Written questions by Wrigley.

What plans he has for the NHS Federated Data Platform after 15 February 2027.

The Medium-Term Planning Framework 2026/27 to 2028/29 sets out the expectation that all providers and integrated care boards onboard to the NHS Federated Data Platform and start making use of core products, data capabilities, and population health management tools by 2028/29. The framework available at the following link:https://www.england.nhs.uk/publication/medium-term-planning-framework-delivering-change-together-2026-27-to-2028-29/The supplier contract will be reviewed this year in line with standard contract management processes, and a decision will be made on its extension.

What the evidential basis is that shifting care into community settings will reduce waiting times and improve patient outcomes.

Shifting care into community settings is at the heart of the Government’s efforts to modernise and improve productivity in the National Health Service. Our vision is for a new model of planned care that is local where possible. This shift will provide rapid access to patient-centred services.The Elective Reform Plan sets out our plan to deliver care in the right place, so patients are able to access the right care more quickly. This includes, for example, expanding the use of Advice and Guidance (A&G), which helps general practitioners and hospital specialists to work together to make the best treatment plans for patients, and decide whether a hospital referral is truly needed.Where the outcome of A&G is for care management in the community, we expect patients to be seen more quickly, closer to home, benefiting from earlier specialist input. Ensuring patients receive the right care the first time can reduce the waiting list, so that people who need hospital care can receive it in a timely manner.The plan is working. The waiting list has decreased to 7.22 million in February 2026, a drop of over 405,000 since July 2024. 18-week performance has improved by over 3% from the start of July 2024. The number of waits over 18 weeks has decreased to 2.7 million in February 2026, the lowest it’s been since July 2022.

How NHS organisations will remain financially sustainable where activity is shifted out of acute settings.

Lord Darzi’s independent investigation into the National Health Service in England identified that the NHS’s current financial trajectory is not sustainable, and that spending has risen sharply and productivity has fallen. We are clear that without reform, rising demand, an ageing population, and inefficiencies will cause the NHS to crowd out other public services, undermining long‑term sustainability of the NHS.The reforms we have set out in the 10-Year Health Plan will ensure that the NHS has long-term sustainability, by shifting from hospital to community care to deliver care that is cheaper and more effective, by shifting from analogue to digital to raise productivity and reduce unit costs, and by shifting from sickness to prevention. Our plan is to bend the cost curve in acute services, so that costs grow more slowly via a combination of shift activity to community settings and increasing productivity. As per existing funding arrangements, acute providers will be fully funded for all activity they undertake.To ensure that NHS organisations remain financially sustainable during these reforms, we have published the Medium-Term Planning Framework 2026/27 to 2028/29, published in October 2025, which required integrated care boards and NHS providers to complete an integrated planning process with their three‑year numerical plans and five‑year narratives for the commissioning and delivery of NHS services, including the shift from hospital to community over this three year period. These plans will ensure that reform is delivered in a managed way that protects the financial sustainability of NHS organisations.

What support is provided to recruit and retain staff in coastal and rural health economies such as Torbay and South Devon.

Decisions about recruitment are a matter for individual National Health Service employers, who manage this at a local level to ensure they have the staff they need to deliver safe and effective care.As set out in the 10-Year Health Plan, the Government is committed to making the NHS the best place to work, by supporting and retaining our hardworking and dedicated healthcare professionals.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 10 Year Workforce Plan will ensure the NHS has the right people in the right places, with the right skills to care for patients, when they need it.

Whether interim capital support will be provided for the estate at Torbay Hospital ahead of full redevelopment.

