Written questions by Vickers.

What discussions she has had with hospitality employers on shaping T-Level qualifications.

The department has engaged with employers throughout the development of T Levels. Employers from the hospitality sector were particularly involved in discussions with the Institute of Apprenticeships and Technical Education around potentially developing T Levels in Catering and Hospitality, with a decision taken not to pursue this T Level announced in March 2025.Hospitality employers have been involved in other T Levels, including as members of the T Level panel developing and approving the Management and Administration T Level, and through providing industry placements to learners.

What recent assessment he has made of trends in the level of uptake of hospitality-related apprenticeships.

There are a number of apprenticeships available to support employers of all sizes in the hospitality sector to benefit from and develop the skilled workforces they need. The government has reduced the apprenticeship minimum duration to 8 months so that shorter apprenticeships are possible from August 2025. Employers in the hospitality sector will be able to make use of this flexibility where this is appropriate for the role or the apprentice. To support apprenticeships in small and medium-sized enterprises the government pays full training costs for young apprentices aged 16 to 21, and for apprentices aged 22 to 24 who have an education, health and care (EHC) plan or have been, or are, in local authority care. In addition, the government is delivering a hospitality Sector-based Work Academy Programme (SWAP) pilot, launched in partnership with UKHospitality. This pilot is being rolled out to 26 new areas in need of jobs and opportunity. These SWAPs support participants to gain accreditation for a digital Hospitality Skills Passport which is designed to provide proof that a person is qualified to perform their job effectively and safely, giving them a universal entry standard into the sector. Apprenticeship starts within the Hospitality and Catering sector can be found here: https://explore-education-statistics.service.gov.uk/data-tables/permalink/649e785b-9332-4f3c-f886-08de0724494a

What assessment his Department has made of the adequacy of the availability of transition support for young people with Ehlers Danlos Syndrome who are moving from paediatric to adult NHS services.

Integrated care boards (ICBs) have a statutory responsibility to commission services which meet the needs of their local populations. It is the responsibility of ICBs, working with clinicians, service users, and patient groups, to develop services and care pathways that meet patients’ needs.Supporting children and young people as they transition into adulthood, especially those with long-term or complex conditions, including those with Ehlers-Danlos syndrome (EDS), is a priority for the Government, and we are committed to ensuring that children receive the appropriate care and support whenever they need it.Our 10-Year Health Plan for England commits to establishing a new radical approach through neighbourhood health services, shifting from sickness to prevention and ensuring that support for children’s health and development is locally accessible. It ensures the support for children and young people as they navigate the National Health Service, and ensures that they feel confident in managing their own health and care from age 16 years old, where appropriate. This will include supporting young people, including those with EDS, as they move from child to adolescent and adult services, ensuring that care is developmentally appropriate throughout.In addition, a national transition framework is currently awaiting publication. This is to help local areas set up this model or to strengthen an existing one, and the principles of age- appropriate services set out in this document apply to both young people receiving care for the first time and those already on a transition pathway. While the framework focuses on broad principles of transition, future work will focus on specific considerations and conditions.

What steps he is taking to increase apprenticeship opportunities in the hospitality sector.

There are a number of apprenticeships available to support employers of all sizes in the hospitality sector to benefit from and develop the skilled workforces they need. The government has reduced the apprenticeship minimum duration to 8 months so that shorter apprenticeships are possible from August 2025. Employers in the hospitality sector will be able to make use of this flexibility where this is appropriate for the role or the apprentice. To support apprenticeships in small and medium-sized enterprises the government pays full training costs for young apprentices aged 16 to 21, and for apprentices aged 22 to 24 who have an education, health and care (EHC) plan or have been, or are, in local authority care. In addition, the government is delivering a hospitality Sector-based Work Academy Programme (SWAP) pilot, launched in partnership with UKHospitality. This pilot is being rolled out to 26 new areas in need of jobs and opportunity. These SWAPs support participants to gain accreditation for a digital Hospitality Skills Passport which is designed to provide proof that a person is qualified to perform their job effectively and safely, giving them a universal entry standard into the sector. Apprenticeship starts within the Hospitality and Catering sector can be found here: https://explore-education-statistics.service.gov.uk/data-tables/permalink/649e785b-9332-4f3c-f886-08de0724494a

What assessment he has made of the potential impact of government-funded skills programmes on staffing levels in hospitality.

