Asked by: John Hayes (Conservative - South Holland and The Deepings)
Question to the Department of Health and Social Care:
To ask the Secretary of State for Health and Social Care, if he will publish a list of training programmes used by civil servants in his Department since 2020.
Answered by Karin Smyth - Minister of State (Department of Health and Social Care)
The Department’s approach to learning, development, and training programmes is designed to build a highly skilled, confident workforce. The Department has progressively strengthened its offer since 2020 through the introduction and iteration of the Core Skills Programme. The training programme focuses on developing profession specific and working in Government skills.
In addition to departmental learning provisions, business areas are allocated devolved learning and development budgets, enabling them to prioritise training that addresses their own identified capability needs. These individual training requirements tend to be job-specific, personal development, technical, qualifications, or accreditation based, or subject matter expertise related, such as specific policy areas.
A full list of departmental provision since 2020 is provided below, and this is in addition to courses that can be booked individually through Civil Service Learning, the cross Civil Service Learning Platform:
- Management Fundamentals 2020;
- New Manager Programme 2021;
- Experienced Manager Programme 2021;
- Foundation Management Programme 2023;
- Practitioner Management Programme 2023;
- Department of Health and Social Care Management Fundamentals 2023;
- ACAS Line Manager training 2023;
- Core Skills Programme 2023 to present, covering policy, digital, project delivery, commercial, analysis and finance, and working in Government skills;
- the Department’s Management Academy, Managing Change Programme 2023 to 2024, to strengthen capability in leading people through organisational change;
- People Policies Workshop 2025 to present, for line-management learning intervention focused on practical application of core people policies; and
- Leadership Development Programme, which is ongoing.
The Department also delivers a number of talent schemes which incorporate formal training and development programmes alongside on‑the‑job experience. These schemes are designed to build future capability in priority professions and leadership pipelines, supporting individuals at different career stages, including both delegated grades and Senior Civil Servants (SCS), through a combination of a defined learning curriculum, practical development, and coaching and mentoring. A list of departmental talent schemes that have delivered training programmes since 2020 is set out below. For delegated grade talent schemes, they are as follows:
- Health Policy Fast Track Scheme;
- Civil Service Fast Stream;
- Future Leaders Scheme;
- Beyond Boundaries;
- Interdepartmental Talent Programme;
- Summer Internship Programme;
- Autism Exchange Internship Programme;
- Care Leavers Internship Scheme; and
- Civil Service Apprenticeship Programmes.
And for SCS talent schemes, the programmes are as follows:
- Senior Leaders Scheme;
- Directors Leadership Programme;
- Forward Institute Exchange Programme ;
- Forward Institute Fellowship;
- Individual Development Programme;
- OpDel Exchange Programme;
- Policy Fellowship for the Centre for Science and Policy;
- Whitehall and Industry Group Senior Leaders Programme;
- Whitehall and Industry Group Exchange Programme; and
- High Potential Development Scheme.
Asked by: Steve Barclay (Conservative - North East Cambridgeshire)
Question to the Ministry of Defence:
To ask the Secretary of State for Defence, what proportion of applicants to the UK's Active Reserve forces successfully joined in the last year for which figures are available.
Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence)
The UK’s Reserve Forces are a vital component of Defence, providing critical capability, specialist skills and a strong connection to wider society, while offering a flexible and cost‑effective means of meeting operational demand. Reserves underpin the Armed Forces’ ability to respond to threats at home and overseas, and the Strategic Defence Review has reinforced their importance, including our ambition to grow the Active Reserve by at least 20 per cent.
In Financial Year 2024-25, the proportion of people who applied to join the Armed Forces Reserves and who subsequently became untrained entrants was as follows: Royal Navy 7%, British Army 4%, Royal Air Force 5%, in line with a long-standing trend.
Between the point of application and becoming an untrained entrant, a variety of checks and tests are conducted to ensure that any applicant entering training is suitable for military service and that it is credible that the applicant will complete training. This ensures that the standards of the Armed Forces are maintained and that public funds and resources are not wasted. There are a number of reasons for an applicant not being successful, including medical scrutiny. Reserve applications, when compared to Regulars, also reflects an older profile of applicants together with a need to balance service with civilian work and family life. In addition, historically these tests and checks in the recruiting process have involved multiple stages and appointments, which can lengthen timelines and increase drop‑out before entry.
The Department has taken urgent and targeted action since November 2024 to improve throughput which has been low historically. The Services have already streamlined recruiting processes by reducing the number of appointments, increasing automation and using digital tools to speed up decision‑making, which has improved conversion in some areas. Reserves‑specific national and local marketing campaigns are being used to better target likely candidates and set clearer expectations from the outset. From next year, Reserve recruiting will also transition to the new Armed Forces Recruiting System, which will use modern technology and industry expertise to deliver a faster, more effective and more consistent recruiting experience across Defence.
