Written questions by Thomas.

(a) what steps he is taking in response to Tommy's recommendation of an implementation Graded Model of Miscarriage Care across England, and (b) what steps he is taking to increase support for people who have a miscarriage in Bromsgrove and the Villages.

Awaiting answer.

What assessment he has made of the potential merits of including anaesthetists on the National Maternity and Neonatal Task Force; what consultation was taken with representative bodies of anaesthetists when creating the National Maternity and Neonatal Task Force; and whether he plans to include anaesthetists on the National Maternity and Neonatal Task Force in the future.

Awaiting answer.

What steps he is taking to (a) improve ADHD diagnosis timeframes, (b) reduce the waiting list for ADHD medication and (c) improve support for patients and their families whilst undergoing the diagnostic process in Bromsgrove and the Villages.

It is the responsibility of integrated care boards (ICBs) to make available appropriate provision to meet the health and care needs of their local population, including provision of attention deficit hyperactivity disorder (ADHD) services, in line with relevant National Institute for Health and Care Excellence (NICE) guidelines.The Herefordshire and Worcestershire ICB is committed to wait times for ADHD assessment of less than 18 weeks, however, there are known waits for children and young people to access ADHD diagnostic assessment services due to an increase in demand. There are currently 1,600 children and young people waiting for an assessment via an NHS provider, with an average wait time of 60 weeks. For adults, ADHD assessments are conducted by Right to Choose providers only and these services typically have a waiting time below the 18-week standard.All patients, including children and young people, can access the Right to Choose pathway for ADHD assessments through their general practice, allowing them to select an alternative provider if the waiting time for NHS services exceeds 18 weeks at the point of referral. The ICB has put in place a number of contracts under Right to Choose to improve choice for patients and is working with its NHS commissioned services to reduce long waits. It has also commissioned additional capacity for those children waiting over 104 weeks in the NHS service in 2025/26 and will continue this in 2026/27.For children, medication is provided by the NHS commissioned service, and the waiting time is six to eight weeks for first medication reviews, and four to six months to initiate medication following diagnosis. It should be noted that NICE guidelines expect non-pharmaceutical interventions to be considered before medication for all children. The ICB is investing in the local NHS commissioned service to increase medication treatment capacity. For adults, the only pathway available for ADHD assessments is Right to Choose. The ICB advises that there is no waiting list for these patients as they will automatically be initiated and titrated for medication, where that is identified as an appropriate treatment.Furthermore, the ICB is at the end of a tendering process for a Neurodivergence Support Service for zero to 25 year olds and their families, and this should go live from September 2026. The ICB is considering commissioning a service for adults age 25 years old and over from April 2027.More broadly, NHS England issued advice to systems on ADHD service delivery and prioritisation on 7 October 2025. This advice includes guidance on managing service provisions, reviewing waiting lists, and providing patient support. The advice can be found at the following link:https://www.england.nhs.uk/long-read/adhd-service-delivery-and-prioritisation-advice-to-systems/Through the NHS Medium-Term Planning Framework, published 24 October 2025, NHS England has set clear expectations for local ICBs and trusts to improve access, experience, and outcomes for ADHD services over the next three years, focusing on improving quality and productivity. The framework was explicit that ICBs and providers are expected to optimise existing resources to reduce long waits for ADHD assessments and improve the quality of assessments by implementing existing and new guidance, as published.

Whether his department is taking steps to develop a dedicated lung health plan for respiratory conditions and lung disease.

As part of our 10-Year Health Plan, we are rolling out lung cancer screening, and the world-leading Tobacco and Vapes Bill will help deliver our ambition for a smoke-free United Kingdom. We are also expanding access to spirometry tests in community diagnostic centres to enable faster diagnosis of lung conditions such as chronic obstructive pulmonary disease and asthma.The Government will consider long-term conditions for future waves of modern service frameworks (MSFs), including respiratory conditions. The criteria for determining other conditions for future MSFs will be based on where there is potential for rapid and significant improvements in quality of care and productivity. After the initial wave of MSFs is complete, the National Quality Board will determine the conditions to prioritise for new MSFs as part of its work programme.

What steps his Department is taking to (a) tackle kidney disease nationwide and (b) help raise awareness of kidney disease in Bromsgrove and the Villages.