The hospitality industry has a need for skilled workers to support growth in the economy and opportunity for all, as we have identified through IfATE’s (Institute for Apprenticeships and Technical Education) 2024 report into the future of skills training for the catering and hospitality sectors.We have a comprehensive skills programme to support employers in growing their business, and to support learners to develop better skills for better jobs. Training products are based on the skills, knowledge and behaviours that employers themselves have identified. These programmes, covering technical qualifications and apprenticeships, will support the industry to access the skills they need. Skills England meets regularly with representatives of the hospitality industry to understand skills challenges in that sector and how current technical qualifications and apprenticeships are meeting their needs.The government is funding a number of Sector-based Work Academy Programmes – or SWAPs. These are short-term training programmes designed to support jobseekers to get back into work. SWAPs bring together employers, Jobcentre Plus, and training providers, matching people to jobs and providing job-specific training, preparation and support. In May of this year the Department for Work and Pensions announced a partnership with UKHospitality to rollout hospitality SWAPs to 26 new areas providing real opportunities for individuals and employers.

What assessment he made of the adequacy of NHS provision for young people with (a) complex comorbidities, (b) Ehlers Danlos Syndrome, (c) epilepsy, (d) autism and (e) juvenile systemic lupus.

Integrated care boards (ICBs) have a statutory responsibility to commission services which meet the needs of their local populations. It is the responsibility of ICBs, working with clinicians, service users, and patient groups, to develop services and care pathways that meet patients’ needs.Supporting children and young people as they transition into adulthood, especially those with long-term or complex conditions, including those with Ehlers-Danlos syndrome (EDS), is a priority for the Government, and we are committed to ensuring that children receive the appropriate care and support whenever they need it.Our 10-Year Health Plan for England commits to establishing a new radical approach through neighbourhood health services, shifting from sickness to prevention and ensuring that support for children’s health and development is locally accessible. It ensures the support for children and young people as they navigate the National Health Service, and ensures that they feel confident in managing their own health and care from age 16 years old, where appropriate. This will include supporting young people, including those with EDS, as they move from child to adolescent and adult services, ensuring that care is developmentally appropriate throughout.In addition, a national transition framework is currently awaiting publication. This is to help local areas set up this model or to strengthen an existing one, and the principles of age- appropriate services set out in this document apply to both young people receiving care for the first time and those already on a transition pathway. While the framework focuses on broad principles of transition, future work will focus on specific considerations and conditions.

What support is available to help small hospitality businesses engage with (a) apprenticeship and (b) training schemes.

There are a number of apprenticeships available to support employers of all sizes in the hospitality sector to benefit from and develop the skilled workforces they need. The government has reduced the apprenticeship minimum duration to 8 months so that shorter apprenticeships are possible from August 2025. Employers in the hospitality sector will be able to make use of this flexibility where this is appropriate for the role or the apprentice. To support apprenticeships in small and medium-sized enterprises the government pays full training costs for young apprentices aged 16 to 21, and for apprentices aged 22 to 24 who have an education, health and care (EHC) plan or have been, or are, in local authority care. In addition, the government is delivering a hospitality Sector-based Work Academy Programme (SWAP) pilot, launched in partnership with UKHospitality. This pilot is being rolled out to 26 new areas in need of jobs and opportunity. These SWAPs support participants to gain accreditation for a digital Hospitality Skills Passport which is designed to provide proof that a person is qualified to perform their job effectively and safely, giving them a universal entry standard into the sector. Apprenticeship starts within the Hospitality and Catering sector can be found here: https://explore-education-statistics.service.gov.uk/data-tables/permalink/649e785b-9332-4f3c-f886-08de0724494a

Whether guidance has been issued to HM Courts and Tribunals Service staff on arranging (a) registered sign language interpreters and (b) deaf relay interpreters for jurors.