Asked by: Lee Dillon (Liberal Democrat - Newbury)
Question to the Department for Education:
To ask the Secretary of State for Education, what plans she has to place greater emphasis on the development of work-related skills in schools and colleges.
Answered by Josh MacAlister - Parliamentary Under-Secretary (Department for Education)
The department’s reforms will prepare children for the modern world, ensuring every pupil develops essential knowledge and skills for life, work and innovation. We will strengthen the curriculum by embedding critical media literacy and sustainability and improving financial education. A refreshed computing curriculum will build early digital confidence, including core learning on artificial intelligence, and integrate digital skills across subjects.
Colleges already deliver a wide range of technical or vocational provision aimed at equipping students with the skills they need for work or higher study, such as T Levels, based on employer-designed standards with a 45-day industry placement.
Reforms set out in the Post-16 Education and Skills White Paper to develop the skilled workforce our economy needs include new V Levels, expansion of T Levels; and clearer Level 2 routes through Occupational and Further Study Pathways.
We are also strengthening careers advice and guidance in schools, driven by updated Gatsby Benchmarks and our commitment to deliver at least two weeks’ worth of work experience for all pupils.
Asked by: John Hayes (Conservative - South Holland and The Deepings)
Question to the Ministry of Defence:
To ask the Secretary of State for Defence, if he will list the training programmes used by civil servants in his Department since 2020.
Answered by Louise Sandher-Jones - Parliamentary Under-Secretary (Ministry of Defence)
Civil servants have access to a wide range of training through the Government Campus and Civil Service Learning (CSL), covering areas including leadership, policy, digital and project management skills. Key provision includes Civil Service Essentials, Line Management Induction, and specialised courses on security, policy‑making and communications. A recommended learning curriculum is published on GOV.UK at: https://www.gov.uk/government/collections/the-civil-service-recommended-curriculum.
Defence also provides training for its Civil Service workforce through a range of internal programmes, including classified courses and profession and domain specific training, which are organised and delivered at a local level.
A comprehensive list of all training programmes within the scope of the question is not held centrally and could be provided only at disproportionate cost.
Asked by: Lord Taylor of Warwick (Non-affiliated - Life peer)
Question to the Department for Science, Innovation & Technology:
To ask His Majesty's Government what assessment they have made of the impact of large-scale AI data centre developments on regional economic growth.
Answered by Baroness Lloyd of Effra - Baroness in Waiting (HM Household) (Whip)
Data centres are foundational to a competitive UK economy, underpinning the digital services that drive productivity across sectors—from finance and advanced manufacturing to public services and the creative industries. By enabling AI, cloud computing and data‑intensive services, they deliver economy‑wide productivity gains nationally and regionally, as well as strengthen the UK’s attractiveness as an investment destination.
TechUK has estimated that UK data centres contribute £4.7 billion pounds in gross value added each year and support-tens of thousands of high-quality jobs across construction, operations and specialist supply chains. Operational employment is generally highly skilled and well paid, with wider employment supported through demand for electrical engineering, cooling, digital infrastructure and maintenance services. More widely, TechUK estimates that each job funded by data centre operations supports between 1.4–2.5 jobs in the wider economy.
HMG’s AI Growth Zone programme unlocks significant private investment and secures compute to drive AI growth, supporting high‑value local jobs and skills. HMG is investing up to £5 million per AI Growth Zone, in the North-East of England, Oxfordshire, North and South Wales, and Lanarkshire in Scotland, working with local areas to design tailored schemes to realise local economic benefits and boost AI adoption in local communities.
Asked by: Ian Roome (Liberal Democrat - North Devon)
Question to the Department of Health and Social Care:
To ask the Secretary of State for Health and Social Care, what steps his Department is taking to ensure The Renewed Women's Health Strategy for England, published April 2026, improves gynaecology care in regions with local shortages of gynaecologists.
Answered by Karin Smyth - Minister of State (Department of Health and Social Care)
The Renewed Women’s Health Strategy was published on 15 April 2026 and sets out a bold, long‑term plan to transform how the health and care system listens to, supports, and delivers for women and girls across all regions in England.
It puts women’s voices and choices at the centre of care, drives faster improvements in services and outcomes that matter most to women, and tackles long‑standing health inequalities across the life course. The strategy aligns with the 10-Year Health Plan to shift care into the community, harness digital innovation, and strengthen prevention so women can live healthier, more fulfilled lives.
The Government is committed to publishing a 10 Year Workforce Plan to set out action to create a workforce ready to deliver the transformed service set out in the 10-Year Health Plan. The plan will ensure the National Health Service has the right people in the right places, with the right skills to care for patients, when they need it.
