Every parliamentary written question tabled by James Cartlidge this session, with the full answer and department. See how every department answers, or back to the MP page.
Showing 1,661–1,680 of 3,710 · this parliament
With reference to page 136 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, updated 8 July 2025, when he expects each Front Line Command board to establish a board member responsible for infrastructure.
Army and Air Command have appointed senior representatives with responsibility for infrastructure as part of their role. Following the Strategic Defence Review and taking into account Defence Reform, the Navy is currently reviewing their position.
With reference to clause 25 of the Strategic Defence Review, published on 2 June 2025, whether he has a formal date for the implementation of the Defence Readiness Bill.
The Strategic Defence Review set out the need for Defence Readiness legislation this Parliament to give the Government more robust or additional powers to make the UK safe. This could include measures to improve the preparedness of key industries including nuclear, to better protect our Critical National Infrastructure and to support the mobilisation of wider Defence, including industry reserves. As I set out to the Joint Committee on the National Security Strategy on 30 June, a Defence Readiness Bill is potentially a legislative vehicle for the wider Government, not just Defence. We are therefore working closely across Government through the Cabinet Office-led Home Defence programme to shape our key requirements, and understand and identify the measures needed. This will lay the groundwork to introduce legislation when Parliamentary time allows, but we do not yet have a specific timescale for when this will come before Parliament.
What steps he is taking to ensure equal access to advanced cancer diagnostic tools for patients across all regions of the UK.
Health is a devolved matter. The Government is supporting NHS England in ensuring patients have equal access to cancer diagnostic tools across England.The Department of Health and Social Care is carrying out work to assess the barriers of effective adoption and improve the way artificial intelligence (AI) and diagnostic tools are deployed across the NHS in England. This is alongside the AI Diagnostic Fund, a £21 million fund allocated to 11 imaging networks, covering 64 trusts (49% of total) across all regions in England, to support the deployment of AI diagnostic tools to assist NHS staff to diagnose conditions such as cancer faster.The NHS Cancer Programme’s Innovation Open Call is held to identify and support the most promising innovations and has funded cancer diagnostic innovations in areas including medical devices, in vitro diagnostics, digital health solutions, behaviour interventions, artificial intelligence, robotics, and new models of care.The National Cancer Plan will include further details on how we will improve outcomes for cancer patients, as well as speeding up diagnosis and treatment, ensuring patients have access to latest tools and technology.
Whether funding for NHS waiting lists is proportionate to the average waiting list time in each region.
National Health Service funding provided to integrated care boards is decided via NHS England's Fair Share model and through the NHS resource allocation formula.The NHS resource allocation formula is intended to support equal opportunity of access for equal need, taking account of NHS England’s duty to have regard to the need to reduce health inequalities. The formula takes account of factors such as demography, morbidity, deprivation, and the unavoidable cost of providing services in different areas. In addition, a further adjustment to address health inequalities and unmet needs increases the resources directed to deprived areas. The formula is based on independent academic research and is overseen by the independent Advisory Committee on Resource Allocation, which provides advice to my Rt Hon. Friend, the Secretary of State for Health and Social Care and the Chief Executive of NHS England. Further detail on fair shares is available at the following link:https://www.england.nhs.uk/allocations/
With reference to recommendation 57 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, updated on 8 July 2025, whether the sprint review into the partnership between Defence Medical Services and the National Health Service will be conducted jointly by his department and the Department for Health and Social Care.
The Strategic Defence Review recognises the interdependencies between the Defence Medical Services and the National Health Service and the need to strengthen this partnership to meet Defence medical needs, including in the most extreme circumstances. The Government endorses the Review’s vision and accepts all 62 recommendations, including the recommendation for the Ministry of Defence (MOD) and the Department of Health and Social Care (DHSC) to conduct a sprint review of system-wide capacity and capability. The MOD will work closely with DHSC to create a shared understanding of current capacity, current and potential future need, and shared plans for delivery. The implementation of the Review’s recommendations is underway. Implementation will be priority business of the Department and will be executed through a whole of UK Defence effort.
With reference to page 65 of the Strategic Defence Review: Making Britain Safe, published on 2 June 2025, when he expects the baseline review of all Head Office and Staff Headquarters roles will (a) begin and (b) conclude.