NHS England is delivering a comprehensive programme to improve the diagnosis, treatment, and outcomes of people with kidney disease through the renal services transformation toolkit published in 2023. Eight commissioned regional renal clinical networks are implementing the toolkit in collaboration with providers. Integrated care boards (ICBs) in the Midlands, including those covering Bromsgrove, are working to improve pathway flows for renal services. Integrated commissioning will make it easier to deliver upstream interventions in primary care around diagnosis and early treatment of kidney disease, that can potentially prevent or delay the need for dialysis and transplants. In addition, renal care is a core component within the Midlands Clinical Strategy for Acute Specialised Services.

What assessment she has made of the potential merits of increasing training for hospital and care home staff on aspiration pneumonia.

Employers in the health system are responsible for ensuring that their staff are trained to the required standards to deliver appropriate treatment for patients.Care providers are also required to ensure staff receive the support, training, professional development, supervision, and appraisal necessary to carry out their duties safely and competently.To support providers to do so, the Department provides reimbursement towards the cost of training and qualifications through the Adult Social Care Learning and Support Scheme, backed by up to £12 million in funding this financial year.

What steps he is taking to free up hospital beds and support individuals whose families delay hospital discharges to avoid paying for health care costs.

Enabling people to be discharged from hospital promptly with the right care and support contributes to better outcomes and a speedier recovery for patients, as well as preventing the loss of independence.As set out in the statutory guidance on hospital discharge and community support, people do not have the right to remain in an acute or community hospital bed if they no longer have a clinical need to be in hospital. When a person is medically fit for discharge, local areas should, as far as possible, offer choice for individuals on the care and support they receive, and National Health Service bodies and local authorities have a duty to involve patients, carers, and their families, where considered appropriate, in this process. Further details can be found at the following link:https://www.gov.uk/government/publications/hospital-discharge-and-community-support-guidance/hospital-discharge-and-community-support-guidanceIn instances where a person’s preferred care package or placement is unavailable, an appropriate alternative should be offered whilst a person awaits availability of their preferred choice.

What steps he is taking to ensure that societal groups, such as young women and girls, who present a-typical symptoms do not receive delayed diagnosis because standard symptoms are based on other societal groups.

The General Medical Council’s (GMC) Good Medical Practice Guidance sets out that “good medical professionals recognise that patients are individuals with diverse needs, and don’t make assumptions about the options or outcomes a patient will prefer. They listen to patients and work in partnership with them”.The standard of training for doctors is the responsibility of the GMC. They set the outcome standards expected at undergraduate level and approve courses and medical schools to write and teach the curricula content that enables their students to meet the GMC’s outcome standards. The GMC also approves the training and curricula for post-graduate specialty training.All United Kingdom registered doctors are expected to meet the professional standards set out in the GMC’s Good Medical Practice. In 2012 the GMC introduced revalidation which supports doctors in regularly reflecting on how they can develop or improve their practice, gives patients confidence doctors are up to date with their practice, and promotes improved quality of care by driving improvements in clinical governance.

What assessment he has made potential impact of the number of ICU beds on trends in the level of cancellations of scheduled and vital surgeries; and what steps he is taking to help ensure that surgeries that have been rescheduled for this reason are not cancelled.

No specific assessment has been made on the specific impact of intensive care unit (ICU) bed unavailability on levels of cancelled surgeries. However, tackling waiting lists is a top priority for the Government, and this includes ensuring that patients requiring inpatient treatment will have access to high quality post-operative care.Between July and September 2025, 0.91% of elective admissions were cancelled last minute by the provider for non-clinical reasons, with 20,189 last minute cancellations, an improvement of 0.06% from the same period the previous year when 0.97% of elective admissions were cancelled last minute, with 21,249 last minute cancellations.The Department does not hold data broken down by the reason for cancellation, but the rescheduling rate has also improved. If an NHS hospital cancels a patient's operation for non-clinical reasons on the day of admission or day of surgery, the NHS Constitution states it must be rescheduled within 28 days. Between July and September 2025, 21.2% of cancelled elective operations which were not treated within 28 days, so, whilst there is still work to do, this is an improvement from 22.7% in the previous year.This winter, local systems have been asked to place a particular focus on reducing bed occupancy and improving patient flow. More broadly for 2025/26, we have asked NHS trusts to focus on eliminating discharge delays of more than 48 hours caused by issues within the hospital, and to work with local authorities to eliminate the longest delays, starting with those of over 21 days. This will mitigate against the risk of cancelled or rescheduled operations due to intensive care bed unavailability. Our Elective Reform Plan, published in January 2025, also set out actions to enhance perioperative care, which can shorten patients’ length of hospital stay and minimise postoperative complications, freeing up hospital beds for those who need them.Wider elective care reforms will also help make the best use of clinical capacity, so that if a patient’s surgery is cancelled on the day due to ICU bed unavailability, they can be offered a new date for their procedure without delay. This includes new and expanded dedicated surgical hubs to deliver common procedures, thereby freeing up capacity for more complex patients, tackle missed appointments, introduce more straight-to-test pathways, and reduce unnecessary follow up appointments through widening remote monitoring and patient-initiated follow-ups.