Asked by: Lord Hunt of Kings Heath (Labour - Life peer)
Question to the Department of Health and Social Care:
To ask His Majesty's Government what assessment they have made of the findings by The Health Foundation in its analysis, Electronic patient record systems in England: what do NHS staff think?, published on 24 March, that less than 50 per cent of NHS staff who participated in the survey had received training on how to use the electronic patient record system for their role, and less than 28 per cent had received training on how to fix or troubleshoot problems.
Answered by Baroness Merron - Parliamentary Under-Secretary (Department of Health and Social Care)
To help ensure every National Health Service hospital in England can benefit from digital transformation, the Government has invested £1.9 billion in either new or existing electronic patient record (EPR) systems. This has resulted in almost all trusts now having an EPR in place, or in delivery. Evidence from secondary care shows that EPRs are contributing to a 4.5% reduction in length of stay and a 13% lower cost in admitted patient spells.
Whilst this represents significant progress, we are continuing to fully realise the benefits of EPRs by building skills and changing management capacity. This includes sharing best practice, improving usability, training users more effectively, and ensuring systems are tailored to local context rather than adopting a one size fits all approach.
Asked by: Lord Hunt of Kings Heath (Labour - Life peer)
Question to the Department of Health and Social Care:
To ask His Majesty's Government what assessment they have made of the analysis from The Health Foundation, Electronic patient record systems in England: what do NHS staff think?, published on 24 March, particularly the finding that 37 per cent of staff felt that electronic patient records were not currently working well in their organisation.
Answered by Baroness Merron - Parliamentary Under-Secretary (Department of Health and Social Care)
To help ensure every National Health Service hospital in England can benefit from digital transformation, the Government has invested £1.9 billion in either new or existing electronic patient record (EPR) systems. This has resulted in almost all trusts now having an EPR in place, or in delivery. Evidence from secondary care shows that EPRs are contributing to a 4.5% reduction in length of stay and a 13% lower cost in admitted patient spells.
Whilst this represents significant progress, we are continuing to fully realise the benefits of EPRs by building skills and changing management capacity. This includes sharing best practice, improving usability, training users more effectively, and ensuring systems are tailored to local context rather than adopting a one size fits all approach.
Asked by: Al Pinkerton (Liberal Democrat - Surrey Heath)
Question to the Department for Work and Pensions:
To ask the Secretary of State for Work and Pensions, what steps his Department is taking to ensure that jobseekers with professional experience are supported to secure employment reflecting their skills and experience.
Answered by Diana Johnson - Minister of State (Department for Work and Pensions)
This Government is committed to delivering an employment support system that is personalised to individual needs. All jobseekers are entitled to tailored and flexible support through Jobcentre Plus. Work Coaches offer personalised advice to help individuals secure roles which reflect their skills, qualifications and prior experience, alongside targeted job‑search support. The Department for Work and Pensions provides job‑seeking support through a range of channels that can benefit those already with professional experience, including the Find a Job website and financial assistance, for interviews or starting work, through the Flexible Support Fund. Furthermore, the reformed Jobs and Careers Service will place greater focus on career advice and progression and better matching of people’s experience with employer’s needs.
Where appropriate, Work Coaches also identify any skills gaps and signpost jobseekers to relevant training and provision, including Skills Bootcamps, apprenticeships, sector‑based work academy programmes (SWAPs), and free courses for jobs, as well as essential English, maths and digital skills. This flexible offer allows experienced jobseekers to update, adapt or build on existing skills to meet current labour market demand. Programmes such as SWAPs can be set up for any sector, allowing them to be responsive to local labour market needs and tailored to priority and emerging sectors across Districts in England and Scotland.
The Restart Scheme provides 12 months of personalised and tailored support targeted at those who have been on Universal Credit for 6 months or more and in the Intensive Work Search regime. Providers support participants to break down their employment barriers by developing a bespoke action plan built on understanding their employment history, skills and needs.
Additionally, many providers offer a dedicated pathway, providing participants with professional or executive experience access to specialist advisors and tailored support.
Asked by: Cameron Thomas (Liberal Democrat - Tewkesbury)
Question to the Department for Business and Trade:
To ask the Secretary of State for Business and Trade, what steps he is taking to support British legacy industries.
Answered by Blair McDougall - Parliamentary Under Secretary of State (Department for Business and Trade)
The Industrial Strategy is backing eight growth-driving sectors, and the foundational industries that underpin them, to drive growth and create high quality jobs. This includes action to reduce electricity bills through the British Industrial Competitiveness Scheme that will benefit 10,000 manufacturing businesses.
We are investing in skills including through a £182m engineering skills package, have recently launched the first Apprenticeship Units funded through the Growth and Skills Levy, and announced 19 new Technical Excellence Colleges in advanced manufacturing, clean energy and defence, as well as digital and technologies. And we are taking action in our critical foundational industries: the government is providing up to £2.5 billion to the steel sector and the steel strategy aims to return domestic production to around 40-50% of domestic steel demand (up from 30% in 2024).