Department of Health and Social Care

Data is not held centrally on the number of accessible and Changing Places toilets in hospitals. The Changing Places Toilets website holds a register of all accredited ‘Changing Places’ toilets, including ones on National Health Service sites, which can be searched. Further information is avaiable at the following link:

https://www.changing-places.org/find

Hospitals need to satisfy the requirements of Building Regulations, Part M to provide suitable sanitary accommodation. The provision of hoists in hospitals is a decision taken locally by NHS organisations consistent with their patient acuity and clinical case-mix.

Data is not held centrally on the number of accessible and Changing Places toilets in hospitals. The Changing Places Toilets website holds a register of all accredited ‘Changing Places’ toilets, including ones on National Health Service sites, which can be searched. Further information is avaiable at the following link:

https://www.changing-places.org/find

Hospitals need to satisfy the requirements of Building Regulations, Part M to provide suitable sanitary accommodation. The provision of hoists in hospitals is a decision taken locally by NHS organisations consistent with their patient acuity and clinical case-mix.

The Government is determined to get the National Health Service back on its feet so patients can be treated with dignity. We recognise that the provision of clinical care in corridors or other non-designated clinical areas is unacceptable and we are committed to eradicating it from our NHS.

Our Urgent and Emergency Care Plan, published in June 2025, set out steps we are taking to ensure that patients will receive better, faster, and more appropriate emergency care this winter, backed by a total of nearly £450 million of funding. This includes a commitment to publish data on the prevalence of corridor care, which will be published shortly.

We are also introducing new clinical operational standards for the first 72 hours of care, setting clear expectations for timely reviews and specialist input, further supporting our efforts to eliminate corridor care and improve patient experience.

In December, NHS England published updated guidance on providing care in corridors to support trusts with making decisions on corridor care transparently, with clear governance and oversight to reduce impacts on patients and staff and to ensure the safety and dignity of patients.

The Government is determined to get the National Health Service back on its feet so patients can be treated with dignity. We recognise that the provision of clinical care in corridors or other non-designated clinical areas is unacceptable and we are committed to eradicating it from our NHS.

Our Urgent and Emergency Care Plan, published in June 2025, set out steps we are taking to ensure that patients will receive better, faster, and more appropriate emergency care this winter, backed by a total of nearly £450 million of funding. This includes a commitment to publish data on the prevalence of corridor care, which will be published shortly.

We are also introducing new clinical operational standards for the first 72 hours of care, setting clear expectations for timely reviews and specialist input, further supporting our efforts to eliminate corridor care and improve patient experience.

In December, NHS England published updated guidance on providing care in corridors to support trusts with making decisions on corridor care transparently, with clear governance and oversight to reduce impacts on patients and staff and to ensure the safety and dignity of patients.

The Government is determined to get the National Health Service back on its feet so patients can be treated with dignity. We recognise that the provision of clinical care in corridors or other non-designated clinical areas is unacceptable and we are committed to eradicating it from our NHS.

Our Urgent and Emergency Care Plan, published in June 2025, set out steps we are taking to ensure that patients will receive better, faster, and more appropriate emergency care this winter, backed by a total of nearly £450 million of funding. This includes a commitment to publish data on the prevalence of corridor care, which will be published shortly.

We are also introducing new clinical operational standards for the first 72 hours of care, setting clear expectations for timely reviews and specialist input, further supporting our efforts to eliminate corridor care and improve patient experience.

In December, NHS England published updated guidance on providing care in corridors to support trusts with making decisions on corridor care transparently, with clear governance and oversight to reduce impacts on patients and staff and to ensure the safety and dignity of patients.

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 NHS Constitutional standard.

Our Urgent and Emergency Care Plan for 2025/26 sets out clear actions to deliver improvements and make services better every day. 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 table attached sets out the proportions of patients waiting over 12 hours for admission or discharged for England and the Blackpool Teaching Hospitals NHS Foundation Trust, of which Blackpool Victoria Hospital is the only type 1 accident and emergency provider.