We are supporting the Torbay and South Devon NHS Foundation Trust to ensure Torbay Hospital remains safe, comfortable, and capable of delivering high quality National Health Service care ahead of the delivery of a replacement hospital. As a first step towards this, Torbay Hospital received over £9.7 million from the Estates Safety Fund in 2025/26 for vital works.The Estates Safety Fund will continue over the next nine years with a total of £6.75 billion of investment to continue addressing poor quality estate. The NHS South West Region, responsible for Torbay Hospital, has been allocated £271.2 million from the Estates Safety Fund for the 2026/27 to 2029/30 period, alongside a further £339.0 million in planning assumption to 2034/35.The regional teams are currently prioritising the funding between hospital sites across the South West, including allocations for this financial year, and will be considering the needs of Torbay Hospital as part of this process.In addition to national capital, the Torbay and South Devon NHS Foundation Trust has been allocated £82.4 million in operational capital across 2026/27 to 2029/30, which can be allocated to local priorities, including estates works.

Whether the scope of the Torbay Hospital rebuild has been revised in the context of the 10-year health plan.

The scope of individual New Hospital Programme (NHP) schemes, including Torbay Hospital, are only confirmed and agreed through the approval of a Full Business Case. The NHP will build “right-sized” hospitals, based on consistent and robust assumptions appropriate for local health needs that supports the shift from hospital to community care. To support this, the programme has developed a National Health Service demand and capacity model reflecting demographic change, including population growth, which will inform future business case development.

What assessment he has made of the potential impact of adult social care capacity on delivering the 10-year health plan.

A fairly paid adult social care workforce with the right training, qualifications, and values will be able to provide high quality tailored care and support to those who need it and will support the priorities that we set out in the 10-Year Health Plan, namely shifting care from hospital to community, from analogue to digital, and from treating sickness to promoting prevention.The 10-Year Health Plan sets out how the Government’s aims to shift towards a Neighbourhood Health Service, with more care delivered locally to create healthier communities, spot problems earlier, and wrap around people’s lives to help people stay independent for longer. This speaks to the heart of what adult social care, done well, already is. More integrated working between the National Health Service, adult social care, local government, and civil society will be crucial to the delivery of neighbourhood health.The Government recognises the scale of the reforms needed to make the adult social care sector attractive, to support sustainable workforce growth, and improve the recruitment and retention of the workforce. That is why we plan to introduce the first ever Fair Pay Agreement in 2028 to improve pay and conditions for the adult social care workforce, backed by £500 million of new investment.

What the top risks are to delivering the Neighbourhood Health Framework; and how those risks are mitigated in areas with ageing hospital infrastructure such as Torbay.

The Neighbourhood Health Framework is designed to empower local leaders to develop and scale neighbourhood health. Risks to delivery include workforce capacity and capability, the need for effective collaboration across local partners, and the ability to align neighbourhood health models with existing estate and infrastructure.These risks are mitigated through a locally led and deliberately non-prescriptive approach. The framework sets national minimum aims and objectives but enables systems to build on what already works locally and prioritise activity according to population need and local context.We are committed to addressing the risks posed by poor quality infrastructure and ensuring facilities, like Torbay Hospital, remain safe, comfortable, and capable of delivering the 10-Year Health Plan’s radical vision for National Health Service care. As a first step towards this, Torbay Hospital received over £9.7 million from the Estates Safety Fund in 2025/26 for vital works. The Estates Safety Fund will continue over the next nine years with a total of £6.75 billion of investment to carry on addressing the poor quality of the estate. The regional teams are currently prioritising the funding between hospital sites across the South West, including allocations for this financial year, and will be considering the needs of Torbay Hospital as part of this process.

What steps his Department is taking to help support residents that cannot access routine NHS dental care prior to full implementation of dentistry contract reform.

The Government is committed to ensuring people can access urgent dental care when they need it. Over the past year, integrated care boards have been commissioning additional urgent dental appointments and there is now an urgent care safety net available in all areas of the country. 1.8 million additional courses of National Health Service dental treatment have been delivered in the seven months between April to October 2025 compared to the corresponding months prior to the general election.We are committed to delivering fundamental reform of the dental contract before the end of this Parliament.  As a first step, on 16 December we published the Government’s response to the public consultation on quality and payment reforms to the NHS dental contract. The changes will be introduced from April 2026. These reforms will put patients with greatest need first, incentivising urgent care and complex treatments. Further information is available at following link:https://www.gov.uk/government/consultations/nhs-dentistry-contract-quality-and-payment-reforms/outcome/government-response-to-consultation-on-nhs-dentistry-contract-quality-and-payment-reforms

If he will meet with the hon. Member for Newton Abbot and patients from Newton Abbot that cannot access NHS dental care.