What steps he plans to take to provide adequate facilities and funding for hospital staff to ensure they are able to do their work effectively.

The Government is investing in services and facilities to help National Health Service staff provide high quality care. The 2025 Spending Review (SR25) has prioritised health, with an increase of £29 billion in real terms by 2028/29 compared to 2023/24, and delivered the largest ever health capital budget, rising to £15.2 billion by the end of the Spending Review period for 2029/30.We have set out our ambition for the NHS in the 10-Year Health Plan, backed up the 10 Year Infrastructure Plan. This will deliver:over £6 billion of additional capital to be invested in diagnostic, elective, and urgent and emergency capacity in the NHS over five years, including £1.65 billion in 2025/26 to deliver new surgical hubs, diagnostic scanners, and beds to increase capacity for elective and emergency care;£30 billion in capital funding over five years, from 2025/26 to 2029/30, in day-to-day maintenance and repair of the NHS estate, and a £6.75 billion investment over the next nine years to target the most critical building repairs;£1.6 billion to continue supporting NHS England’s national Reinforced Autoclaved Aerated Concrete programme across the SR25 period;250 Neighbourhood Health Centres (NHCs) through the NHS Neighbourhood Rebuild Programme supporting the neighbourhood health service, with local multidisciplinary hubs reducing reliance on hospital outpatients and expanding access to primary care. The first 120 NHCs are due to be operational by 2030 funded through a mixture of public private partnerships and public capital; andover £400 million over four years for improvements in the primary care estate, with half of this funding supporting the upgrades of the existing estate to deliver NHCs. This investment, together with the forthcoming 10 Year Workforce Plan, will continue to ensure that NHS staff, both in hospitals and in the community, can provide care at the right time and in the right place in line with our 10-Year Health Plan ambitions.

What plans his Department has to introduce financial support for family’s impacted by brain tumours following the concerning findings in the Brain Tumour Charity’s recent report; and what plans his Department has to increase support for the charities who help families impacted by brain tumours.

To ensure people living with brain tumours have care which addresses their financial concerns, NHS England has committed to ensuring that every person diagnosed with cancer has access to personalised care. This includes needs assessments, a care plan, and health and wellbeing information and support. Through the provision of information, personalised care empowers people to manage their care and the impact of their cancer, including the financial impact on their families.The Department for Work and Pensions provides a range of benefits and support for families with people with a range of health conditions and disabilities, including for those impacted by high grade or life limiting brain tumours. These include Universal Credit, Employment Support Allowance, Personal Independence Payment, Carer's Allowance, and Access to Work. The Pathways to Work Green Paper was built on the principle that the Government should support those who can work to do so, while protecting those who can’t, and we have already made significant progress bringing forward proposals from the Green Paper to transform the support we offer.To support charities, including those who help families impacted by brain tumours, the Department of Health and Social Care has a Voluntary, Community and Social Enterprise (VCSE) Health and Wellbeing Programme. This is a mechanism through which the Department, NHS England, and the UK Health Security Agency work together with VCSE organisations to:drive the transformation of health and care systems;promote equality;address health inequalities; andhelp people, families, and communities to achieve and maintain wellbeing.In addition, the National Cancer Plan, which is due to be published shortly, has featured significant ongoing engagement with charities, covering topics such as how to improve the experience of people living with cancer. The plan will have patients at its heart and will cover the entirety of the cancer pathway, including support for people living with brain tumours and their families.