The Government acknowledges that urgent and emergency care performance has not consistently met expectations in recent years. The Government is committed to restoring urgent and emergency care waiting times to the standards set out in the NHS Constitution by the end of this Parliament, as laid out in our 10-Year Health Plan.

NHS England publishes monthly data on the proportion of patients seen, admitted, transferred, or discharged within four hours in accident and emergency departments. The following table shows the latest figures as of November 2025 for the four-hour performance rates for Basildon Hospital, other hospitals within the Mid and South Essex NHS Foundation Trust, and the national rate:

Note: site level performance data is only published as type 1 and 2 performance.

Further information is available at the following link:

https://www.england.nhs.uk/statistics/statistical-work-areas/ae-waiting-times-and-activity/ae-attendances-and-emergency-admissions-2025-26/

Reducing elective waiting times across all specialties is a key part of the Government’s Health Mission, and this includes waiting times for trauma and orthopaedics. We exceeded our pledge to deliver an extra two million appointments, tests, and operations in our first year of Government, delivering 5.2 million additional appointments between July 2024 and June 2025. This marked a vital First Step to delivering on our commitment to return to the National Health Service constitutional standard that 92% of patients wait no longer than 18 weeks from referral to consultant-led treatment by March 2029.

As of the end of November 2025, the number of trauma and orthopaedic pathways within 18 weeks stood at 59.2%, an improvement of 3.1% since the start of July 2024.

However, we know there is more to do, and have confirmed over £6 billion of additional capital investment to expand capacity across diagnostics, electives, and urgent care. This includes increasing the number of surgical hubs, which provide protected surgical capacity across elective specialities, including trauma and orthopaedics.

By separating elective services from urgent and emergency care, hubs improve patient outcomes and reduce hospital pressures. Almost three quarters of the 124 operational elective surgical hubs in England currently provide trauma and orthopaedics services.

As set out in the Plan for Change and the Elective Reform Plan, we are committed to returning by March 2029 to the National Health Service constitutional standard that 92% of patients wait no longer than 18 weeks from referral to consultant-led treatment.

We have already made significant progress on this. As of November 2025, the waiting list has reduced by over 312,000 since the Government came into office, and performance against the referral to treatment standard has improved by 2.9%, reaching 61.8%.

We’ve made this progress through setting ambitious targets, investing in modernisation, reforming and simplifying pathways, increasing surgical and diagnostic capacity, and empowering patients with faster and more convenient access to care.

This has been supported by the delivery of 5.2 million additional appointments between July 2024 and June 2025 compared to the previous year, more than double the Government’s pledge of two million. This marked a vital First Step towards delivering the constitutional standard.

Funding decisions for health services in England are made by integrated care boards (ICBs), based on their population’s clinical needs. We are working with NHS England to understand and improve the offer around National Health Service-funded fertility services, including how best to support further research and data collection.

Revised NICE fertility guidelines are due for publication in Spring, setting clear expectations for commissioners. These guidelines will establish a national standard for consistent provision of fertility services across England.

We expect ICBs to commission fertility services consistent with these new guidelines, ensuring equal access to treatment across England.

We recognise the importance of ensuring that emergency departments operate safely and effectively. Assessments of staffing levels, the physical estate, and patient flow are matters for local National Health Service trusts, in partnership with integrated care boards, who are best placed to manage services in line with local needs and circumstances.

Nationally, NHS England sets standards for emergency care and provides guidance to support trusts in maintaining safe staffing and patient flow.

We work closely with NHS England to monitor performance and provide additional support where needed, including investment in urgent and emergency care capacity and initiatives to improve patient flow.

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 supported by independent external scrutiny to assess and test it.

No assessment has been made. NHS England published their trauma-informed and harm aware in-patient care guidance in October 2025, and it is avaiable at the following link:

https://www.england.nhs.uk/long-read/trauma-informed-harm-aware-inpatient-care/

The guidance supports National Health Service staff working in mental health, learning disability, and autism inpatient settings to make services more trauma-informed and harm aware.

