Written questions by Duncan-Jordan.

Whether an assessment has been made of the ability of public authorities to migrate NHS and other public sector datasets away from Palantir systems without (a) operational disruption and (b) excessive cost.

Awaiting answer.

What safeguards are in place to prevent identifiable NHS patient data being accessed by (a) foreign governments and (b) entities subject to foreign jurisdiction.

Awaiting answer.

Whether algorithms and predictive systems within the NHS Federated Data Platform are subject to independent scrutiny for bias, discrimination or opaque automated decision-making.

Awaiting answer.

Whether contractual provisions exist allowing the NHS to (a) terminate and (b) suspend arrangements with Palantir Technologies in the event of (i) national security, (ii) ethical and (iii) data governance concerns.

Awaiting answer.

Whether patients may opt out of the use of their data within systems operated by Palantir Technologies without prejudice to their treatment.

Awaiting answer.

Whether financial support has been considered for charitable run air ambulances in light of rising aviation fuel costs.

The Operational Response Centre has been working closely with Air Ambulances UK from a resilience of fuel supply perspective, as part of routine, cross-Government emergency planning. There are no current plans to provide further funding to the sector which operates through a successful charitable model.The Government supports the longstanding and successful independent air ambulance charities model, which enables close partnership working with local National Health Service trusts to provide medical guidance, supplies, and training. A charitable model is also a more feasible way to fund the high capital and revenue costs associated with helicopter emergency medical services.

What discussions have taken place with other key players to ensure that the Modern Service Framework for Palliative and End of Life Care will be effective.

We will publish an interim update on the Modern Service Framework (MSF) for Palliative Care and End-of-Life Care shortly. The final MSF will be published this autumn.The MSF will provide a clinically-led, evidence-based framework to support sustained improvement in patient and carer outcomes, including reducing both inequality and unwarranted variation. Areas of action will be identified for those commissioning and delivering services, with associated performance and outcome metrics to support system accountability. The MSF will seek to embed palliative care and end-of-life care within a strategic commissioning model that is centred on population need.We have been engaging with a range of stakeholders, from approximately 70 organisations, to inform the MSF’s development, including the Ambitions Partnership. We are also undertaking engagement with integrated care systems through National Health Service regional teams. We have also been working closely with teams leading on the other MSFs, to ensure that they align with each other.Following the publication of the interim update, Department and NHS England officials will continue to engage closely with stakeholders on the development of the final MSF.

What next steps will be taken following the publication of the interim statement on the Modern Service Framework for Palliative and End of Life Care.

We will publish an interim update on the Modern Service Framework (MSF) for Palliative Care and End-of-Life Care shortly. The final MSF will be published this autumn.The MSF will provide a clinically-led, evidence-based framework to support sustained improvement in patient and carer outcomes, including reducing both inequality and unwarranted variation. Areas of action will be identified for those commissioning and delivering services, with associated performance and outcome metrics to support system accountability. The MSF will seek to embed palliative care and end-of-life care within a strategic commissioning model that is centred on population need.We have been engaging with a range of stakeholders, from approximately 70 organisations, to inform the MSF’s development, including the Ambitions Partnership. We are also undertaking engagement with integrated care systems through National Health Service regional teams. We have also been working closely with teams leading on the other MSFs, to ensure that they align with each other.Following the publication of the interim update, Department and NHS England officials will continue to engage closely with stakeholders on the development of the final MSF.

If he will hold discussions with the Fire Brigades Union on the implementation of health monitoring for firefighters.

On 16 April 2026, the Department announced its intention to co-produce a Firefighters’ Concordat on Health and Wellbeing, to develop a bespoke health monitoring offer for firefighters, and to undertake new research to improve understanding of the long-term health risks firefighters face and the most effective forms of support. The Concordat will be jointly designed and developed with the sector, bringing together national and local Government, the National Health Service, fire chiefs, employers, the Fire Brigades Union and firefighters themselves. This work is being taken forward through the Ministerial Advisory Group (MAG) on Fire and Rescue Reform.The health monitoring offer will be developed in partnership with the NHS, alongside the MAG, and with firefighters and their representatives, employers, clinicians, public health and occupational health experts, and relevant national bodies. The MAG will provide a mechanism to maintain shared oversight as the offer is designed, tested and refined.