The Ministry of Justice is committed to ensuring fairness and accessibility of services for all participants, including deaf jurors.Whilst HM Courts and Tribunals Service (HMCTS) does not record protected characteristics of jurors in respect of complaints, an interrogation of data held suggests that in the last 12 months, HMCTS is aware of one instance where a juror needing a British Sign Language interpreter was unable to complete their jury service. HMCTS is investigating the circumstances to understand what occurred.Guidance is in place and is kept under review for HMCTS staff in relation to arranging registered British Sign Language interpreters for jurors.Deaf relay interpreters are not currently used for juror provision.The provision of British Sign Language interpreters to the Ministry of Justice is provided by Clarion UK Ltd. Detailed guidance and training is provided to courts and tribunals staff responsible for booking interpreters to ensure they follow the correct processes and book suitably qualified interpreters. The supplier provides confirmation of a booking once an interpreter is allocated and this is monitored throughout the booking duration. The Ministry of Justice maintains strong governance through a dedicated Commercial and Contract Management team, ensuring the provider is held accountable and the service is delivered to agreed standards.Jurors are proactively updated about changes in booking arrangements, and provided with written induction materials, interpreter oaths and relevant guidance documents. Where appropriate, jurors requiring BSL interpretation may also be invited to a pre-court visit with an interpreter present. This enables them to familiarise themselves with the courtroom, ask questions about the process and discuss their needs, helping to reduce anxiety and build confidence before their service begins.HMCTS keeps operational guidance, training and processes under regular review.

What steps his Department is taking to ensure the adequacy of the workforce capacity in community settings to help reduce pressure on elective backlogs.

The 10-Year Health Plan committed to shifting care from the hospital to the community and to introducing Neighbourhood Health Services to bring together teams of professionals closer to people’s homes to work together to provide comprehensive care in the community. We will publish a 10 Year Workforce Plan to create a workforce ready to deliver these transformed services. The plan will ensure that the National Health Service has the right people in the right places, with the right skills to care for patients, when they need it.

Whether his Department has undertaken modelling on the potential impact of (a) retention incentives, (b) flexible working policies and (c) bursaries for different staff groups on waiting lists.

The Department has not undertaken any such modelling. It is known that in the National Health Service, an engaged and supported workforce leads to better patient 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.To support this ambition, the Government plans to introduce a new set of standards for flexible modern NHS employment in April 2026. The new standards will reaffirm our commitment to improving retention by tackling the issues that matter to staff including promoting flexible working, improving staff health and wellbeing, and dealing with violence, racism, and sexual harassment in the NHS workplace. They will provide a framework for leaders across the NHS to build a supportive culture that embeds retention.

How many and what proportion of Trusts have designated recruitment teams focused on elective care specialties; and whether he plans on rolling out this initiative to more Trusts.

The Department does not hold information on how many and what proportion of trusts have designated recruitment teams focused on elective care specialties.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.The 10 Year Workforce Plan will ensure the NHS has the right people in the right places, with the right skills to deliver the best care for patients, when they need it.

Whether he has made an assessment of the potential impact of regional retention offers on reducing (a) workforce turnover and (b) waiting list lengths.

The Department has not made an assessment of the potential impact of staffing shortages in non-clinical roles, workforce burnout, reductions in the number of interim board positions, or regional retention offers on waiting lists, or of creating temporary cross-trust staffing pools for specialties with high waiting times. No assessment has been made of the potential impact of regional retention offers on reducing workforce turnover.The Government is committed to making the National Health Service the best place to work, by supporting and retaining our hardworking and dedicated healthcare professionals. The Government plans to introduce a new set of standards for modern employment in April 2026. The new standards will reaffirm our commitment to improving retention by tackling the issues that matter to staff, including promoting flexible working, improving staff health and wellbeing, and dealing with violence, racism, and sexual harassment in the NHS workplace.The health and wellbeing of all NHS staff is a top priority. NHS organisations have a responsibility to create supportive working environments for staff, ensuring they have the conditions they need to thrive, including access to high quality health and wellbeing support. As set out in the 10-Year Health Plan, we will roll out Staff Treatment hubs to ensure all staff have access to high quality occupational health support, including for mental health.NHS England published its planning guidance for 2025/26 in January 2025. This guidance sets out clear priorities for the NHS, including the delivery of the interim electives ambition that nationally, 65% of patients are seen within 18 weeks, along with an expected minimum 5% improvement on current performance for each trust, as set out in the Elective Reform Plan. Trusts and integrated care boards are expected to manage the staffing of all professions to deliver on these priorities within their agreed financial allocations.