Also available to NHS staff is an e-learning module which focuses on trauma-informed care and supporting the workforce to be more trauma sensitive in the way care is delivered, with the aim of fostering a trauma sensitive culture. Further information on the e-learning module is avaiable at the following link:

https://www.e-lfh.org.uk/programmes/trauma-informed-care/

Good physical working environments are important for staff wellbeing and retention. Staff need to be given the time and space to rest and recover from their work, particularly when working on-call or overnight. This is recognised as a priority in the NHS People Promise which sets out the importance of employers prioritising spaces for staff to rest and recuperate, and ensuring access to hot food and drinks.

In May 2024, NHS England and NHS Charities Together launched a £10 million Workforce Wellbeing Programme to support National Health Service staff in England. It will provide tailored health and wellbeing support to NHS staff, including grants to improve facilities. A three-year programme of work named Great Food, Good Health, led by NHS England, aims to improve the experience and quality of nutritious food that patients, staff, and visitors receive in hospital. As part of this, the NHS made clear that NHS organisations must be able to demonstrate they have suitable 24/7 food service provision.

The Government has committed significant public capital funding to health infrastructure, with the overall annual capital budget increasing to £15.2 billion by the end of the Spending Review period for 2029/30. Over the five-year Spending Review period, this translates to £30 billion in day-to-day maintenance and repair of the National Health Service estate and over £6 billion of additional capital invested in diagnostic, elective, and urgent and emergency capacity in the NHS. In addition, we remain committed to delivering all schemes within the New Hospital Programme, which will continue through the Spending Review period, rising to a steady rate of £15 billion over five-year cycles.

The 2025 Budget announced that the NHS Neighbourhood Rebuild Programme will deliver new neighbourhood health centres through upgrading and repurposing existing buildings and building new facilities through a combination of public sector investment and a new model of Public-Private Partnerships (PPPs). Delivering new neighbourhood health centres through a combination of public investment and PPP will also allow the Government, for the first time, to build further evidence and compare different delivery models.

The Department and the National Infrastructure and Service Transformation Authority are continuing to develop the new PPP model for neighbourhood health centres with further engagement this year. The new neighbourhood health centres PPP model will build on lessons from the past including the National Audit Office’s 2025 report on private finance and other models currently in use. Further information on the National Audit Office’s 2025 report on private finance is avaiable at the following link:

https://www.nao.org.uk/wp-content/uploads/2025/03/lessons-learned-private-finance-for-infrastructure.pdf

To ensure fiscal transparency and sustainability, the Government will budget for these neighbourhood health centres as if they were on-balance sheet, to ensure that this expenditure is transparent, and fiscally sustainable.

The Government is taking a comprehensive approach to reducing avoidable ambulance demand across the country including in the East of England. Our Urgent and Emergency Care (UEC) Plan for 2025/26 aims to improve UEC performance with a focus on reducing ambulance handover delays by introducing a maximum 45-minute standard, freeing up ambulances to get back on the road.

The plan also commits to increasing the number of patients receiving urgent care in the community by expanding services such as urgent community response, neighbourhood multidisciplinary teams, and increasing the use of virtual wards. By boosting the capacity and accessibility of these services, people can receive the care they need closer to home, reducing the need to call an ambulance or attend accident and emergency.

NHS 111 continues to play a crucial role in managing demand by providing clinical advice and triage over the phone or online, ensuring patients are directed to the most appropriate service for their needs. This includes supporting more ‘hear and treat’ and ‘see and treat’ responses, where patients receive advice or treatment without the need for an ambulance to convey them to hospital.

NHS England is responsible for determining allocations of financial resources to integrated care boards (ICBs) The process of setting allocations is informed by the Advisory Committee on Resource Allocation (ACRA), an independent committee that provides advice to NHS England on setting the target formula, which impacts how allocations are distributed over time.

