Written questions by Davies.

What sums his Department spent on providing (a) hormone replacement therapy for female patients and (b) testosterone replacement therapy for male patients in each of the last three years.

The NHS Business Services Authority (NHSBSA) collects data relating to National Health Service dispensing in the community. Prescriptions do not state the purpose for which they are written. There may be instances where medicines are used for other conditions.The tables below set out Net Ingredient Costs (NIC). This is the basic price of a product excluding VAT. It does not take account of discounts, rebates, dispensing costs, fees and allowances paid to pharmacists and appliance contractors for the service they provide to the National Health Service, or prescription charge income received, where the single charge or prescription prepayment certificate fee is paid, or foregone where prescriptions are dispensed free of charge.The following table shows the NIC for prescriptions for medicines eligible for the hormone replacement therapy prescription pre-payment certificate where gender is recorded in NHSBSA data as female, that were prescribed by NHS organisations in England and subsequently dispensed in the community, by year, from 2023 to 2025:Calendar yearNIC (£, million)202320720242572025289 In addition, the following table shows the NIC for prescriptions for testosterone where gender is recorded in NHSBSA data as male, that were prescribed by NHS organisations in England and subsequently dispensed in the community, by year, from 2023 to 2025:Calendar yearNIC (£, million)202324.5202427.3202530.1Source: the British National Formulary (BNF)Note: Testosterone Replacement Therapy is not a named section within the BNF. Data the table is based on the products included in the BNF chemical substances of methyltestosterone, testosterone, testosterone enantate, testosterone propionate, testosterone undecanoate, and testosterone esters.

If he will make an assessment of the potential merits of introducing a public interest assessment for large-scale acquisitions in the adult social care sector.

The Care Quality Commission (CQC) oversees the Market Oversight Scheme (MOS), which was established under Section 53 of the Care Act 2014 as an independent scheme with the aim of ensuring continuity of care services. The MOS was launched in 2015 and monitors the financial sustainability of the largest and most difficult to replace providers of adult social care.The scheme enables the CQC to give impacted local authorities advance notification in discharging their Care Act obligations to temporarily ensure continuity of care for all people receiving services. The CQC also notifies the Department, which will then activate its Operational Contingency Plan and convene national partners in order to monitor local efforts to ensure continuity of care.There are no current plans to expand the public interest considerations under the Enterprise Act 2002 beyond matters relating to financial stability, media plurality, and public health emergencies. The Government is committed to ensuring our policy making is informed by the best available evidence.Merger investigations on competition grounds are a matter for the Competition and Markets Authority (CMA), which operates independently of the Government. The CMA determines which transactions to review based on statutory thresholds and whether there is a realistic prospect of a substantial lessening of competition. The Government keeps the merger control regime under regular review to ensure it remains fit for purpose and works effectively within the current regulatory environment.

What assessment he has made of the compatibility of offshore ownership of care assets in the United Kingdom on his Department's plans to introduce (a) a National Care Service and (b) neighbourhood-based care systems.

Private adult social care providers are individual businesses, and the Government does not seek to intervene in their business decisions on company structure. We have been clear that the expectation is for adult social care providers to behave responsibly, including with their financial arrangements, which should promote sustainability.Under the Care Act 2014, local authorities have a duty to shape their care market to meet the diverse needs of all people, and to develop and build local market capacity. This includes commissioning a variety of different providers and specialist services from the voluntary, private, or public sector that provide genuine choice to meet the needs of local people and that offer quality and value for money.More broadly, we are making progress towards a National Care Service based on higher quality of care, greater choice and control, and joined-up neighbourhood services, with approximately £4.6 billion of additional funding available for adult social care by 2028/29 compared to 2025/26.

What data his Department holds on the proportion of births in NHS facilities at which a father is present.

National bodies such as the National Institute for Health and Care Excellence and the Royal College of Midwives have issued guidelines emphasising the importance of involving fathers and partners in maternity and perinatal care. These guidelines set expectations for trusts to adopt family-centred care and to treat fathers as active participants, not just visitors or observers. These resources are available, respectively, at the following two links:https://www.nice.org.uk/guidance/ng201/chapter/recommendations#:~:text=Antenatal%20classes-,1.3.,NICE%20guideline%20on%20postnatal%20carehttps://rcm.org.uk/wp-content/uploads/2024/06/engaging_dads_pocket_guide.pdfThe Department and NHS England do not hold data on the proportion of births in National Health Service facilities at which a father is present.

What standardised guidance is available to NHS maternity services regarding a) paternal involvement and b) support for fathers in childbirth.

National bodies such as the National Institute for Health and Care Excellence and the Royal College of Midwives have issued guidelines emphasising the importance of involving fathers and partners in maternity and perinatal care. These guidelines set expectations for trusts to adopt family-centred care and to treat fathers as active participants, not just visitors or observers. These resources are available, respectively, at the following two links:https://www.nice.org.uk/guidance/ng201/chapter/recommendations#:~:text=Antenatal%20classes-,1.3.,NICE%20guideline%20on%20postnatal%20carehttps://rcm.org.uk/wp-content/uploads/2024/06/engaging_dads_pocket_guide.pdfThe Department and NHS England do not hold data on the proportion of births in National Health Service facilities at which a father is present.