What estimations his Department has made of the cost of integrating the social care sector into the Department and devolving it to local government level.

No estimation or assessment has been made. The Department currently has responsibility for social care policy. Under the Care Act 2014, local authorities have a duty to meet the eligible care and support needs of people in their local area.

If it will make an assessment of the potential merits of transferring control of social care to the Department for Housing, Communities and Local Government to provide services at the local level.

No estimation or assessment has been made. The Department currently has responsibility for social care policy. Under the Care Act 2014, local authorities have a duty to meet the eligible care and support needs of people in their local area.

Whether he has made an assessment of the potential merits of the provision of social care services by Local Authority Social Service Departments.

Funding for adult social care is provided by the Government to local authorities as part of the local government finance settlement and various grants. Under the Care Act 2014, local authorities are tasked with the duty to shape their care markets to meet the diverse needs of all local people.In exercising these duties, local authorities should balance a range of relevant factors when considering the type of care provider they commission. They should encourage or deliver a range of different services to ensure people have a genuine choice of high-quality care services. Market decisions should be informed by considerations of population needs and market sustainability, with the aim of improving outcomes through high‑quality, personalised care.The Care Quality Commission (CQC) is assessing how local authorities in England are meeting the full range of their duties under Part 1 of the Care Act 2014. The assessments identify local authorities’ strengths and areas for improvement, facilitating the sharing of good practice and helping us to target support where it is most needed. If the CQC identifies that a local authority has failed or is failing to discharge its duties under the Care Act to an acceptable standard, my Rt Hon. Friend, the Secretary of State for Health and Social Care, has powers to intervene. All reports are published on the CQC’s website at the following link:https://www.cqc.org.uk/care-services/local-authority-assessment-reports

What level of skilled professional workforce the Department estimates is needed to meet the current demand of the social care sector and what steps is it taking to meet this target.

Demand for long‑term care is projected to rise markedly over the next decade, driven by growth in the older population. Current projections from Skills for Care, and the Care Policy and Evaluation Centre at the London School of Economics suggest that this would require workforce growth of approximately 2% to 3% per year to broadly keep pace with demand.Recent data from Skills for Care shows a 3.2% increase in filled posts in domiciliary care and a 1.4% increase in residential care between March 2025 and February 2026.The Department’s immediate priority is to support the adult social care sector to meet current demand by improving recruitment, retention, and workforce stability. While responsibility for workforce planning and delivery sits primarily with local authorities and providers, the Department is taking action to support the sector and improve its sustainability.This includes introducing the first ever Fair Pay Agreement to improve pay, and terms and conditions, delivering a national recruitment campaign to promote care as a career, working with the Department for Work and Pensions to support domestic recruitment, and continuing to monitor workforce capacity through Skills for Care data, the Capacity Tracker, and intelligence from sector partners.The Department of Health and Social Care is also taking action to professionalise and upskill the workforce, which is essential for both short-term capacity and long-term sustainability. This includes implementing the Care Workforce Pathway as the first universal career structure for adult social care, investing a further £10 million this financial year through the Adult Social Care Learning and Development Support Scheme to fund training and qualifications including the Level 2 Adult Social Care Certificate, providing £2.3 million to support newly qualified social workers through the Assessed and Supported Year in Employment, and piloting a fund to enable adult social care nurses to prescribe medications and support care workers to take on healthcare activities.Together, these measures aim to improve retention through clearer progression, better recognition of skills, and increased opportunities for development, while supporting the sector to meet rising and increasingly complex demand.

What level of skilled professional workforce the Department estimates is needed to meet the current demand of the social care sector and what steps is it taking to meet this target.