Under the supervision of the ACRA, the funding formulae for ICB commissioned services in the National Health Service are under a rolling programme of review and update. Following the 10-Year Health Plan, NHS England commissioned ACRA to review: the findings of the Chief Medical Officer’s recent reports on health across different communities to provide assurance that the factors discussed in the reports have been considered for inclusion in the ICB allocations formulae; and how the setting of ICB allocations can better support the reduction of health inequalities to ensure that resources are targeted where they are most needed.

These reviews are expected to be completed by autumn 2026.

Unitary Charge payments associated with Private Finance Initiative contracts are captured in the annual National Infrastructure and Service Transformation Authority data collection, available at the following link:

https://www.gov.uk/government/publications/pfi-and-pf2-projects-2024-summary-data

Appointments cancelled by hospitals or other National Health Service authorities do not appear in statistics as completed appointments. For admitted patients, the Department does not hold data on the cause of cancellations or where patients did not attend their operation.

Data on the number of last-minute cancelled operations is published by NHS England. Last minute means on the day the patient was due to arrive, after the patient has arrived in hospital or on the day of the operation or surgery. It does not include cancelled operations before the day of the operation. Data is available by year and quarter and includes the number of cancellations and the percentage these represent of total elective admissions. This is available at the following link, within the ‘Time Series’ report:

https://www.england.nhs.uk/statistics/statistical-work-areas/cancelled-elective-operations/cancelled-ops-data/

For outpatient appointments, data on cancellations and patients that did not attend their appointment is published by NHS England. Data is available by year and includes the number of cancellations, whether these were hospital or patient cancellations, and the percentage these represent of total elective admissions. This is available on the following link, within "Hospital Outpatient Activity, 2024-25: Report Tables":

https://digital.nhs.uk/data-and-information/publications/statistical/hospital-outpatient-activity/2024-25

Appointments cancelled by hospitals or other National Health Service authorities do not appear in statistics as completed appointments. For admitted patients, the Department does not hold data on the cause of cancellations or where patients did not attend their operation.

Data on the number of last-minute cancelled operations is published by NHS England. Last minute means on the day the patient was due to arrive, after the patient has arrived in hospital or on the day of the operation or surgery. It does not include cancelled operations before the day of the operation. Data is available by year and quarter and includes the number of cancellations and the percentage these represent of total elective admissions. This is available at the following link, within the ‘Time Series’ report:

https://www.england.nhs.uk/statistics/statistical-work-areas/cancelled-elective-operations/cancelled-ops-data/

For outpatient appointments, data on cancellations and patients that did not attend their appointment is published by NHS England. Data is available by year and includes the number of cancellations, whether these were hospital or patient cancellations, and the percentage these represent of total elective admissions. This is available on the following link, within "Hospital Outpatient Activity, 2024-25: Report Tables":

https://digital.nhs.uk/data-and-information/publications/statistical/hospital-outpatient-activity/2024-25

Appointments cancelled by hospitals or other National Health Service authorities do not appear in statistics as completed appointments. For admitted patients, the Department does not hold data on the cause of cancellations or where patients did not attend their operation.

Data on the number of last-minute cancelled operations is published by NHS England. Last minute means on the day the patient was due to arrive, after the patient has arrived in hospital or on the day of the operation or surgery. It does not include cancelled operations before the day of the operation. Data is available by year and quarter and includes the number of cancellations and the percentage these represent of total elective admissions. This is available at the following link, within the ‘Time Series’ report:

https://www.england.nhs.uk/statistics/statistical-work-areas/cancelled-elective-operations/cancelled-ops-data/

For outpatient appointments, data on cancellations and patients that did not attend their appointment is published by NHS England. Data is available by year and includes the number of cancellations, whether these were hospital or patient cancellations, and the percentage these represent of total elective admissions. This is available on the following link, within "Hospital Outpatient Activity, 2024-25: Report Tables":

https://digital.nhs.uk/data-and-information/publications/statistical/hospital-outpatient-activity/2024-25

