Written questions by Morgan.

What steps he is taking to reduce waiting times for diagnostic scans in North Shropshire constituency.

In March 2025, the diagnostic waiting list at the Shrewsbury and Telford Hospital NHS Trust was 14,808, 3,229 of which, or 21.8%, were waiting over six weeks. This compares to a waiting list of 12,771 in March 2024, where 3,165 people, or 24.8%, were waiting over six weeks.To date, the Shropshire Telford and Wrekin Integrated Care Board (ICB) has taken a number of steps to reduce waiting times for diagnostic tests. The Shrewsbury Telford and Wrekin Community Diagnostic Centre (CDC) in Telford is providing additional capacity to see patients away from hospital sites, reducing unnecessary hospital visits. This fully operational, standard CDC is providing cardiorespiratory services, which include echocardiograms, spirometry, and electrocardiograms, as well as radiology, which includes computed tomography, x-ray, ultrasound, and magnetic resonance imaging scans, phlebotomy, and teledermatology services. The CDC is providing capacity for approximately 13,000 diagnostic tests each month.In addition to the CDC, there are currently two mobile magnetic resonance imaging scanners on site at the Princess Royal Hospital, and an additional room for scanning non-obstetric ultrasound patient referrals has been opened. Through the introduction of this additional capacity, imaging waiting lists have reduced by 41% from the end of January 2025 across the Shropshire Telford and Wrekin ICB. In January, 58% of imaging patients had a scan within six weeks of referral and, in May, 87% of patients had a scan within six weeks of referral.The Shropshire Telford and Wrekin ICB recognises that there is further to go in reducing diagnostic waiting times, and the system is now looking to extend opening hours at the Shrewsbury Telford and Wrekin CDC, in order to provide additional diagnostic capacity across all radiology services, alongside current magnetic resonance imaging services that are already open 12 hours a day, seven days a week. This will be supported by continuing work with the independent sector, through the outsourcing of reporting, to ensure scan results are available in a timely manner. Shropshire, Telford and Wrekin are committed to sustaining the improvements they are making to ensure patients are having the tests and scans they need at the right time.NHS England is also engaging with the Shropshire Telford and Wrekin ICB as part of the process to identify the most appropriate locations for new CDCs, and therefore there is the possibility of a second CDC for the population of Shropshire. This process considers that any new CDC will be positioned in a location that addresses local need and health inequalities. Details of future CDCs will be communicated in due course.

Pursuant to Answer of 4 March 2025 to Question 33135 on Agriculture and Business: Inheritance Tax, what the evidential basis is that the alternative clawback mechanism to the proposed changes to agricultural property relief and business property relief would raise much less revenue.

The Government believes its reforms to agricultural property relief and business property relief from 6 April 2026 get the balance right between supporting farms and businesses, and fixing the public finances. The reforms reduce the inheritance tax advantages available to owners of agricultural and business assets, but still mean those assets will be taxed at a much lower effective rate than most other assets. Despite a tough fiscal context, the Government will maintain very significant levels of relief from inheritance tax beyond what is available to others and compared to the position before 1992. A “clawback” would mean inheritance tax would only be due if the relevant assets are sold within a specified time period after a death. Introducing this mechanism, as some have suggested, could mean some of the wealthiest estates pay less inheritance tax compared to the proposed reforms. The Government disagrees with suggestions that a clawback would raise the same revenue as the reforms being introduced from 6 April 2026; it would raise much less, which would mean raising taxes elsewhere or lowering public spending. It would also add complexity to the tax system and continue to attract the very wealthiest to tax plan since beneficiaries could hold onto the assets over the specified clawback period just to escape the tax. In accordance with standard practice, the Government does not publish internal modelling of alternative tax proposals that are not Government policy.

What steps she is taking to improve (a) access to and (b) the (i) frequency and (ii) affordability of bus services in North Shropshire constituency.

The government recognises the importance of accessible, frequent and affordable bus services in keeping communities connected. The government introduced the Bus Services (No.2) Bill on 17 December as part of its ambitious plan for bus reform. The Bill puts the power over local bus services back in the hands of local leaders and is intended to ensure bus services reflect the needs of the communities that rely on them right across England, including in North Shropshire.In addition, the government has confirmed £955 million for the 2025 to 2026 financial year to support and improve bus services in England outside London. This includes £243 million for bus operators and £712 million allocated to local authorities across the country, of which Shropshire Council has been allocated £4.5 million. Local authorities can use this funding to introduce new bus routes, make services more frequent and protect crucial bus routes for local communities.  Future funding for buses will be announced following the conclusion of the multi-year spending review.

What assessment she has made of the adequacy of LINK’s banking hub criteria for market towns.