Integrated care boards (ICBs) are responsible for commissioning primary care services, including National Health Service dentistry, to meet the needs of the local population. For the Newton Abott constituency, this is the One Devon ICB.The Government is committed to ensuring people can access urgent dental care when they need it. Over the past year, ICBs have been commissioning additional urgent dental appointments and there is now an urgent care safety net available in all areas of the country. 1.8 million additional courses of NHS dental treatment have been delivered in the seven months between April to October 2025 compared to the corresponding months prior to the general election. We are committed to delivering fundamental reform of the dental contract before the end of this Parliament. As a first step, on 16 December we published the Government’s response to the public consultation on quality and payment reforms to the NHS dental contract. The changes will be introduced from April 2026. These reforms will put patients with the greatest need first, incentivising urgent care and complex treatments. Further information is available at the following link: https://www.gov.uk/government/consultations/nhs-dentistry-contract-quality-and-payment-reforms/outcome/government-response-to-consultation-on-nhs-dentistry-contract-quality-and-payment-reformsIf the hon. Member were to formally request a meeting in writing, I would be happy to consider his request.

Which professional bodies, patient organisations, Integrated Care Boards and dental workforce representatives are being consulted on NHS dental contract reform.

In Summer 2025, we held a public consultation on a package of proposals of changes to the current National Health Service contract, to address some of the pressing issues that dentists and dental teams are experiencing. The Government response has been published and received a total of 2,289 completed responses. Of these responses, 60% were from individuals sharing their personal views and experiences, 33% were from individuals sharing their professional views, and 7% were from individuals providing a response on behalf of an organisation. The reforms will be implemented from April 2026 onwards.The Government is committed to more fundamental contract reform by the end of this Parliament. This will include a public consultation on the future proposals. As well as working towards a full public consultation, we are continuing to engage with the sector regularly, including the British Dental Association and other representatives, on these reforms to scope potential changes. While we do not publish information on official level meetings, details of ministerial meetings with external stakeholders are published quarterly in arrears on the GOV.UK website.

How his Department plans to measure the potential impact of NHS dental contract reforms on improving access to dentistry in rural and coastal communities.

We are aware of the challenges faced in accessing a dentist, particularly in more rural and coastal areas. From April 2026, we will be implementing reforms to the current National Health Service dental contract to improve access for patients with urgent and complex needs. A full impact assessment on the reforms has been published and is available at the following link: https://www.legislation.gov.uk/ukia/2026/42 The Department will monitor the impact of the reforms post-implementation, including through the monitoring of annually published statistics. We are committed to delivering further, fundamental reform of the dental contract before the end of this Parliament.

What estimate he has made of when NHS dental contract would increase the availability of NHS dental appointments in areas currently experiencing limited access.

Over the past year, integrated care boards have been commissioning additional urgent dental appointments and there is now an urgent care safety net available in all areas of the country. 1.8 million additional courses of National Health Service dental treatment have been delivered in the seven months between April to October 2025 compared to the corresponding months prior to the general election. We are committed to delivering fundamental reform of the dental contract before the end of this Parliament. And from April 2026, we will be implementing reforms to the current NHS dental contract which are expected to improve access for patients with urgent and complex needs. A full impact assessment on the reforms has been published and is available at the following link: https://www.legislation.gov.uk/ukia/2026/42

When the new dementia framework will be published.

The first ever Modern Service framework for Frailty and Dementia will be informed by phase one of the independent commission into adult social care. The commission is underway and phase one will report this year.We intend to engage with a range of partners over the coming months to enable us to build a framework which is both ambitious and practical, to ensure we can improve system performance for people with dementia both now and in the future. We are working to develop the content as soon as possible and we will keep partners updated on progress and timings as this work unfolds.

Whether any Freedom of Information requests seeking briefings, minutes and internal reports concerning Palantir Technologies have been refused since 2023.