The diagnosis of placenta accreta spectrum is primarily done in the antenatal period using ultrasound imaging. To ensure effective diagnosis and management of placenta accreta spectrum, national guidance is provided within the National Institute for Health and Care Excellence (NICE) guidance and the Royal College of Obstetricians and Gynaecologists’ Placenta Praevia and Placenta Accreta: Diagnosis and Management Guideline. The NICE guidance and the Royal College of Obstetricians and Gynaecologists’ guidelines are available, respectively, at the following two links:

https://www.nice.org.uk/guidance/ng192/documents/draft-guideline-2

https://www.rcog.org.uk/guidance/browse-all-guidance/green-top-guidelines/placenta-praevia-and-placenta-accreta-diagnosis-and-management-green-top-guideline-no-27a/

In 2020, NHS England commissioned placenta accreta networks in the United Kingdom to support local and regional screening, shared protocols, and co-ordinated referral pathways to specialist pregnancy accreta centres. These centres consist of highly experienced multidisciplinary teams with the expertise to manage this condition and improve the safety outcomes for women and babies.

No assessment has been made of the potential impact of redundancy on access to levy-funded development for experienced National Health Service staff.

The Department for Education issues guidance for all apprentices who are at risk of redundancy, which is available on their website. This sets out the terms for supporting apprentices at risk of redundancy and for continuing to fund their apprenticeships following redundancy.

To further bolster training opportunities for experienced NHS staff, NHS England is expanding some national leadership and development offers, increasing flexible and mid-career offers, and widening access based on skills and potential rather than linear progression. Additional targeted outreach and career support are being used in places to encourage participation from experienced staff, including during periods of organisational change.

NHS Online will be a new, optional online service allowing patients to digitally connect with clinicians across England. When a patient is referred to NHS Online, should a consultation be required, they will see the next available specialist, who may be anywhere in the country. For patients who are diagnosed with menopause or menstrual disorders conditions, where the NHS Online clinician determines that in-person specialist services are the appropriate treatment, they will be transferred to appropriate local services, including in-person specialist care.

Patients will always have the choice of face-to-face appointments, and those who need physical examinations or procedures will continue to receive them either at hospital or local hubs nearby. If a patient displays more complex symptoms after the original referral to NHS Online, then they can be referred back on to a more traditional pathway.

In March 2024, the Department launched a campaign to raise awareness of high blood pressure, or hypertension, and to encourage those eligible to get checked for free at their local pharmacy. The campaign ran for three weeks with advertising on television, video-on-demand, social media, and on poster sites near to pharmacies, in addition to public relations and partnerships support.

Visits to the National Health Service pharmacy look-up tool increased by over 967%, and there were 117,546 visits to the tool over the campaign period, compared to 12,154 in the three weeks prior to the campaign launch. In March 2024, 50,046 more people got life-saving blood pressure checks than in the same period the previous year, a 42% uplift. In April 2024, there were 76,627 more checks, equivalent to a 66% uplift.

We continue to invest heavily in the community pharmacy hypertension service, and since October 2021, pharmacies have delivered nearly 4.2 million blood pressure and ambulatory blood pressure monitoring checks. In addition, the NHS Blood Pressure @Home initiative has delivered over 220,000 blood pressure monitors to enable at-risk patients to measure their blood pressure remotely.

Both the North Bristol NHS Trust and the University Hospitals Bristol and Weston NHS Foundation Trust have dedicated maternity bereavement teams who provide support for families experiencing baby loss. This includes practical help with funeral arrangements, accessing financial support, and investigations, as well as ongoing emotional support, attending appointments, and supporting them when meeting and making memories with their baby.

Counselling or access to psychological support are available, and spiritual or religious support is provided by chaplaincy teams in collaboration with external religious leaders at the family's request. Support for families during subsequent pregnancy is also provided.