What assessment his Department has made of the potential impact of staffing shortages in non-clinical roles on waiting lists.

The Department has not made an assessment of the potential impact of staffing shortages in non-clinical roles, workforce burnout, reductions in the number of interim board positions, or regional retention offers on waiting lists, or of creating temporary cross-trust staffing pools for specialties with high waiting times. No assessment has been made of the potential impact of regional retention offers on reducing workforce turnover.The Government is committed to making the National Health Service the best place to work, by supporting and retaining our hardworking and dedicated healthcare professionals. The Government plans to introduce a new set of standards for modern employment in April 2026. The new standards will reaffirm our commitment to improving retention by tackling the issues that matter to staff, including promoting flexible working, improving staff health and wellbeing, and dealing with violence, racism, and sexual harassment in the NHS workplace.The health and wellbeing of all NHS staff is a top priority. NHS organisations have a responsibility to create supportive working environments for staff, ensuring they have the conditions they need to thrive, including access to high quality health and wellbeing support. As set out in the 10-Year Health Plan, we will roll out Staff Treatment hubs to ensure all staff have access to high quality occupational health support, including for mental health.NHS England published its planning guidance for 2025/26 in January 2025. This guidance sets out clear priorities for the NHS, including the delivery of the interim electives ambition that nationally, 65% of patients are seen within 18 weeks, along with an expected minimum 5% improvement on current performance for each trust, as set out in the Elective Reform Plan. Trusts and integrated care boards are expected to manage the staffing of all professions to deliver on these priorities within their agreed financial allocations.

Whether his Department has set targets for reducing waiting lists by aligning them with (a) workforce growth and (b) deployment metrics.

As set out in the Plan for Change, we will ensure that 92% of patients return to waiting no longer than 18 weeks from referral to treatment by March 2029, a standard which has not been met consistently since September 2015. NHS England published its planning guidance for 2025/26 in January 2025. This guidance sets out clear priorities for the National Health Service, including the delivery of the interim electives ambition that nationally, 65% of patients are seen within 18 weeks, along with an expected minimum 5% improvement on current performance for each trust, as set out in the Elective Reform Plan. It is for trusts and integrated care boards to manage the staffing of all professions to deliver on these priorities within their agreed financial allocations.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 the NHS has the right people in the right places, with the right skills to care for patients, when they need it.

How many people have been unable to complete jury service because of a lack of British Sign Language provision in the last 12 months.

The Ministry of Justice is committed to ensuring fairness and accessibility of services for all participants, including deaf jurors.Whilst HM Courts and Tribunals Service (HMCTS) does not record protected characteristics of jurors in respect of complaints, an interrogation of data held suggests that in the last 12 months, HMCTS is aware of one instance where a juror needing a British Sign Language interpreter was unable to complete their jury service. HMCTS is investigating the circumstances to understand what occurred.Guidance is in place and is kept under review for HMCTS staff in relation to arranging registered British Sign Language interpreters for jurors.Deaf relay interpreters are not currently used for juror provision.The provision of British Sign Language interpreters to the Ministry of Justice is provided by Clarion UK Ltd. Detailed guidance and training is provided to courts and tribunals staff responsible for booking interpreters to ensure they follow the correct processes and book suitably qualified interpreters. The supplier provides confirmation of a booking once an interpreter is allocated and this is monitored throughout the booking duration. The Ministry of Justice maintains strong governance through a dedicated Commercial and Contract Management team, ensuring the provider is held accountable and the service is delivered to agreed standards.Jurors are proactively updated about changes in booking arrangements, and provided with written induction materials, interpreter oaths and relevant guidance documents. Where appropriate, jurors requiring BSL interpretation may also be invited to a pre-court visit with an interpreter present. This enables them to familiarise themselves with the courtroom, ask questions about the process and discuss their needs, helping to reduce anxiety and build confidence before their service begins.HMCTS keeps operational guidance, training and processes under regular review.