The Government understands the importance of face-to-face banking to communities and high streets in market towns and across the UK, and is committed to championing sufficient access for all as a priority. This is why the Government is working closely with industry to roll out 350 banking hubs across the UK. The UK banking sector has committed to deliver these hubs by the end of this Parliament. Over 230 hubs have been announced so far, and over 160 are already open.Where a branch closure is announced or a community has submitted a cash access assessment request, LINK, the independent industry coordinating body responsible for making access to cash assessments, assesses a community’s access to cash needs. LINK will recommend appropriate solutions where it considers that a community requires additional cash services, such as a banking hub or deposit service.The Financial Conduct Authority (FCA) rules require LINK to consider a range of factors in their assessments which will account for challenges in cash access faced by market towns. For example, firms are required to consider the actual travel times and costs to reach cash access facilities and identify gaps in provision where these are unreasonable, which may be particularly the case in rural areas. LINK also takes into account local population demographics and levels of vulnerability within the community. The criteria also assess whether there is likely to be seasonal demand for cash, which may be the case in certain market towns. These considerations help to ensure the specific needs of a community are assessed.Any decisions on changes to LINK’s independent assessment criteria are a matter for LINK and the financial services sector. Alternative options to access everyday banking services can be via telephone banking, through digital means such as mobile or online banking, and via the Post Office. The Post Office Banking Framework allows personal and business customers to withdraw and deposit cash, check their balance, pay bills and cash cheques at 11,500 Post Office branches across the UK.

Communities and Local Government, what steps she is taking to ensure that adequate access to (a) banking and (b) postal services is considered during the planning process.

The National Planning Policy Framework is clear that planning policies and decisions should plan positively for the provision and use of community facilities and other local services to enhance the sustainability of communities and residential environments. Polices and decisions should also guard against the unnecessary loss of valued facilities and services, particularly where this would reduce the community’s ability to meet its day-to-day needs.

Communities and Local Government, what steps she is taking to support town and parish councils with the costs of developing Neighbourhood Development Plans.

I refer the hon. Member to the answer given to Question UIN 55389 on 5 June 2025.

With reference to his Department's guidance entitled Estates Safety Fund: 2025 to 2026, updated on 30 May 2025, whether the site for the funding allocated to the Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust is correct.

The published list for the Estates Safety Fund has been updated to reflect the correct allocations for the Shropshire, Telford and Wrekin Integrated Care Board (ICB). Further information is available at the following link:https://www.gov.uk/government/publications/estates-safety-fund-2025-to-2026We apologise for the confusion caused and thank you for drawing this error to our attention.The following table shows the value of the estate infrastructure work, along with the site location and a short description of the work, for the Shropshire, Telford and Wrekin ICB:RegionICBTrustValueSiteDescription of worksMidlandsShropshire, Telford and WrekinShropshire Community Health NHS Trust£500,000Bridgnorth Community Hospital, Whitchurch Community HospitalImprovements to electrical systems and ventilation systems. Nurse call system replacement. Lift upgrade or replacement.MidlandsShropshire, Telford and WrekinThe Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust£400,000The Robert Jones and Agnes Hunt Orthopaedic HospitalImprovements to ventilation systems.MidlandsShropshire, Telford and WrekinThe Shrewsbury and Telford Hospital NHS Trust£6,797,000The Princess Royal Hospital, Royal Shrewsbury HospitalImprovements to electrical systems and energy systems. Lift upgrade or replacement. Nurse call system replacement.

What steps he is taking to ensure that integrated care boards are sufficiently resourced to carry out their statutory child safeguarding duties following changes to their level of funding.

NHS England has asked the integrated care boards (ICBs) to act primarily as strategic commissioners of health services and to reduce the duplication of responsibilities within their structure. NHS England provided additional guidance to ICBs, National Health Service trusts, and NHS foundation trusts in a letter on 1 April 2025, where ICBs were tasked with developing plans setting out how they will manage their resources to deliver across their priorities. This letter is available at the following link:https://www.england.nhs.uk/long-read/working-together-in-2025-26-to-lay-the-foundations-for-reform/NHS England is actively engaging with safeguarding professionals across the system, including those in local government, ICBs, and provider organisations, to ensure that safeguarding responsibilities are not compromised. This engagement is being supported by the NHS Safeguarding Accountability and Assurance Framework 2024 and the National Safeguarding Steering Group ICB Safeguarding Protocols, which outline the roles, accountabilities, responsibilities, and expectations for safeguarding across NHS-funded care. NHS England is also setting up a joint working group with the Local Government Association to carefully consider issues relating to safeguarding.Ministers and the Department will work with the new transformation team at the top of NHS England, led by Sir Jim Mackey, to ensure that ICBs continue to fulfil their functions effectively within the running costs cap and unlock the benefit of working at scale to deliver better care for their population.

