

We will deliver the first ever Modern Service Framework for Frailty and Dementia to deliver rapid and significant improvements in quality of care and productivity. This will be informed by phase one of the independent commission into adult social care, expected in 2026.

Those with dementia will also benefit from more joined-up care through co-created care plans, as by 2027, 95% of those with complex needs will have an agreed care plan.

The My Carer tool will give family, friends, and carers, including those looking after someone with dementia, access to the NHS App. This will ensure decisions are agreed and taken by those who best know the patient, who may not be able to make those decisions independently, whilst making it easier for unpaid carers to manage their care and access professionals whenever they need them.

As of 1 October 2025, general practices (GPs) have been required to offer access to online services throughout core hours, from 8:00am to 6:30pm, bringing online access in line with walk-in and phone access. This change aims to improve patient access, reduce long phone queues, and help GPs to manage demand more effectively.

National Health Service advice is that patients can contact 111 if their GP is closed, ensuring that those with urgent health concerns receive timely guidance and, where necessary, are directed to appropriate care pathways.

Integrated care boards (ICBs) have started to recruit 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.

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

The Department is working closely with NHS England and local authorities to improve social care capacity and reduce delayed discharges.

The Market Sustainability and Improvement Fund (MSIF) provided over £1 billion to local authorities for adult social care over 2025/26, based on their areas’ needs, to target increasing fee rates paid to adult social care providers, increasing adult social care workforce recruitment and retention, and reducing waiting times for care.

We are also supporting the digitisation of adult social care, which can strengthen capacity within the social care system through productivity improvements. 80% of registered care providers now have digitised care records, benefitting 89% of people who draw on care. Digital care records can save time spent on administrative tasks, releasing over 20 minutes per care worker, per shift.

The Urgent and Emergency Care Plan for 2025/26 identifies reducing delays in hospital discharge as a key priority. Hospitals are expected to eliminate discharge delays of more than 48 hours caused by in-hospital issues, to work with local authorities to tackle the longest delays, starting with those over 21 days, and to profile discharges by pathway to support local planning. In addition, the 2025/26 policy framework for the £9 billion Better Care Fund requires the National Health Service and local authorities to jointly agree local goals for reducing discharge delays.

Starting in the financial year 2026/27, we will reform the Better Care Fund. This reform will provide a sharper focus on ensuring consistent joint NHS and local authority funding for those services that are essential for integrated health and social care, such as hospital discharge, intermediate care, rehabilitation and reablement. We will set out further details in due course.

The Department of Health and Social Care has indicated that it will not be possible to answer this question within the usual time period. An answer is being prepared and will be provided as soon as it is available.

The Department of Health and Social Care has indicated that it will not be possible to answer this question within the usual time period. An answer is being prepared and will be provided as soon as it is available.

The Department of Health and Social Care has indicated that it will not be possible to answer this question within the usual time period. An answer is being prepared and will be provided as soon as it is available.

The Department of Health and Social Care has indicated that it will not be possible to answer this question within the usual time period. An answer is being prepared and will be provided as soon as it is available.

The Department of Health and Social Care has indicated that it will not be possible to answer this question within the usual time period. An answer is being prepared and will be provided as soon as it is available.

The Department of Health and Social Care has indicated that it will not be possible to answer this question within the usual time period. An answer is being prepared and will be provided as soon as it is available.

I refer the Hon. Member to the answer I gave on 20 November 2025 to Question 89688.

Hazardous Area Response Teams (HART) provide National Health Service care in high-risk environments, guided by national Emergency Preparedness, Resilience and Response standards. Operational risks are managed through a nationally consistent safe system of work, including Standard Operating Procedures, risk assessments and specialist training. Each ambulance trust supplements these with local risk assessments. Physical demands are addressed through national recruitment standards and mandatory six-monthly Physical Competency Assessments, with restrictions and support if standards are not met. NHS England commissions the Resilience Emergency Capabilities Unit to maintain standards and deliver specialist training.

The NHS Pension Scheme is designed to reward lifelong service to the NHS and is considered exceptionally generous. The Department considers that the current pension arrangements reflect the physical and operational demands on HART staff.

The scheme has many flexible retirement options to allow staff to retire sooner than normal pension age, with pensions reduced accordingly to account for the fact they are paid for longer. Even when taken years before Normal Pension Age, an NHS Pension can provide for a comfortable living and gives exceptional value to staff.