Whether his Department has reviewed the (a) confirmation, (b) tracking and (c) communication of British Sign Language interpreter bookings between HMCTS staff and jurors.

The Ministry of Justice is committed to ensuring fairness and accessibility of services for all participants, including deaf jurors.Whilst HM Courts and Tribunals Service (HMCTS) does not record protected characteristics of jurors in respect of complaints, an interrogation of data held suggests that in the last 12 months, HMCTS is aware of one instance where a juror needing a British Sign Language interpreter was unable to complete their jury service. HMCTS is investigating the circumstances to understand what occurred.Guidance is in place and is kept under review for HMCTS staff in relation to arranging registered British Sign Language interpreters for jurors.Deaf relay interpreters are not currently used for juror provision.The provision of British Sign Language interpreters to the Ministry of Justice is provided by Clarion UK Ltd. Detailed guidance and training is provided to courts and tribunals staff responsible for booking interpreters to ensure they follow the correct processes and book suitably qualified interpreters. The supplier provides confirmation of a booking once an interpreter is allocated and this is monitored throughout the booking duration. The Ministry of Justice maintains strong governance through a dedicated Commercial and Contract Management team, ensuring the provider is held accountable and the service is delivered to agreed standards.Jurors are proactively updated about changes in booking arrangements, and provided with written induction materials, interpreter oaths and relevant guidance documents. Where appropriate, jurors requiring BSL interpretation may also be invited to a pre-court visit with an interpreter present. This enables them to familiarise themselves with the courtroom, ask questions about the process and discuss their needs, helping to reduce anxiety and build confidence before their service begins.HMCTS keeps operational guidance, training and processes under regular review.

Whether his Department has made an assessment of the potential merits of creating temporary cross-trust staffing pools for specialties with high waiting times.

The Department has not made an assessment of the potential impact of staffing shortages in non-clinical roles, workforce burnout, reductions in the number of interim board positions, or regional retention offers on waiting lists, or of creating temporary cross-trust staffing pools for specialties with high waiting times. No assessment has been made of the potential impact of regional retention offers on reducing workforce turnover.The Government is committed to making the National Health Service the best place to work, by supporting and retaining our hardworking and dedicated healthcare professionals. The Government plans to introduce a new set of standards for modern employment in April 2026. The new standards will reaffirm our commitment to improving retention by tackling the issues that matter to staff, including promoting flexible working, improving staff health and wellbeing, and dealing with violence, racism, and sexual harassment in the NHS workplace.The health and wellbeing of all NHS staff is a top priority. NHS organisations have a responsibility to create supportive working environments for staff, ensuring they have the conditions they need to thrive, including access to high quality health and wellbeing support. As set out in the 10-Year Health Plan, we will roll out Staff Treatment hubs to ensure all staff have access to high quality occupational health support, including for mental health.NHS England published its planning guidance for 2025/26 in January 2025. This guidance sets out clear priorities for the NHS, including the delivery of the interim electives ambition that nationally, 65% of patients are seen within 18 weeks, along with an expected minimum 5% improvement on current performance for each trust, as set out in the Elective Reform Plan. Trusts and integrated care boards are expected to manage the staffing of all professions to deliver on these priorities within their agreed financial allocations.

Whether his Department has made an assessment of the potential impact of workforce burnout on waiting lists.