The ambition set out in the Strategic Defence Review (SDR) is to reduce Civil Service-related costs by at least 10% by 2030. As part of the Defence Reform and Efficiency Plan (which is one of the foundations of our Defence Investment Plan) we are developing plans to reduce these costs. We are working across Defence to review the workforce we need to deliver Defence outcomes, making sure we have got the requirement right, whether that is Regular or Reserve personnel, Civil Servants or contractors. We will also use this as an opportunity for prioritisation, As set out in the SDR, we are developing plans for how to use the latest automation, and AI technology to reduce costs. Importantly, this is a productivity-driven ambition, not a headcount target. Civil Servants are integral to success; therefore, we will invest in performance, skills, and productivity. This will support building a stronger, more agile organisation to deliver better outcomes through smarter use of technology, less bureaucracy, and higher productivity.
With reference to recommendation 29 of the Strategic Defence Review, published on 2 June 202 what the total cost was of establishing the new defence uncrewed systems centre.
The Strategic Defence Review recommends that a new Defence Uncrewed Systems Centre (DUSC) should be established at IOC by Feb 26, with centralised authority to accelerate the adoption of Uncrewed System technologies across all three services. Cost, staffing, governance and basing options are currently under development in tandem with the Defence Investment Plan due to be published in the Autumn.
With reference to recommendation 17 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, whether he has a formal target for the reduction in the frequency with which people move locations during service in the armed forces.
Defence fully recognises the impact of moving its people and their families. Whilst there are no formal targets to reduce the frequency with which Service personnel must move location, we will endeavour to support requests to reduce the number of moves experienced and are actively pursuing opportunities to provide increased stability in some areas. Ultimately, the needs of the Services are the priority and Kings Regulations empower the Armed Forces to move the workforce to fulfil the policies of the Government. This provides the flexibility and agility required to meet operational demands and deliver military outputs.
With reference to page 65 of the Strategic Defence Review, published on 2 June 2025, what steps he is taking to reduce his Department's civil service costs by 2030.
The ambition set out in the Strategic Defence Review (SDR) is to reduce Civil Service-related costs by at least 10% by 2030. As part of the Defence Reform and Efficiency Plan (which is one of the foundations of our Defence Investment Plan) we are developing plans to reduce these costs. We are working across Defence to review the workforce we need to deliver Defence outcomes, making sure we have got the requirement right, whether that is Regular or Reserve personnel, Civil Servants or contractors. We will also use this as an opportunity for prioritisation, As set out in the SDR, we are developing plans for how to use the latest automation, and AI technology to reduce costs. Importantly, this is a productivity-driven ambition, not a headcount target. Civil Servants are integral to success; therefore, we will invest in performance, skills, and productivity. This will support building a stronger, more agile organisation to deliver better outcomes through smarter use of technology, less bureaucracy, and higher productivity.
With reference to recommendation 57 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, updated on 8 July 2025, what will be the requirements to sit on the independent review board.
The Strategic Defence Review recognises Ministers in the Ministry of Defence (MOD) and the Department of Health and Social Care (DHSC) must have direct access to information on the collective readiness of Defence, the NHS, and private healthcare to meet the demands of warfighting and other strategic health emergencies involving DMS. The Government endorses the Review’s vision and accepts all 62 recommendations, including the recommendation an independent review board, akin to the US Defense Health Board, should assure ecosystem readiness, reporting periodically to Ministers, the Defence Board, and Parliament. The implementation of the Review’s recommendations is underway. Implementation will be priority business of the Department and will be executed through a whole of UK Defence effort.
With reference to recommendation 57 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, updated on 8 July 2025, when the sprint review into the partnership between Defence Medical Services and the National Health Service will (a) commence and (b) conclude.
The Strategic Defence Review recognises the interdependencies between the Defence Medical Services and the National Health Service and the need to strengthen this partnership to meet Defence medical needs, including in the most extreme circumstances. The Government endorses the Review’s vision and accepts all 62 recommendations, including the recommendation for the Ministry of Defence (MOD) and the Department of Health and Social Care (DHSC) to conduct a sprint review of system-wide capacity and capability. The MOD will work closely with DHSC to create a shared understanding of current capacity, current and potential future need, and shared plans for delivery. The implementation of the Review’s recommendations is underway. Implementation will be priority business of the Department and will be executed through a whole of UK Defence effort.