What steps his Department taking to expand funding for adult hospices, in the context of the NHS Ten-Year Plan’s commitment to shift more care provision away from hospitals into community healthcare.

The Government is developing a Palliative Care and End of Life Care Modern Service Framework (MSF) for England. The MSF will drive improvements in the services that patients and their families receive at the end of life and enable integrated care boards (ICBs) to address challenges in access, quality, and sustainability through the delivery of high-quality, personalised care. This will be aligned with the ambitions set out in the 10-Year Health Plan. We will consider contracting and commissioning arrangements as part of our MSF. We recognise that there is currently a mix of contracting models in the hospice sector. By supporting ICBs to commission more strategically, we can move away from grant and block contract models. In the long term, this will aid sustainability and help hospices’ ability to plan ahead. The MSF will address the drivers and incentives that are required in palliative care and end of life care to enable the shift from hospital to community, including as part of neighbourhood health teams.  Further information about the MSF is set out in the Written Ministerial Statement HCWS1087, which I gave on 24 November 2025.

What assessment he has made of the potential impact on of not offering prescriptions longer than the standard 28-day cycle to patients with long-term, stable conditions on both GP practices and patients of GPs; and whether he plans to amend the NHS standard prescription cycle guidance for GPs.

Prescribing durations are typically 28, 56, or 84 day intervals. There are no current national contract requirements, standards, criteria or guidance as to optimal prescription length from NHS England. Currently, prescription duration is guided by local prescribing policies, guidance from professional regulators, the General Medical Council, and professional bodies, including the British Medical Association. These indicate that determining the optimal prescription duration in any individual case requires consideration of many factors including clinical appropriateness, patient safety, patient compliance, types of medicines, and required monitoring frequency.

What steps his Department is taking to (a) improve medical supply chains and (b) ensure that patients are able to obtain medications prescribed to them; and what assessment he has made of the potential merits of a framework requiring follow-ups with patients issued prescriptions to confirm they have successfully accessed medication.

In early August, the Department published the policy paper Managing a robust and resilience supply of medicines, which provides greater transparency of the supply chains we rely on, the actions we take to protect patients from medicine shortages when they occur, and the steps we are taking to enhance resilience in our supply chains. The publication outlines a number of actions which are underway, including:consulting on better reporting of supply issues;consulting on pharmacist flexibilities to allow pharmacists to supply an alternative if they do not have the exact prescribed item available, under certain circumstances;publishing information guides for patients, community pharmacies, and general practices about what to do when faced with supply issues; andproviding shortage information at the point of prescribing in general practice.Although the Department has made no specific assessment of the potential merits of a framework requiring follow-ups with patients issued prescriptions, it is worth noting that prescribers are expected to provide information to their patients regarding their medicines and ensure that suitable arrangements are in place for the monitoring, follow-up, and review of medication.Pharmacists also play a key role in enabling patients to access medicines. For example, the New Medicine Service is an advanced service offered by community pharmacies, providing patients with advice to address any possible side effects, issues, or questions that patients who are prescribed a new medicine may have.The service focuses on treatments for long-term conditions including asthma and hypertension. Early interventions of this type can improve medication adherence, patient outcomes, and can reduce pressure on the wider National Health Service.

What steps his Department is taking to (a) work with GP practices to ensure nursing staff receive pay increases in line with national recommendations and (b) facilitate the shift of pay awards from October to April so that no portion of annual remuneration is lost; and what assessment he has made of the need for a framework that guarantees government-allocated funding for staff pay is used for that intended purpose.

The Government is committed to ensuring that the general practice (GP) nursing workforce is sustainable, supported, and valued for the work they do. As self-employed contractors to the National Health Service, it is up to GPs how they distribute pay and benefits to their staff. Funding for GP nursing pay is not ringfenced and contractual arrangements do not place any specific obligations on GPs with regard to GP nurse terms and conditions. The independent review body on Doctors’ and Dentists’ Remuneration has recommended an uplift of 4% to the pay ranges for salaried GPs, and to GP contractor pay for 2025/26. We have provided an increase to core funding for practices to allow this 4% pay uplift to be passed on to salaried and contractor GPs. We expect GP contractors to implement pay rises to other practice staff in line with the uplift in funding they have received. The Government has committed to a new substantive GP Contract within this Parliament cycle, and we will continue to engage constructively with the General Practitioners Committee England on issues such as staffing.