Demand for long‑term care is projected to rise markedly over the next decade, driven by growth in the older population. Current projections from Skills for Care, and the Care Policy and Evaluation Centre at the London School of Economics suggest that this would require workforce growth of approximately 2% to 3% per year to broadly keep pace with demand.Recent data from Skills for Care shows a 3.2% increase in filled posts in domiciliary care and a 1.4% increase in residential care between March 2025 and February 2026.The Department’s immediate priority is to support the adult social care sector to meet current demand by improving recruitment, retention, and workforce stability. While responsibility for workforce planning and delivery sits primarily with local authorities and providers, the Department is taking action to support the sector and improve its sustainability.This includes introducing the first ever Fair Pay Agreement to improve pay, and terms and conditions, delivering a national recruitment campaign to promote care as a career, working with the Department for Work and Pensions to support domestic recruitment, and continuing to monitor workforce capacity through Skills for Care data, the Capacity Tracker, and intelligence from sector partners.The Department of Health and Social Care is also taking action to professionalise and upskill the workforce, which is essential for both short-term capacity and long-term sustainability. This includes implementing the Care Workforce Pathway as the first universal career structure for adult social care, investing a further £10 million this financial year through the Adult Social Care Learning and Development Support Scheme to fund training and qualifications including the Level 2 Adult Social Care Certificate, providing £2.3 million to support newly qualified social workers through the Assessed and Supported Year in Employment, and piloting a fund to enable adult social care nurses to prescribe medications and support care workers to take on healthcare activities.Together, these measures aim to improve retention through clearer progression, better recognition of skills, and increased opportunities for development, while supporting the sector to meet rising and increasingly complex demand.

What steps he is taking to help to support the development of individual good life plans for people in social care.

The Care Act 2014 places a duty on local authorities to promote wellbeing when arranging social care for an individual, and this provides individuals and their carers with more control over the way in which care and support is provided. As part of the Department’s national improvement and support offer to the adult social care sector, it funds Think Local Act Personal (TLAP), to deliver a programme that supports the personalisation of services. This includes facilitating local use of TLAP’s Making it Real framework and principles, which ensure that people who draw on care and support are involved in shaping services. TLAP also helps with practical models of self-directed support and advice on the personalisation of services. The Care Quality Commission (CQC) is assessing how local authorities in England are meeting the full range of their duties under Part 1 of the Care Act 2014, including assessing needs. The assessments identify local authorities’ strengths and areas for improvement, facilitating the sharing of good practice and helping us to target support where it is most needed. If the CQC identifies that a local authority has failed or is failing to discharge its duties under the Care Act to an acceptable standard, my Rt Hon. Friend, the Secretary of State for Health and Social Care, has powers to intervene. All reports are published on CQC’s website at the following link: https://www.cqc.org.uk/care-services/local-authority-assessment-reports. As part of the progress we are making on building a National Care Service, we are supporting the CQC to be a trusted partner, regulator, and driver of standards across England for adult social care, underpinned by provider inspections and local authority (LA) assessments that shine a light on LA performance.

What estimate he has made of the level of skilled professional workforce required to meet the long-term demand of the social care sector; and what steps he is taking to meet that target.

Demand for long‑term care is projected to rise markedly over the next decade, driven by growth in the older population. Current projections from Skills for Care, and the Care Policy and Evaluation Centre at the London School of Economics suggest that this would require workforce growth of approximately 2% to 3% per year to broadly keep pace with demand.Recent data from Skills for Care shows a 3.2% increase in filled posts in domiciliary care and a 1.4% increase in residential care between March 2025 and February 2026.The Department’s immediate priority is to support the adult social care sector to meet current demand by improving recruitment, retention, and workforce stability. While responsibility for workforce planning and delivery sits primarily with local authorities and providers, the Department is taking action to support the sector and improve its sustainability.This includes introducing the first ever Fair Pay Agreement to improve pay, and terms and conditions, delivering a national recruitment campaign to promote care as a career, working with the Department for Work and Pensions to support domestic recruitment, and continuing to monitor workforce capacity through Skills for Care data, the Capacity Tracker, and intelligence from sector partners.The Department of Health and Social Care is also taking action to professionalise and upskill the workforce, which is essential for both short-term capacity and long-term sustainability. This includes implementing the Care Workforce Pathway as the first universal career structure for adult social care, investing a further £10 million this financial year through the Adult Social Care Learning and Development Support Scheme to fund training and qualifications including the Level 2 Adult Social Care Certificate, providing £2.3 million to support newly qualified social workers through the Assessed and Supported Year in Employment, and piloting a fund to enable adult social care nurses to prescribe medications and support care workers to take on healthcare activities.Together, these measures aim to improve retention through clearer progression, better recognition of skills, and increased opportunities for development, while supporting the sector to meet rising and increasingly complex demand.