Pursuant to the Answer of 9 October 2024 to Question 5803 on Local Transport Plans, what progress she has made on reviewing guidance for Local Transport Authorities on Local Transport Plans.

The Government is currently reviewing guidance for Local Transport Authorities on Local Transport Plans. The Government intends to publish updated Local Transport Plan guidance later this year.

What steps he is taking with NHS England to ensure (a) patient safety and (b) the maintenance of the NHS’ statutory functions following changes to the level of funding for to integrated care boards.

NHS England has asked integrated care boards (ICBs) to act primarily as strategic commissioners of health and care services and to reduce the duplication of responsibilities within their structure, with the expectation of achieving a reduction in their running cost allowance. NHS England provided additional guidance to ICBs, National Health Service trusts, and NHS foundation trusts in a letter on 1 April 2025. This letter is available at the following link:https://www.england.nhs.uk/long-read/working-together-in-2025-26-to-lay-the-foundations-for-reform/These changes will form part of a package of measures, including the forthcoming 10-Year Health Plan, that positively impact patient care and safety by driving quality of care, productivity, and innovation in the NHS. ICBs will continue to deliver their statutory responsibilities and will work with the new transformation team at the top of NHS England, led by Sir Jim Mackey, to ensure this is done effectively and within the running costs allowance, and that the savings will be reinvested in frontline services to deliver better care for patients.

Whether NHS England has provided guidance to integrated care boards on sequencing cost reduction to avoid operational disruption.

NHS England provided guidance to integrated care boards (ICBs), National Health Service trusts, and NHS foundation trusts in a letter on 1 April 2025, where ICBs were tasked with developing plans setting out how they will manage their resources to deliver across their priorities. This letter is available at the following link:https://www.england.nhs.uk/long-read/working-together-in-2025-26-to-lay-the-foundations-for-reform/NHS England has also circulated a draft of The Model ICB - blueprint document to all ICBs to assist them in shaping their future plans, including which functions they should focus on.These ICB reforms are not about reductions to front line services. We are clarifying the role of ICBs to focus on strategic commissioning and reduce duplication. ICBs have submitted their plans to deliver these changes, and NHS England is currently reviewing these plans, including implementation.

Whether NHS England has (a) issued and (b) waived guidance to integrated care boards on redundancy policies since 1 April 2025.

NHS England expects integrated care boards (ICBs) to manage any change programmes within their local policies. Where two or more ICBs come together, we will expect them to apply a consistent change policy approach, as agreed with local unions.

Whether his Department has approved a national redundancy scheme for the 50% integrated care board cost reduction target; and whether he has allocated funds allocated to meet exit costs.

There are significant workforce implications following the Prime Minister’s announcement of the integration of the Department and NHS England, and the associated reduction in size, as well as the subsequent announcement of integrated care board and National Health Service trusts corporate cost reductions. These reforms will deliver a more efficient, leaner centre, and will also free up capacity and help deliver significant savings of hundreds of millions of pounds a year, which will be reinvested in frontline services to cut waiting times through the Government’s Plan for Change. Through the 2025 Spending Review, we are working with NHS England and HM Treasury on how the costs of restructuring will be met. Those discussions have not yet concluded. NHS England expects to launch a national scheme shortly.

What plans he has to bring forward legislative proposals to to transfer (a) statutory duties and (b) functions from Integrated Care Boards to other bodies.

NHS England has asked the integrated care boards (ICBs) to act primarily as strategic commissioners of health and care services and to reduce the duplication of responsibilities within the health and care structure.To deliver on this commitment, NHS England rapidly convened a group of ICB leaders, including clinical representatives, in order to start developing the blueprint. The work was split into three areas: defining a vision and the future functions of ICBs; mapping functions and duties across the system; and managing a safe transition.We recognise that not all function transferrals can be done this year, particularly those rooted in ICB statutory duties. For the areas which will be reviewed for transfer, we recognise that further work and engagement is required, and we acknowledgment that, even with this flexibility, transferring functions requires careful consideration of interdependencies with other functions and the readiness of partner organisations to receive the function.The Department is working with NHS England and the ICBs to develop these plans to ensure the timely implementation of the changes, whilst expecting ICBs to continue to deliver on their statutory responsibilities.

On what statutory basis NHS England has required Integrated Care Boards to reduce their running cost allowances by 50% by Quarter 3 of the 2025-26 financial year.