Local teams ensure all those experiencing early pregnancy loss are made aware of the resources available to them through partners and charities, many of whom they work with regularly, and will signpost families on to them where appropriate for ongoing support.

The single greatest risk for cardiovascular disease (CVD) is raised blood pressure and as set out in the 10-Year Health Plan, we will publish a modern service framework for CVD later this year. The framework will identify the best evidenced interventions, set clear quality standards, drive innovation in CVD prevention and management, and reduce unwarranted variation.

We have invested heavily in hypertension case-finding for those over 40 years old in community pharmacies. As part of the service, pharmacies have delivered nearly 4.2 million blood pressure and ambulatory blood pressure monitoring checks since October 2021 and as of August 2024, 7,641 pharmacies were actively delivering the service.

The information requested is not held in this format in the Department’s accounts system and can only be obtained at disproportionate cost.

The Department’s Community Automated External Defibrillator (AED) Fund delivered 3080 new AEDs to local communities between September 2023 and February 2025.

The Government’s position is that local communities are best placed to make decisions about procuring, locating and maintaining AEDs. Over 110,000 defibrillators are registered in the United Kingdom on The Circuit, the independent AED database. Over 30,000 of these have been added in the past two years, many as a result of local community-led action.

More broadly, Cheshire and Merseyside Integrated Care Board is taking a whole system approach to improving cardiovascular health including improving the detection and treatment of key cardiac risk factors. The action being taken aims to lower the incidence of sudden cardiac arrest associated with unmanaged arrhythmia, high blood pressure and advanced coronary disease.

Data on chronic kidney disease (CKD) prevalence nationally and locally is available at the following link:

https://fingertips.phe.org.uk/search/chronic%20kidney%20disease#page/4/gid/1/pat/159/par/K02000001/ati/15/are/E92000001/iid/258/age/168/sex/4/cat/-1/ctp/-1/yrr/1/cid/4/tbm/1

NHS England’s Renal Clinical Network Specification states that the patient population in England with advanced kidney disease requiring renal replacement therapy is growing at a rate of 3% per annum. NHS England’s Renal Clinical Network Specification is available at the following link:

https://www.england.nhs.uk/wp-content/uploads/2024/05/PRN231110-renal-clinical-network-specification-2023-.pdf

To tackle this, NHS England is delivering a comprehensive programme to improve the diagnosis, treatment, and outcomes of people with kidney disease. NHS England has published a renal services transformation toolkit to support earlier identification of CKD and to strengthen management across the whole patient pathway.

Eight commissioned regional renal clinical networks are implementing this toolkit, in collaboration with providers, with a clear focus on improving early diagnosis, slowing disease progression, and reducing the number of patients reaching advanced stages of kidney disease. This work is supported nationally by the Renal Clinical Reference Group.

NHS England is also supporting the Department and key kidney organisations to identify further opportunities to enhance prevention, diagnosis, treatment, and long‑term outcomes for people living with kidney disease.

Data on chronic kidney disease (CKD) prevalence nationally and locally is available at the following link:

https://fingertips.phe.org.uk/search/chronic%20kidney%20disease#page/4/gid/1/pat/159/par/K02000001/ati/15/are/E92000001/iid/258/age/168/sex/4/cat/-1/ctp/-1/yrr/1/cid/4/tbm/1

NHS England’s Renal Clinical Network Specification states that the patient population in England with advanced kidney disease requiring renal replacement therapy is growing at a rate of 3% per annum. NHS England’s Renal Clinical Network Specification is available at the following link:

https://www.england.nhs.uk/wp-content/uploads/2024/05/PRN231110-renal-clinical-network-specification-2023-.pdf

To tackle this, NHS England is delivering a comprehensive programme to improve the diagnosis, treatment, and outcomes of people with kidney disease. NHS England has published a renal services transformation toolkit to support earlier identification of CKD and to strengthen management across the whole patient pathway.