What assessment he has made of the potential merits of social care resources being transferred to local government departments to deliver social care services.

Funding for adult social care is provided by the Government to local authorities as part of the local government finance settlement and various grants. Under the Care Act 2014, local authorities are tasked with the duty to shape their care markets to meet the diverse needs of all local people.In exercising these duties, local authorities should balance a range of relevant factors when considering the type of care provider they commission. They should encourage or deliver a range of different services to ensure people have a genuine choice of high-quality care services. Market decisions should be informed by considerations of population needs and market sustainability, with the aim of improving outcomes through high‑quality, personalised care.The Care Quality Commission (CQC) is assessing how local authorities in England are meeting the full range of their duties under Part 1 of the Care Act 2014. The assessments identify local authorities’ strengths and areas for improvement, facilitating the sharing of good practice and helping us to target support where it is most needed. If the CQC identifies that a local authority has failed or is failing to discharge its duties under the Care Act to an acceptable standard, my Rt Hon. Friend, the Secretary of State for Health and Social Care, has powers to intervene. All reports are published on the CQC’s website at the following link:https://www.cqc.org.uk/care-services/local-authority-assessment-reports

What steps he is taking to help develop short-term and long-term strategic plans for the social care sector.

The independent commission into adult social care is underway, developing plans for how we move to a National Care Service based on greater choice and control, joined-up health and care services, and higher quality of care.Phase 1 of the commission will report this year, making recommendations to address immediate priorities for adult social care, laying the groundwork for long-term reform and setting us on the path to deliver a National Care Service.In the meantime the Government is already putting the foundations in place, enabling choice and control through record investment in the Disabled Facilities Grant, including £723 million this year, improving care quality through the first ever adult social care Fair Pay Agreement backed by £500 million, and joining up services by improving national data and digital infrastructure and developing neighbourhood health services.

If his Department will make an assessment of the potential merits of creating a new community social work professional that combines essential clinical skills with relationship- and strengths-based practical knowledge.

Adult social care is part of our vision for a Neighbourhood Health Service that shifts care from hospitals to communities, with more personalised, proactive, and joined-up health and care services that help people stay independent for as long as possible. Social work professionals already work in and with the National Health Service and will be an important part of neighbourhood teams to help people stay independent for longer and play an enhanced role in rehabilitation and recovery. We recognise that in order to achieve this, cultural changes will be needed within the NHS and wider health and care system, and we are keen to strengthen partnership between the NHS and local government.We support the supply of social workers with the right skills, knowledge, and values to support adults, children, and families. Strength-based and relationship-based approaches are fundamental to social work practice and are a key part of training and re-registration requirements.In the NHS, social workers are classed as 'clinicians', having the same protected title, professional qualification, registration, and continuing professional development requirements as other professionals, meaning they develop similar clinical skills as other clinicians.We engage and work closely with the social work sector including through the Chief Social Worker (CSW) for Adults. The CSW provides independent expert advice to ministers on social work reform and works with key leaders in the sector to drive forward the improvement and reform programme for social care, contributing to social work and social care policy implementation.

What steps the Department is taking to create a system of democratic accountability and consultative governance system to advise elected representatives in their responsibilities to social care.

The Department ensures that adult social care operates within clear lines of democratic accountability, with ministers accountable to Parliament, and local authorities responsible under the Care Act 2014 to meet social care needs. Alongside this, we maintain regular and structured engagement with a wide range of stakeholders across the sector, including local government, provider organisations, charities, and people with lived experience, to ensure decision-making is informed by consultations with those working in and affected by the system.