For those facing severe ill-health, the scheme allows for ill-health retirement at any age without a reduction in pension benefits. Additionally, members can access the Early Retirement Reduction Buy Out option, which enables retirement up to three years earlier without a reduction to benefits, with costs sometimes shared by ambulance service employers.

Aligning the NHS Pension Scheme with those of other emergency services, such as police and fire, would require higher contributions from all NHS staff. There are no plans at present to risk pension affordability for NHS staff or to equalise the normal pension ages of all emergency workforces.

We set out in the 10-Year Health Plan for England published in July 2025 that over the next three years we will create 1,000 new specialty training posts with a focus on specialties where there is greatest need.

On 8 December, the Government put an offer in writing to the British Medical Association (BMA) Resident Doctors Committee, which was rejected. The offer would have increased the number of training posts over the next three years from the 1,000 announced in the 10-Year Health Plan to 4,000, bringing forward 1,000 of these training posts to start in 2026. The BMA have rejected the Government's offer, so that is not going ahead. The Government will consider its next steps.

Temporary staffing allows the National Health Service to meet workforce demand fluctuations without the need to increase capacity above that which is required on a sustained basis. NHS England publishes the total agency spend for providers on a quarterly basis. This includes all employment types, as NHS England does not hold a split of spend by employment types. The latest data is available up to September 2025 which can be found at the following link:

https://www.england.nhs.uk/publications/financial-performance-reports/

In addition, the following table shows total agency spend each year for the last five years

As set out in the 10-Year Health Plan published in July this year, over the three years we will create 1,000 new specialty training posts with a focus on specialties where there is greatest need. We will set out next steps in due course.

On 8 December, the Government put an offer in writing to the British Medical Association Resident Doctors Committee which was rejected. The offer included the creation of 4,000 more specialty training places, with 1,000 of these brought forward to this year and emergency legislation which would prioritise United Kingdom and Republic of Ireland medical graduates for foundation training, and prioritise UK and Republic of Ireland medical graduates and doctors who have worked in the National Health Service for a significant period of time for specialty training. This would have applied for current applicants for training posts starting in 2026, and every year after that.

We have also made changes for the 2025 specialty training application round to help tackle bottlenecks. Full registration with the General Medical Council is now required at the point of application to specialty training rather than when a successful applicant would take up post, and the number of applications that an applicant can make is restricted to five, whereas previously it has been unlimited.

As set out in the 10-Year Health Plan published in July this year, over the three years we will create 1,000 new specialty training posts with a focus on specialties where there is greatest need. We will set out next steps in due course.

On 8 December, the Government put an offer in writing to the British Medical Association Resident Doctors Committee which was rejected. The offer included the creation of 4,000 more specialty training places, with 1,000 of these brought forward to this year and emergency legislation which would prioritise United Kingdom and Republic of Ireland medical graduates for foundation training, and prioritise UK and Republic of Ireland medical graduates and doctors who have worked in the National Health Service for a significant period of time for specialty training. This would have applied for current applicants for training posts starting in 2026, and every year after that.

We have also made changes for the 2025 specialty training application round to help tackle bottlenecks. Full registration with the General Medical Council is now required at the point of application to specialty training rather than when a successful applicant would take up post, and the number of applications that an applicant can make is restricted to five, whereas previously it has been unlimited.

The Department has not made a specific assessment of the adequacy of the size of the anaesthetist workforce in the East of England and/or the St Neots and Mid Cambridgeshire constituency. Appropriate National Health Service staffing levels are determined locally.

I refer the Hon. Member to the answer I gave to the hon. Member for Rushcliffe on 20 November 2025 to Question 89688.

I refer the Hon. Member to the answer I gave on 11 December 2025 to Question 96902.

Due to the difficulty of disaggregating the number of staff who are employed to produce social media content from staff who are employed to work on broader communication, it is not possible to report exact figures in response to this question.

The Government is committed to raising the healthiest generation of children ever. A child health workforce that is fit for the future will be critical to delivering on this ambition.

In spring, we will publish a 10 Year Workforce Plan, to create a workforce ready to deliver a transformed service. The plan will ensure the National Health Service has the right people in the right places, with the right skills to care for patients, including children, when they need it. We will also be publishing a new strategy to set the long-term professional direction for nurses, midwives, and nursing associates, which all form an important part of the children’s health workforce.

