Asked by: Baroness Stedman-Scott (Conservative - Life peer)
Question to the Department for Education:
To ask His Majesty's Government what categories of information are collected or processed by the Department for Education’s Risk of NEET Indicator tool to identify young people at risk of becoming not in education, employment or training.
Answered by Baroness Smith of Malvern - Minister of State (Department for Work and Pensions)
The government is taking forward a range of measures to prevent young people from becoming not in education employment or training (NEET), including improving identification, tracking and data sharing.
The department’s Risk of NEET Indicator tool brings together a range of indicators associated with an increased risk of becoming NEET. These include special educational needs and disabilities, attendance in alternative provision, mental health needs, care experience, Children in Need status, youth offending, caring responsibilities, parenthood or pregnancy, refugee / asylum-seeker status, substance misuse, exclusion from school or poor attendance, and eligibility for free school meals.
The tool is intended to support local authorities and their partners in the early identification of young people who may require additional support to participate and remain engaged in education, employment or training.
Asked by: Baroness Stedman-Scott (Conservative - Life peer)
Question to the Department of Health and Social Care:
To ask His Majesty's Government, further to the Written Answer by Baroness Merron on 6 July (HL894), what discussions have taken place between (1) the Department of Health and Social Care, (2) the Department for Work and Pensions, and (3) HM Treasury, on addressing the £4.9 billion annual loss in workplace productivity associated with obesity-related absence.
Answered by Baroness Merron - Parliamentary Under-Secretary (Department of Health and Social Care)
The Government remains committed to delivering the moonshot to end the obesity epidemic. I refer the Noble Baroness to the prevention chapter of the 10-Year Health Plan that sets out our package of policies to improve the healthiness of the food environment and reduce obesity rates.
I also refer the Noble Baroness to Sir Charlie Mayfield’s independent Keep Britain Working review report. The Department of Health and Social Care is working with the Department for Work and Pension and the Department of Business and Trade on the Keep Britain Working Vanguard Phase, focused on tackling health-related economic inactivity and promoting healthy and inclusive workplaces. No discussions have taken place between the Department of Health and Social Care, the Department for Work and Pensions, and HM Treasury on addressing the £4.9 billion annual loss in workplace productivity associated with obesity-related absence.
After the initial wave of modern service frameworks (MSFs) is complete, the National Quality Board will determine the conditions to prioritise for new MSFs as part of its work programme.
Proposals for new MSFs will be assessed by the National Quality Board against a clear set of criteria, including: the strength of the case for change; the presence of consensus around a genuinely ambitious, long term outcome goal; the existence of a strong coalition of cross-system partners; and the potential for digital by default models and service transformation.
Asked by: Baroness Stedman-Scott (Conservative - Life peer)
Question to the Department of Health and Social Care:
To ask His Majesty's Government what joint work is being undertaken with the Department of Work and Pensions to ensure that obesity prevention, early intervention and treatment are reflected in the implementation of the Keep Britain Working Vanguard phase.
Answered by Baroness Merron - Parliamentary Under-Secretary (Department of Health and Social Care)
The Government remains committed to delivering the moonshot to end the obesity epidemic. I refer the Noble Baroness to the prevention chapter of the 10-Year Health Plan that sets out our package of policies to improve the healthiness of the food environment and reduce obesity rates.
I also refer the Noble Baroness to Sir Charlie Mayfield’s independent Keep Britain Working review report. The Department of Health and Social Care is working with the Department for Work and Pension and the Department of Business and Trade on the Keep Britain Working Vanguard Phase, focused on tackling health-related economic inactivity and promoting healthy and inclusive workplaces. No discussions have taken place between the Department of Health and Social Care, the Department for Work and Pensions, and HM Treasury on addressing the £4.9 billion annual loss in workplace productivity associated with obesity-related absence.
After the initial wave of modern service frameworks (MSFs) is complete, the National Quality Board will determine the conditions to prioritise for new MSFs as part of its work programme.
Proposals for new MSFs will be assessed by the National Quality Board against a clear set of criteria, including: the strength of the case for change; the presence of consensus around a genuinely ambitious, long term outcome goal; the existence of a strong coalition of cross-system partners; and the potential for digital by default models and service transformation.
Asked by: Baroness Stedman-Scott (Conservative - Life peer)
Question to the Department of Health and Social Care:
To ask His Majesty's Government what the formal criteria were for selecting topics for the first wave of Modern Service Frameworks; and how those criteria have been applied in assessing the case for a Modern Service Framework for Obesity.
Answered by Baroness Merron - Parliamentary Under-Secretary (Department of Health and Social Care)
The Government remains committed to delivering the moonshot to end the obesity epidemic. I refer the Noble Baroness to the prevention chapter of the 10-Year Health Plan that sets out our package of policies to improve the healthiness of the food environment and reduce obesity rates.