What assessment he has made of the potential merits of modular construction for the delivery of healthcare infrastructure within the NHS.

We recognise the merits of modular construction for delivering National Health Service health infrastructure, including faster construction times, cost savings, minimised disruption, higher quality and safety standards, and the use of sustainable materials and methods.Modular construction is a modern method of construction (MMC). A toolkit has been developed to support MMC opportunities in healthcare, which is publicly available at the following link:https://www.england.nhs.uk/long-read/nhs-modern-methods-of-construction-assessment-tool-user-guide/The toolkit is recommended for use on all healthcare infrastructure projects and is mandated for projects over £25 million to meet the business case requirements of 70% new build and 50% refurbishment using MMC.The New Hospital Programme is already transforming the way that hospital infrastructure is constructed by using a national standardised approach, called Hospital 2.0. Hospital 2.0 uses a standardised ‘kit of parts’ for hospital components, ranging from doors to full bathroom pods, that can be assembled into different size hospitals in an optimised, consistent, and repeatable way and with off-site manufacturing and with modular construction, reducing costs and accelerating construction.

What assessment he has made of the adequacy of the provisions in place to make NHS healthcare accessible to people who are (a) deaf or (b) have hearing loss; and whether he plans to improve these provisions.

Integrated care boards are responsible for commissioning services to meet the needs of their local population, including deaf people and people who have hearing loss.Under the Equality Act (2010), health and social care organisations must make reasonable adjustments to ensure that disabled people are not disadvantaged.NHS England are rolling out a Reasonable Adjustment Digital Flag which enables the recording of key information about a patient and their adjustment needs, to ensure support can be tailored appropriately.Since 2016, all National Health Service organisations and publicly funded social care providers are expected to meet the Accessible Information Standard (AIS), which details the approach to supporting the information and communication support needs of people with a disability, impairment or sensory loss.On 30 June 2025, NHS England published a revised AIS. NHS England is working to support implementation of the AIS with awareness raising, communication and engagement, and a review of the current e-learning modules on the AIS. The intention is to ensure that staff and organisations in the NHS are aware of the AIS and the importance of meeting the information and communication needs of disabled people using NHS services.

What steps she is taking to strengthen protections for mental health nurses in the workplace.

Everyone working in the National Health Service has a fundamental right to be safe at work, including those in mental health settings. Individual employers are responsible for the health and safety of their staff, and they put in place measures, including, security, training and emotional support for staff affected by violence.In April 2025, the Government announced that the Social Partnership Forum’s recommendations on tackling and reducing violence, part of the 2023 Agenda for Change pay deal, have been accepted. These include significant commitments to tackle violence and aggression against NHS staff including improving data and reporting of incidences and ensuring strengthened risk assessment, training and support for victims. This will be strengthened by the introduction of a new set of staff standards, as detailed in the 10-Year Health Plan, which will cover issues including tackling violence, racism and sexual harassment in the NHS workplace.

What assessment he has made of the adequacy of the funding for health bodies involved in the Right Care, Right Person framework; and what discussions he has had with the Secretary of State for the Home Department on securing more funding for all bodies involved.

The Government has not made such an assessment and has instead asked all integrated care boards to estimate the resourcing requirements it would take for them to deliver the Right Care, Right Person framework. In November 2024, NHS England published the document, Guidance on implementing the National Partnership Agreement: Right Care, Right Person, which includes guidance on undertaking an impact assessment to identify how different agencies and services will be impacted and how any negative impacts will be mitigated. The Department and the Home Office continue to work together to monitor the framework and its impacts, and discussions have been had between departments at junior ministerial level.

What plans his Department has to (a) recruit, (b) train and (c) retain (i) radiologists and (ii) clinical oncologists.

We will ensure that the number of medical specialty training places, including for radiology and clinical oncology, meets the demands of the National Health Service in the future. Over the next three years, we will create 1,000 new specialty training places, with a focus on specialties where there is greatest need.We will publish a 10 Year Workforce Plan to create a workforce ready to deliver a transformed service. They will be more empowered, more flexible and more fulfilled. The 10 Year Workforce Plan will ensure that the NHS has the right people in the right places, with the right skills to care for patients, when they need it.