The Government is committed to raising the healthiest generation of children ever. A child health workforce that is fit for the future will be critical to delivering on this ambition.

In spring, we will publish a 10 Year Workforce Plan, to create a workforce ready to deliver a transformed service. The plan will ensure the National Health Service has the right people in the right places, with the right skills to care for patients, including children, when they need it. We will also be publishing a new strategy to set the long-term professional direction for nurses, midwives, and nursing associates, which all form an important part of the children’s health workforce.

Publishing a renewed Women’s Health Strategy next year will ensure the momentum from our recent achievements continues and is fully aligned with the 10-Year Health Plan. We will identify and remove enduring barriers to high-quality care, such as decreasing wait times for diagnosis and ensuring professionals listen to women and respond to their needs.

We are currently engaging with external partners to inform the renewal of the strategy, bringing together voices from across Government, NHS England, public health, mental health, women’s health advocacy, and employment policy alongside women with lived experience of women’s health conditions.

As a Government department, the Department of Health and Social Care engages constructively and works collaboratively with the devolved administrations on areas of shared interest, including information sharing, coordination, and issues that have United Kingdom wide or cross-border implications.

The NHS England Outcomes and Registries Programme invites relevant health professionals from the devolved nations to participate in monthly clinical steering groups across several clinical registries to foster collaboration and alignment of working practices. Wales and Northern Ireland have participated fully in the Pelvic Organ Prolapse and Stress Urinary Incontinence Clinical Steering Group. Scottish representatives last participated in November 2024, though they continue to be sent minutes of the progress of the NHS England-led Group.

The registry is due to be launched across 50% of English providers in February, with a second wave covering the remaining English providers planned for summer 2026.

Decisions about NHS services, including in Cirencester, are best taken at a local level, and the responsibility for the delivery, implementation and funding decisions for services ultimately rests with the appropriate NHS commissioner.

All service changes should be based on clear evidence that they will deliver better outcomes for patients. Substantial planned service change should be subject to a full public consultation and meet the Government and NHS England’s ‘tests’ to ensure good decision-making.

The Department does not hold information centrally on the number of services that have been permanently decommissioned from community hospitals following temporary trials.

Decisions about NHS services, including in Cirencester, are best taken at a local level, and the responsibility for the delivery, implementation and funding decisions for services ultimately rests with the appropriate NHS commissioner.

All service changes should be based on clear evidence that they will deliver better outcomes for patients. Substantial planned service change should be subject to a full public consultation and meet the Government and NHS England’s ‘tests’ to ensure good decision-making.

The Department does not hold information centrally on the number of services that have been permanently decommissioned from community hospitals following temporary trials.

The independent review into the prevalence and support for mental health conditions, attention deficit hyperactivity disorder, and autism will appoint an advisory working group. This will be a multidisciplinary group of leading academics, clinicians, epidemiological experts, charities, and people with lived experience to directly shape the recommendations and scrutinise the evidence.

The independent review into the prevalence and support for mental health conditions, attention deficit hyperactivity disorder, and autism will appoint an advisory working group. This will be a multidisciplinary group of leading academics, clinicians, epidemiological experts, charities, and people with lived experience to directly shape the recommendations and scrutinise the evidence.

The Independent Commission into adult social care, chaired by Baroness Casey, is working to build consensus on the future of adult social care, meeting with people with first-hand experience of the social care system and sector organisations, and holding the first cross-party engagement.

The Commission has already met with over 350 people, including those drawing on care and support, national organisations, and delivery or provider organisations.

Further detail on the Commission is available on its website at the following link:

https://caseycommission.co.uk/

The Independent Commission into adult social care, chaired by Baroness Casey, is working to build consensus on the future of adult social care, meeting with people with first-hand experience of the social care system and sector organisations. As part of building political consensus, Baroness Casey held the first cross-party engagement in September last year.

Details about how to engage with the Commission are available on its website at the following link:

https://caseycommission.co.uk/

The Department of Health and Social Care has indicated that it will not be possible to answer this question within the usual time period. An answer is being prepared and will be provided as soon as it is available.

The Department of Health and Social Care has indicated that it will not be possible to answer this question within the usual time period. An answer is being prepared and will be provided as soon as it is available.