I also refer the Noble Baroness to Sir Charlie Mayfield’s independent Keep Britain Working review report. The Department of Health and Social Care is working with the Department for Work and Pension and the Department of Business and Trade on the Keep Britain Working Vanguard Phase, focused on tackling health-related economic inactivity and promoting healthy and inclusive workplaces. No discussions have taken place between the Department of Health and Social Care, the Department for Work and Pensions, and HM Treasury on addressing the £4.9 billion annual loss in workplace productivity associated with obesity-related absence.
After the initial wave of modern service frameworks (MSFs) is complete, the National Quality Board will determine the conditions to prioritise for new MSFs as part of its work programme.
Proposals for new MSFs will be assessed by the National Quality Board against a clear set of criteria, including: the strength of the case for change; the presence of consensus around a genuinely ambitious, long term outcome goal; the existence of a strong coalition of cross-system partners; and the potential for digital by default models and service transformation.
Asked by: Baroness Stedman-Scott (Conservative - Life peer)
Question to the Department of Health and Social Care:
To ask His Majesty's Government whether they remain committed to delivering the moonshot to end the obesity epidemic; and what metrics will be used to measure the success of the moonshot.
Answered by Baroness Merron - Parliamentary Under-Secretary (Department of Health and Social Care)
The Government remains committed to delivering the moonshot to end the obesity epidemic. I refer the Noble Baroness to the prevention chapter of the 10-Year Health Plan that sets out our package of policies to improve the healthiness of the food environment and reduce obesity rates.
I also refer the Noble Baroness to Sir Charlie Mayfield’s independent Keep Britain Working review report. The Department of Health and Social Care is working with the Department for Work and Pension and the Department of Business and Trade on the Keep Britain Working Vanguard Phase, focused on tackling health-related economic inactivity and promoting healthy and inclusive workplaces. No discussions have taken place between the Department of Health and Social Care, the Department for Work and Pensions, and HM Treasury on addressing the £4.9 billion annual loss in workplace productivity associated with obesity-related absence.
After the initial wave of modern service frameworks (MSFs) is complete, the National Quality Board will determine the conditions to prioritise for new MSFs as part of its work programme.
Proposals for new MSFs will be assessed by the National Quality Board against a clear set of criteria, including: the strength of the case for change; the presence of consensus around a genuinely ambitious, long term outcome goal; the existence of a strong coalition of cross-system partners; and the potential for digital by default models and service transformation.
Asked by: Baroness Stedman-Scott (Conservative - Life peer)
Question to the Department for Work and Pensions:
To ask His Majesty's Government what training and accreditation are required for members of the Child Maintenance Service specialist caseworker team; how frequently that training is refreshed; and whether its content is developed in consultation with specialist domestic abuse organisations.
Answered by Baroness Sherlock - Minister of State (Department for Work and Pensions)
Safeguarding is of the utmost importance and is embedded throughout the day-to-day delivery of the Child Maintenance Service (CMS). All CMS colleagues are required to complete mandatory domestic abuse training every two years. In the intervening year, colleagues complete a knowledge check, and refresher training is provided where needed. This ensures they maintain the right skills and knowledge when dealing with customers who have experienced domestic abuse. CMS has collaborated with specialist charities and stakeholder organisations to modernise its domestic abuse training so caseworkers can better recognise coercive and controlling behaviour and signpost parents appropriately. The Department continues to work with these stakeholders to review and enhance its guidance, training and signposting resources.
All CMS staff know to refer certain cases to the dedicated Specialist Caseworker team, which provides targeted support for customers experiencing the most challenging or complex domestic abuse situations.
Once the CMS has moved a customer’s case into the Specialist Caseworker team, all inbound calls from that customer will route directly to that team. If the automated call routing cannot identify the customer, their call will go to a different team, but all caseworkers are trained to identify this and will reroute the call to the Specialist Caseworker Team.
CMS has strengthened telephony quality assurance arrangements and provided targeted training for team leaders on service standards, coaching and feedback. These measures are designed to support consistent service delivery and help ensure customers requiring specialist support are identified and transferred appropriately.
Asked by: Baroness Stedman-Scott (Conservative - Life peer)
Question to the Department for Work and Pensions:
To ask His Majesty's Government what service standards apply to the Child Maintenance Service specialist caseworker team, including standards relating to call waiting times, call-backs, caseworker continuity and the time taken to respond to correspondence.
Answered by Baroness Sherlock - Minister of State (Department for Work and Pensions)
Safeguarding is of the utmost importance and is embedded throughout the day-to-day delivery of the Child Maintenance Service (CMS). All CMS colleagues are required to complete mandatory domestic abuse training every two years. In the intervening year, colleagues complete a knowledge check, and refresher training is provided where needed. This ensures they maintain the right skills and knowledge when dealing with customers who have experienced domestic abuse. CMS has collaborated with specialist charities and stakeholder organisations to modernise its domestic abuse training so caseworkers can better recognise coercive and controlling behaviour and signpost parents appropriately. The Department continues to work with these stakeholders to review and enhance its guidance, training and signposting resources.
All CMS staff know to refer certain cases to the dedicated Specialist Caseworker team, which provides targeted support for customers experiencing the most challenging or complex domestic abuse situations.