Eight commissioned regional renal clinical networks are implementing this toolkit, in collaboration with providers, with a clear focus on improving early diagnosis, slowing disease progression, and reducing the number of patients reaching advanced stages of kidney disease. This work is supported nationally by the Renal Clinical Reference Group.

NHS England is also supporting the Department and key kidney organisations to identify further opportunities to enhance prevention, diagnosis, treatment, and long‑term outcomes for people living with kidney disease.

Data on chronic kidney disease (CKD) prevalence nationally and locally is available at the following link:

https://fingertips.phe.org.uk/search/chronic%20kidney%20disease#page/4/gid/1/pat/159/par/K02000001/ati/15/are/E92000001/iid/258/age/168/sex/4/cat/-1/ctp/-1/yrr/1/cid/4/tbm/1

NHS England’s Renal Clinical Network Specification states that the patient population in England with advanced kidney disease requiring renal replacement therapy is growing at a rate of 3% per annum. NHS England’s Renal Clinical Network Specification is available at the following link:

https://www.england.nhs.uk/wp-content/uploads/2024/05/PRN231110-renal-clinical-network-specification-2023-.pdf

To tackle this, NHS England is delivering a comprehensive programme to improve the diagnosis, treatment, and outcomes of people with kidney disease. NHS England has published a renal services transformation toolkit to support earlier identification of CKD and to strengthen management across the whole patient pathway.

Eight commissioned regional renal clinical networks are implementing this toolkit, in collaboration with providers, with a clear focus on improving early diagnosis, slowing disease progression, and reducing the number of patients reaching advanced stages of kidney disease. This work is supported nationally by the Renal Clinical Reference Group.

NHS England is also supporting the Department and key kidney organisations to identify further opportunities to enhance prevention, diagnosis, treatment, and long‑term outcomes for people living with kidney disease.

The Government is committed to raising the healthiest generation of children ever. The child health workforce, including health visiting teams, are central to how we support families to give their children the best start in life.

Health visitors lead the Healthy Child Programme, England’s universal, community-based public health programme for children and families. The work of health visitors enables early intervention and prevents the need for high-cost NHS treatments down the line. Their impact is vital to realising both our ambition to raising the healthiest generation of children ever and the shifts from hospital to community, and treatment to prevention.

As set out in the Best Start in Life strategy, the Government has committed to strengthening health visiting services so that all families have access to high-quality, support they need.

As announced in the 10-Year Health Plan, as well as an overall quality strategy, the National Quality Board is overseeing the development of a new series of service frameworks to accelerate progress in conditions where there is potential for rapid and significant improvements in quality of care and productivity.

Early priorities include cardiovascular disease, severe mental illness, and the first ever service framework for frailty and dementia. The Government will consider other long-term conditions with significant health and economic impacts for future waves of modern service frameworks.

Post graduate medical training is initially through the two-year foundation programme, followed by progression to specialist training programmes.

NHS England publishes monthly data on the National Health Service Hospital and Community Health Service (HCHS) workforce in England. This includes data on the recorded disability status of Foundation year 1 doctors. Further information is avaiable at the following link, in the file ‘NHS HCHS Workforce Statistics, Trusts and core organisations – data tables’:

https://digital.nhs.uk/data-and-information/publications/statistical/nhs-workforce-statistics

For doctors entering medical specialty training, in the 2024 NHS medical specialty training programme, 285 doctors had a recorded disability, which represents 2.1% of all doctors accepting an offer, while 13,099, or 94.6%, recorded no disability, and for a further 462, or 3.3%, the disability status was not known/not recorded.