With reference to clause 25 of the Strategic Defence Review, published on 2 June 2025, what powers the Government will hold in reserve should the UK enter a conflict.
The Strategic Defence Review set out the need for Defence Readiness legislation this Parliament to give the Government more robust or additional powers to make the UK safe. This could include measures to improve the preparedness of key industries including nuclear, to better protect our Critical National Infrastructure and to support the mobilisation of wider Defence, including industry reserves. As I set out to the Joint Committee on the National Security Strategy on 30 June, a Defence Readiness Bill is potentially a legislative vehicle for the wider Government, not just Defence. We are therefore working closely across Government through the Cabinet Office-led Home Defence programme to shape our key requirements, and understand and identify the measures needed. This will lay the groundwork to introduce legislation when Parliamentary time allows, but we do not yet have a specific timescale for when this will come before Parliament.
What discussions he has had with his US counterpart on a reciprocal tariff-rate quota for refined white sugar in the UK-US trade deal.
In May, the UK concluded a landmark economic deal with the US which will save thousands of jobs, protect key British industries, and help drive economic growth.Further negotiations across a range of areas are ongoing. We do not comment on the specifics of live negotiations.Both Ministers and senior DBT officials continue to engage extensively with industry – including representatives from the British sugar sector – to ensure their views are heard throughout the negotiation process.
With reference to clause 23 of the Strategic Defence Review, published on 2 June 2025, whether he plans to publish a formal policy document on developing understanding of the armed forces among young people in schools.
As set out in the Strategic Defence Review, the Royal Navy will play a new leading and coordinating role in securing the UK’s critical undersea infrastructure and maritime traffic. As part of this, the Royal Navy will work with wider Government and commercial partners to develop enhanced maritime surveillance through existing and novel capabilities. We are continuing to advance existing programmes. RFA PROTEUS, our Multi-Role Ocean Surveillance ship, offers a versatile platform to help protect the integrity of the UK’s Maritime Zones and undersea critical maritime infrastructure. The Mine Hunting Capability Programme (MHC) is delivering a rolling programme of unmanned surface vessels and unmanned underwater vehicles into Royal Navy service for use by frontline Mine Warfare specialists. Maritime Domain Awareness capabilities provide a vital contribution too, through integration with partners from across government and our closest allies, we make it harder for our adversaries to hide. We will build on these by establishing a national coordination centre to map and monitor infrastructure which will enable responses to suspicious activity or disruptions to be better targeted. We are also developing an ambitious plan to scale and accelerate capabilities already in service and under development with UK industry, including autonomous underwater sensors and uncrewed aerial vehicles. This will create a “flock” of uncrewed systems, which will be “shepherded” by Royal Navy surface ships to secure the seas around our island and dependencies.
With reference to clause 24 of the Strategic Defence Review, published on 2 June 2025, what steps he is taking to support the Royal Navy in taking a (a) leading and (b) coordinating role in securing undersea (i) pipelines, (ii) cables and (iii) maritime traffic.
As set out in the Strategic Defence Review, the Royal Navy will play a new leading and coordinating role in securing the UK’s critical undersea infrastructure and maritime traffic. As part of this, the Royal Navy will work with wider Government and commercial partners to develop enhanced maritime surveillance through existing and novel capabilities. We are continuing to advance existing programmes. RFA PROTEUS, our Multi-Role Ocean Surveillance ship, offers a versatile platform to help protect the integrity of the UK’s Maritime Zones and undersea critical maritime infrastructure. The Mine Hunting Capability Programme (MHC) is delivering a rolling programme of unmanned surface vessels and unmanned underwater vehicles into Royal Navy service for use by frontline Mine Warfare specialists. Maritime Domain Awareness capabilities provide a vital contribution too, through integration with partners from across government and our closest allies, we make it harder for our adversaries to hide. We will build on these by establishing a national coordination centre to map and monitor infrastructure which will enable responses to suspicious activity or disruptions to be better targeted. We are also developing an ambitious plan to scale and accelerate capabilities already in service and under development with UK industry, including autonomous underwater sensors and uncrewed aerial vehicles. This will create a “flock” of uncrewed systems, which will be “shepherded” by Royal Navy surface ships to secure the seas around our island and dependencies.