Since January 2023, the Department has received and answered 17 Freedom of Information (FOI) requests seeking briefings, minutes, and internal reports concerning Palantir. The FOI Act provides several exemptions that allow public bodies to withhold information in particular circumstances. Exemptions exist to protect information that should not be disclosed, for example because disclosing it would be harmful to another person or it would be against the public interest.Of these requests, where information was withheld in part, this was almost exclusively because it constituted personal or contact information. In one case some information was withheld as it related to policy formulation. Information released included briefings and minutes of meetings. Those requests that were refused in full were due to cost or because the request required clarification.

Pursuant to the Answer of 11 November 2025 to Question 84973 on Car-Hill formula, when he plans to publish the conclusions of that review.

The review of the Carr-Hill formula has been commissioned through the National Institute for Health and Care Research (NIHR) and commenced in October 2025. The first phase of the review is expected to conclude in March 2026. Subject to ministerial decision, further work would subsequently be undertaken to technically develop and model any proposed changes to the formula.The review will be published in due course by the NIHR. Members of Parliament will also be updated once the review findings are available.

What support is being provided to (a) Torbay and (b) Exeter NHS Trusts to recruit and retain specialist cancer nurses and the cancer workforce.

NHS England has made good progress in growing and developing the cancer and diagnostics workforce.In 2024/25, approximately 8,000 people received training to either enter the cancer and diagnostics workforce or develop in their roles. As part of this, over 1,600 people were on apprenticeship courses, with over 270 additional medical specialty training places funded. Over 1,000 clinical nurse specialist (CNS) grants were made available to new and aspiring CNSs across England, including Devon.We are working to end the postcode lottery for cancer services. NHS England is working with NHS regions and the royal colleges to increase the number of clinical and medical oncology staff overall. In addition, we aim to fill vacancies and expand workforces in trusts that most need more staff, including in rural and coastal areas, to help boost performance.

Whether his Department plans to retain the GP partnership model.

We remain committed to the general practice (GP) partnership model and recognise its many strengths, including efficiency, innovation, and continuity of care. GP partnerships deliver high-quality care to patients all over the country. As set out in the 10-Year Health Plan, where the GP partnership model is working well, it should continue.We also recognise that increasingly fewer GPs are going into partnership, and that the partnership model is not the only model currently delivering GPs. GPs can and do choose to organise themselves in different ways, many of which cite evidence of good outcomes in terms of staff engagement and patient experience.Alongside the partnership model, the 10-Year Health Plan commits to introducing two new contracts enabling GPs to work over larger geographies, with the aim of supporting the neighbourhood health model, providing resilience and allowing economies of scale, thereby securing the sustainability of GPs into the future.

What assessment his Department has made of the potential impact of the GP partnership model on delivering continuity of care.

We recognise that the general practice (GP) partnership model has many strengths, including its role in supporting continuity of care. GP partnerships often have deep local knowledge and long-standing relationships with their registered patient populations, which can strengthen relational continuity. The GP Partnership Review from 2019 found that the stability of the partnership model supports and enables continuity of care.The Government values continuity of care in GPs, which is associated with better health outcomes and fewer accident and emergency attendances. That is why we have committed to bringing back the family doctor.We are investing an additional £1.1 billion in GPs, bringing total spend on the GP Contract to £13.4 billion in 2025/26, the biggest cash increase in over a decade. This investment will help build capacity in GPs, improving both continuity of care and access for patients.

What steps his Department is taking to establish Staff Treatment Hubs.

Following the publication of the 10-Year Health Plan on 3 July 2025, work is underway to develop implementation and operational plans for the staff treatments hubs. This will determine factors such as location, budgets, timeframes, and capacity.The commitment to staff treatment hubs draws on various evidence sources including NHS England’s internal Staff Treatment Access Review. This demonstrated the clear productivity and economic argument for investing in the health of our National Health Service staff, particularly focusing on mental health and musculoskeletal treatment services as the main drivers of sickness absence in the NHS, as well as wider sectors.