The National Health Service Act 2006, as amended by The Health and Care Act 2022, grants NHS England powers to establish integrated care boards (ICBs) as statutory bodies for commissioning the majority of health and care services in England. The National Health Service Act 2006 also grants NHS England powers to ensure that expenditure incurred by ICBs does not exceed the aggregated sum allocated to them in a financial year.

If he will list (a) all functions identified for (i) transfer and (ii) decommissioning in the NHS England Model Integrated Care Board Blueprint and (b) the designated receiving organisations for each function.

NHS England has asked integrated care boards (ICBs) to act primarily as strategic commissioners of health and care services and to reduce the duplication of responsibilities within their structure with the expectation of achieving a reduction in their running cost allowance. NHS England provided additional guidance to ICBs, National Health Service trusts, and NHS foundation trusts in a letter on 1 April 2025. This letter is available at the following link:https://www.england.nhs.uk/long-read/working-together-in-2025-26-to-lay-the-foundations-for-reform/NHS England has circulated the document, Model Integrated Care Board – Blueprint v1.0, to all ICBs to assist them in shaping their plans. The document identifies the functional changes that ICBs will have to manage and indicates the responsibilities they may look to grow, adapt, or review for transfer, including the functions and activities that might be safely transferred to other parts of the system over time, such as national bodies, regional teams, or providers.NHS England’s transformation team will continue to work with ICBs to develop their plans, including how the key functions will be delivered within the revised running cost allocations, ensuring a focus on delivering NHS statutory functions in line with the legislation.

Whether NHS England has set formal (a) criteria and (b) guidance on the key functions Integrated Care Boards will be expected to provide under the proposed cost envelope.

NHS England has asked integrated care boards (ICBs) to act primarily as strategic commissioners of health and care services and to reduce the duplication of responsibilities within their structure with the expectation of achieving a reduction in their running cost allowance. NHS England provided additional guidance to ICBs, National Health Service trusts, and NHS foundation trusts in a letter on 1 April 2025. This letter is available at the following link:https://www.england.nhs.uk/long-read/working-together-in-2025-26-to-lay-the-foundations-for-reform/NHS England has circulated the document, Model Integrated Care Board – Blueprint v1.0, to all ICBs to assist them in shaping their plans. The document identifies the functional changes that ICBs will have to manage and indicates the responsibilities they may look to grow, adapt, or review for transfer, including the functions and activities that might be safely transferred to other parts of the system over time, such as national bodies, regional teams, or providers.NHS England’s transformation team will continue to work with ICBs to develop their plans, including how the key functions will be delivered within the revised running cost allocations, ensuring a focus on delivering NHS statutory functions in line with the legislation.

If he will publish the template issued by NHS England to Integrated Care Boards for completing their cost reduction plans by 31 May 2025.

NHS England has asked integrated care boards (ICBs) to act primarily as strategic commissioners of health and care services and to reduce the duplication of responsibilities within their structure with the expectation of achieving a reduction in their running cost allowance. NHS England provided additional guidance to ICBs, National Health Service trusts, and NHS foundation trusts in a letter on 1 April 2025. This letter is available at the following link:https://www.england.nhs.uk/long-read/working-together-in-2025-26-to-lay-the-foundations-for-reform/NHS England has circulated the document, Model Integrated Care Board – Blueprint v1.0, to all ICBs to assist them in shaping their plans. The document identifies the functional changes that ICBs will have to manage and indicates the responsibilities they may look to grow, adapt, or review for transfer, including the functions and activities that might be safely transferred to other parts of the system over time, such as national bodies, regional teams, or providers.NHS England’s transformation team will continue to work with ICBs to develop their plans, including how the key functions will be delivered within the revised running cost allocations, ensuring a focus on delivering NHS statutory functions in line with the legislation.

What steps she is taking to reduce business rates for the owners and tenants of buildings containing market stalls.

Business rates are paid by the occupiers of commercial properties. In the event a property is unoccupied, the property owner is liable for the property’s business rates bill. To deliver our manifesto pledge, we intend to introduce permanently lower tax rates for qualifying retail, hospitality, and leisure (RHL) properties, including those on the high street, from 2026-27. Eligibility for these new RHL multipliers will broadly mirror the scope of the existing RHL relief scheme. During the interim period, for 2025-26, RHL businesses will receive a 40 per cent relief on their business rates up to a cash cap of £110,000 per business.

Pursuant to Answer of 11 March 2025 to Question 35636 on Agriculture and Business: Inheritance Tax, if her Department will publish its modelling for an alternative clawback mechanism for agricultural property relief and business property relief.

The Office for Budget Responsibility only certifies costings for the Exchequer impact of the Government’s tax policies. In accordance with standard practice, the Government does not publish modelling of alternative tax proposals that are not Government policy.