The Department has not made an assessment of the potential impact of staffing shortages in non-clinical roles, workforce burnout, reductions in the number of interim board positions, or regional retention offers on waiting lists, or of creating temporary cross-trust staffing pools for specialties with high waiting times. No assessment has been made of the potential impact of regional retention offers on reducing workforce turnover.The Government is committed to making the National Health Service the best place to work, by supporting and retaining our hardworking and dedicated healthcare professionals. The Government plans to introduce a new set of standards for modern employment in April 2026. The new standards will reaffirm our commitment to improving retention by tackling the issues that matter to staff, including promoting flexible working, improving staff health and wellbeing, and dealing with violence, racism, and sexual harassment in the NHS workplace.The health and wellbeing of all NHS staff is a top priority. NHS organisations have a responsibility to create supportive working environments for staff, ensuring they have the conditions they need to thrive, including access to high quality health and wellbeing support. As set out in the 10-Year Health Plan, we will roll out Staff Treatment hubs to ensure all staff have access to high quality occupational health support, including for mental health.NHS England published its planning guidance for 2025/26 in January 2025. This guidance sets out clear priorities for the NHS, including the delivery of the interim electives ambition that nationally, 65% of patients are seen within 18 weeks, along with an expected minimum 5% improvement on current performance for each trust, as set out in the Elective Reform Plan. Trusts and integrated care boards are expected to manage the staffing of all professions to deliver on these priorities within their agreed financial allocations.

What assessment his Department has made of the potential impact of reductions in the number of interim board positions on the capacity of the executive to reduce waiting lists.

The Department has not made an assessment of the potential impact of staffing shortages in non-clinical roles, workforce burnout, reductions in the number of interim board positions, or regional retention offers on waiting lists, or of creating temporary cross-trust staffing pools for specialties with high waiting times. No assessment has been made of the potential impact of regional retention offers on reducing workforce turnover.The Government is committed to making the National Health Service the best place to work, by supporting and retaining our hardworking and dedicated healthcare professionals. The Government plans to introduce a new set of standards for modern employment in April 2026. The new standards will reaffirm our commitment to improving retention by tackling the issues that matter to staff, including promoting flexible working, improving staff health and wellbeing, and dealing with violence, racism, and sexual harassment in the NHS workplace.The health and wellbeing of all NHS staff is a top priority. NHS organisations have a responsibility to create supportive working environments for staff, ensuring they have the conditions they need to thrive, including access to high quality health and wellbeing support. As set out in the 10-Year Health Plan, we will roll out Staff Treatment hubs to ensure all staff have access to high quality occupational health support, including for mental health.NHS England published its planning guidance for 2025/26 in January 2025. This guidance sets out clear priorities for the NHS, including the delivery of the interim electives ambition that nationally, 65% of patients are seen within 18 weeks, along with an expected minimum 5% improvement on current performance for each trust, as set out in the Elective Reform Plan. Trusts and integrated care boards are expected to manage the staffing of all professions to deliver on these priorities within their agreed financial allocations.

What assessment his Department has made of adequacy of the time taken to recruit (a) allied health professionals, (b) doctors and (c) nurses in each of the last five years; and if he will make an assessment of the potential impact of the time taken to recruit allied health professionals on (i) rehabilitation and (iI) elective services.

The Department has made no specific assessment of the adequacy of the time taken to recruit allied health professionals, doctors, and nurses in each of the last five years.Currently, the Department has no plans to make an assessment on the potential impact of the time taken to recruit allied health professionals on rehabilitation and elective services.NHS England published its planning guidance for 2025/26 in January 2025. This guidance sets out clear priorities for the National Health Service, including the delivery of the interim electives ambition that nationally, 65% of patients are seen within 18 weeks, along with an expected minimum 5% improvement on current performance for each trust, as set out in the Elective Reform Plan. It is for trusts and integrated care boards to manage the recruitment and staffing of all professions to deliver on these priorities within their agreed financial allocations.On 11 August 2025, the Government announced the Graduate Guarantee for nurses and midwives. The guarantee will ensure that there are enough positions for every newly qualified nurse and midwife in England. The package of measures will unlock thousands of jobs and will ensure thousands of new posts are easier to access by removing barriers for NHS trusts, creating opportunities for graduates and ensuring a seamless transition from training to employment.