With reference to clause 24 of the Strategic Defence Review, published on 2 June 2025, whether he plans to have discussions with Cabinet colleagues on the (a) protection and (b) defence of critical national infrastructure.
As set out in the Strategic Defence Review, the Royal Navy will play a new leading and coordinating role in securing the UK’s critical undersea infrastructure and maritime traffic. As part of this, the Royal Navy will work with wider Government and commercial partners to develop enhanced maritime surveillance through existing and novel capabilities. We are continuing to advance existing programmes. RFA PROTEUS, our Multi-Role Ocean Surveillance ship, offers a versatile platform to help protect the integrity of the UK’s Maritime Zones and undersea critical maritime infrastructure. The Mine Hunting Capability Programme (MHC) is delivering a rolling programme of unmanned surface vessels and unmanned underwater vehicles into Royal Navy service for use by frontline Mine Warfare specialists. Maritime Domain Awareness capabilities provide a vital contribution too, through integration with partners from across government and our closest allies, we make it harder for our adversaries to hide. We will build on these by establishing a national coordination centre to map and monitor infrastructure which will enable responses to suspicious activity or disruptions to be better targeted. We are also developing an ambitious plan to scale and accelerate capabilities already in service and under development with UK industry, including autonomous underwater sensors and uncrewed aerial vehicles. This will create a “flock” of uncrewed systems, which will be “shepherded” by Royal Navy surface ships to secure the seas around our island and dependencies.
With reference to clause 23 of the Strategic Defence Review, published on 2 June 2025, whether (a) Minister and (b) officials from his Department have had discussions with representatives from the Department for Education on developing understanding of the armed forces among young people in schools since 02 June 2025.
As set out in the Strategic Defence Review, the Royal Navy will play a new leading and coordinating role in securing the UK’s critical undersea infrastructure and maritime traffic. As part of this, the Royal Navy will work with wider Government and commercial partners to develop enhanced maritime surveillance through existing and novel capabilities. We are continuing to advance existing programmes. RFA PROTEUS, our Multi-Role Ocean Surveillance ship, offers a versatile platform to help protect the integrity of the UK’s Maritime Zones and undersea critical maritime infrastructure. The Mine Hunting Capability Programme (MHC) is delivering a rolling programme of unmanned surface vessels and unmanned underwater vehicles into Royal Navy service for use by frontline Mine Warfare specialists. Maritime Domain Awareness capabilities provide a vital contribution too, through integration with partners from across government and our closest allies, we make it harder for our adversaries to hide. We will build on these by establishing a national coordination centre to map and monitor infrastructure which will enable responses to suspicious activity or disruptions to be better targeted. We are also developing an ambitious plan to scale and accelerate capabilities already in service and under development with UK industry, including autonomous underwater sensors and uncrewed aerial vehicles. This will create a “flock” of uncrewed systems, which will be “shepherded” by Royal Navy surface ships to secure the seas around our island and dependencies.
Communities and Local Government, when she plans to commence the consultation into the proposal to remove the Garden Trusts as a statutory consultee in the planning system.
The government is committed to reviewing the existing statutory consultee arrangements to ensure they align with the government’s ambitions for growth. As per the Written Ministerial Statement I made on 10 March 2025 (HCWS510), we intend to consult on removing a limited number of statutory consultees, including the Gardens Trust. We also intend to review the range and type of planning applications on which statutory consultees are required to be consulted and consider whether some types of application could be removed, or addressed by alternative means of engagement and provision of expert advice. Further details will be set out in due course.
With reference to recommendation 49 of the Strategic Defence Review: Making Britain Safer: secure at home, strong abroad, published on 2 June 2025, how much will his Department invest into the resilience of UK military space systems in each financial year of the current Parliament.
Work to deliver Strategic Defence Review recommendation 49 will be set out in the Defence Investment Plan due for release in the Autumn. This work is critical to ensuring Defence-wide capability prioritisation is conducted to understand where the greatest requirements rest.Government investment will build on the current UK Space ecosystem to prioritise, cohere and unlock the nation's space potential. Government Departments are working collaboratively to identify space synergies and common priorities to ensure a coherent approach.
With reference to recommendation 59 of the Strategic Defence Review, published on 2 June 2025, what plans he has to present the Defence Infrastructure Recapitalisation Plan to Parliament.
There are currently no plans to present the Defence Infrastructure Recapitalisation Plan to Parliament.