Once the CMS has moved a customer’s case into the Specialist Caseworker team, all inbound calls from that customer will route directly to that team. If the automated call routing cannot identify the customer, their call will go to a different team, but all caseworkers are trained to identify this and will reroute the call to the Specialist Caseworker Team.
CMS has strengthened telephony quality assurance arrangements and provided targeted training for team leaders on service standards, coaching and feedback. These measures are designed to support consistent service delivery and help ensure customers requiring specialist support are identified and transferred appropriately.
Asked by: Baroness Stedman-Scott (Conservative - Life peer)
Question to the Department for Work and Pensions:
To ask His Majesty's Government whether customers assigned to the Child Maintenance Service specialist caseworker team are allocated a named caseworker; and, if so, what arrangements are in place to provide continuity when that caseworker is unavailable.
Answered by Baroness Sherlock - Minister of State (Department for Work and Pensions)
Safeguarding is of the utmost importance and is embedded throughout the day-to-day delivery of the Child Maintenance Service (CMS). All CMS colleagues are required to complete mandatory domestic abuse training every two years. In the intervening year, colleagues complete a knowledge check, and refresher training is provided where needed. This ensures they maintain the right skills and knowledge when dealing with customers who have experienced domestic abuse. CMS has collaborated with specialist charities and stakeholder organisations to modernise its domestic abuse training so caseworkers can better recognise coercive and controlling behaviour and signpost parents appropriately. The Department continues to work with these stakeholders to review and enhance its guidance, training and signposting resources.
All CMS staff know to refer certain cases to the dedicated Specialist Caseworker team, which provides targeted support for customers experiencing the most challenging or complex domestic abuse situations.
Once the CMS has moved a customer’s case into the Specialist Caseworker team, all inbound calls from that customer will route directly to that team. If the automated call routing cannot identify the customer, their call will go to a different team, but all caseworkers are trained to identify this and will reroute the call to the Specialist Caseworker Team.
CMS has strengthened telephony quality assurance arrangements and provided targeted training for team leaders on service standards, coaching and feedback. These measures are designed to support consistent service delivery and help ensure customers requiring specialist support are identified and transferred appropriately.
Asked by: Baroness Stedman-Scott (Conservative - Life peer)
Question to the Department for Work and Pensions:
To ask His Majesty's Government whether Child Maintenance Service customers can request assignment to the specialist caseworker team; and what process is followed where such a request is refused.
Answered by Baroness Sherlock - Minister of State (Department for Work and Pensions)
Safeguarding is of the utmost importance and is embedded throughout the day-to-day delivery of the Child Maintenance Service (CMS). All CMS colleagues are required to complete mandatory domestic abuse training every two years. In the intervening year, colleagues complete a knowledge check, and refresher training is provided where needed. This ensures they maintain the right skills and knowledge when dealing with customers who have experienced domestic abuse. CMS has collaborated with specialist charities and stakeholder organisations to modernise its domestic abuse training so caseworkers can better recognise coercive and controlling behaviour and signpost parents appropriately. The Department continues to work with these stakeholders to review and enhance its guidance, training and signposting resources.
All CMS staff know to refer certain cases to the dedicated Specialist Caseworker team, which provides targeted support for customers experiencing the most challenging or complex domestic abuse situations.
Once the CMS has moved a customer’s case into the Specialist Caseworker team, all inbound calls from that customer will route directly to that team. If the automated call routing cannot identify the customer, their call will go to a different team, but all caseworkers are trained to identify this and will reroute the call to the Specialist Caseworker Team.
CMS has strengthened telephony quality assurance arrangements and provided targeted training for team leaders on service standards, coaching and feedback. These measures are designed to support consistent service delivery and help ensure customers requiring specialist support are identified and transferred appropriately.
Asked by: Baroness Stedman-Scott (Conservative - Life peer)
Question to the Department of Health and Social Care:
To ask His Majesty's Government what steps they are taking to ensure consistent and equitable access to pharmacological interventions for overweight and obesity recommended in National Institute for Health and Care Excellence guideline NG246; and how they are monitoring compliance with this guideline across all Integrated Care Systems in England.
Answered by Baroness Merron - Parliamentary Under-Secretary (Department of Health and Social Care)
I refer the Noble Baroness to the answer provided in the House of Commons on 2 June 2026 in response to Question 2751 which, for ease of reference, is reproduced below.
Integrated care boards (ICBs) are legally required to make funding available for medicines recommended by the National Institute for Health and Care Excellence (NICE) in line with NICE guidance and the NICE Funding Variation for tirzepatide.
NHS England is supporting ICBs to implement local pathways for the assessment, prescribing, and management of tirzepatide, and has centrally commissioned wraparound support for eligible patients. It has also provided additional funding in 2025/26 and 2026/27 to support towards the cost of prescribing weight loss medicines. From 2026/27, NHS England has introduced new Quality and Outcomes Framework indicators, with additional funding to support implementation of obesity medicine pathways in primary care.
NHS England monitors implementation through routine engagement with systems. There are currently no plans for NHS England to review the methodology used to allocate funding to ICBs for these services.