Each year NHS England published the disability status of applicants, including a count of those accepting posts, for each individual medical specialty to help future cohorts in their application processes. This information is avaiable at the following link:

https://medical.hee.nhs.uk/medical-training-recruitment/medical-specialty-training/equality-and-diversity

The Department is supporting National Infrastructure and Service Transformation Authority to develop the new Public Private Partnership (PPP) model for Neighbourhood Health Centres (NHCs). The new NHC PPP model will build on lessons from the past including the National Audit Office’s 2025 report on private finance and other models currently in use, which is avaiable at the following link:

https://www.nao.org.uk/wp-content/uploads/2025/03/lessons-learned-private-finance-for-infrastructure.pdf

The new PPP model is about delivering the infrastructure to support the delivery of neighbourhood services, and we are not using the private sector to deliver the National Health Service clinical services that will be delivered from these centres.

The need for NHCs will be locally driven and will recognise what already exists and where additional provision or a new combination of services is needed. Funding of these NHCs under any new PPP model will need to demonstrate value for money and affordability.

The use of paid facility time for trade union duties and activities is a matter for NHS England as the employer. Trade union representatives are entitled to paid time for trade union duties and unpaid time for trade union activities by law under the Trade Union and Labour Relations (Consolidation) Act 1992 (TULCRA), with local agreements with trade unions determining specifics. Section 25 of the National Health Service staff terms and conditions of service, the Agenda for Change, handbook gives NHS employers the flexibility to determine what union activities are paid. Approval for these payments is not required by my Rt Hon. Friend, the Secretary of State for Health and Social Care, or the Permanent Secretary of the Department of Health and Social Care.

We want to move the National Health Service toward a culture where flexible working opportunities are much more widely available and there is support for employees to be able to work more sustainably.

A number of actions have already been taken to support flexible working in the NHS including changes to terms and conditions and training for staff and line managers to help drive culture change and support uptake. NHS England continues to support organisations in the implementation of effective use of e-rostering systems. E-rostering can allocate individuals to shifts based on their working patterns and preferences, supporting more predictable shift patterns, especially when paired with a team-based rostering approach.

Additionally, as set out in the 10-Year Health Plan, we will introduce a new set of staff standards for modern employment this year which will aim to ensure NHS staff feel well supported in the workplace.

No formal assessment has been made of the potential impact of unrecovered income from the charging of overseas visitors on either National Health Service trust finances or service delivery.

However, we continue to work with NHS England to ensure that the system of NHS cost recovery works as effectively and fairly as possible.

There have been no specific discussions on this matter. The terms and conditions in the standard National Health Service contract, used to contract with private contractors in England, recognises the need to engage with trade unions where they are present and as applicable for that contract. Otherwise, private contractors are like any other employer and need to comply with the existing rules on trade union recognition, as set out in the Trade Union and Labour Relations (Consolidation) Act 1992.

There have been no specific discussions on this with private contractors working in the National Health Service.

Independent organisations commissioned by the NHS in England, such as general practices or social enterprises, are free to develop and adapt their own terms and conditions of employment, including the pay scales that they use. It is for them to determine what is affordable within the financial model they operate.

The refreshed Women’s Health Strategy will play a central role in improving outcomes for women living with long‑term conditions like lipoedema by addressing the systemic barriers that have historically contributed to delayed diagnosis, variability in care, and poorer health experiences.

The refreshed strategy places a strong emphasis on creating a healthcare system that listens to women, reduces diagnostic waiting times, and tackles entrenched inequalities, ensuring services are better aligned with women’s needs. By strengthening clinical awareness, supporting earlier and more accurate diagnosis, and embedding high‑quality, evidence‑based care across the system, the updated strategy, fully aligned with the 10‑Year Health Plan, will enhance support for women managing a wide range of long‑term conditions, including lipoedema.

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.

Department officials regularly discuss a range of issues with colleagues in the National Institute for Health and Care Excellence (NICE), including in relation to the development of guidance on individual products.

NICE develops its recommendations on new medicines independently on the basis of a thorough assessment of the available evidence and through extensive engagement with interested parties. NICE is currently re-evaluating the CAR-T therapy brexucabtagene autoleucel (Tecartus) to determine whether it can be recommended for routine National Health Service use, taking into account real-world evidence generated through its use in the Cancer Drugs Fund.