What the gender breakdown is of maternity services staff for each NHS trust.

NHS England publishes Hospital and Community Health Services workforce statistics for England which include information on the gender of staff. The data is drawn from the Electronic Staff Record, the human resources system for the National Health Service. Further information is available at the following link:https://digital.nhs.uk/data-and-information/publications/statistical/nhs-workforce-statisticsThe attached table presents data drawn from the underlying Electronic Staff Record information which is used by NHS England to produce the monthly NHS Workforce Statistics as the publication routinely presents data on the gender of staff by their staffing group but does not present this information broken down by individual organisation or the care setting or specialism staff are working in.Staff working in maternity services have been defined as doctors working in the specialty area of obstetrics and gynaecology, midwives, nurses working either maternity or neonatal nursing settings, and patient facing support staff working in either maternity services or neonatal nursing settings.

What assessment he has made of the potential impact of Welltower's acquisition of HC-One, Barchester and Care UK on the quality and affordability of care in the UK.

The Department has not had any discussions with Welltower about their recent investment in the acquisitions of care homes.The Government has not made a specific assessment of the impact of Welltower’s acquisition of Barchester Healthcare on the market concentration in London and the South East. Merger investigations on competition grounds are a matter for the Competition and Markets Authority (CMA), which operates independently of Government. The CMA determines which transactions to review based on statutory thresholds and whether there is a realistic prospect of a substantial lessening of competition. The Government keeps the merger control regime under regular review to ensure it remains fit for purpose and works effectively within the current regulatory environment.Under the Care Act 2014, local authorities have a duty to shape their care market to meet the diverse needs of all people, and to develop and build local market capacity. This includes commissioning a variety of different providers and specialist services that provide genuine choice to meet the needs of local people and that offer quality and value for money.Whilst fee rates are set by providers of adult social care, all businesses are required to comply with the Consumer Rights Act 2015 by ensuring that they use fair and clear terms in their standard agreements with customers. Private providers also hold much of the responsibility for recruitment and retention as adult social care employers. However, English local authorities do also have responsibility under the Care Act 2014 to meet social care needs and statutory guidance directs them to ensure there is sufficient workforce in adult social care.

What discussions he has had with Welltower on ensuring that its acquisition of HC-One, Barchester and Care UK does not have adverse impacts on a) care staff and b) care home residents.

The Department has not had any discussions with Welltower about their recent investment in the acquisitions of care homes.The Government has not made a specific assessment of the impact of Welltower’s acquisition of Barchester Healthcare on the market concentration in London and the South East. Merger investigations on competition grounds are a matter for the Competition and Markets Authority (CMA), which operates independently of Government. The CMA determines which transactions to review based on statutory thresholds and whether there is a realistic prospect of a substantial lessening of competition. The Government keeps the merger control regime under regular review to ensure it remains fit for purpose and works effectively within the current regulatory environment.Under the Care Act 2014, local authorities have a duty to shape their care market to meet the diverse needs of all people, and to develop and build local market capacity. This includes commissioning a variety of different providers and specialist services that provide genuine choice to meet the needs of local people and that offer quality and value for money.Whilst fee rates are set by providers of adult social care, all businesses are required to comply with the Consumer Rights Act 2015 by ensuring that they use fair and clear terms in their standard agreements with customers. Private providers also hold much of the responsibility for recruitment and retention as adult social care employers. However, English local authorities do also have responsibility under the Care Act 2014 to meet social care needs and statutory guidance directs them to ensure there is sufficient workforce in adult social care.

What steps his Department is taking to improve the quality and availability of prostate cancer support and treatment.

To improve the quality and availability of prostate cancer support, NHS England has committed to ensuring that every person diagnosed with cancer has access to personalised care. This includes needs assessments, a care plan, and health and wellbeing information and support. Through the provision of information, personalised care empowers people to manage their care and the impact of their cancer. This approach ensures that each person’s care is planned holistically, covering mental and physical health, as well as any practical or financial concerns.NHS England has funded an audit of prostate cancer to improve treatment quality and availability. Using routine data collected on patients diagnosed in a National Health Service setting, the audit brings together information to look at what is being done well, where it’s being done well, and what needs to be done better. On 9 October 2025, the latest national prostate cancer audits were published alongside patient summaries. The Government and the NHS are now considering the reports and acting on the findings where appropriate.The National Cancer Plan will aim to improve how the physical and psychosocial needs of people with cancer can be met, including for prostate cancer, with a focus on personalised care to improve quality of life. It will address how the experience of care can be improved for those diagnosed, treated, and living with and beyond prostate cancer.

What assessment he has made of the adequacy of the (a) quality and (b) availability of cancer services for patients in Telford.

Cancer services are provided from the Lingen Davies Centre at The Royal Shrewsbury Hospital, which comprises of an outpatient area, a chemotherapy day centre and radiotherapy facilities.Linear accelerators at the Shrewsbury and Telford Hospital NHS Trust, deliver around 1600 radiotherapy treatments, alongside 1700 systemic anti-cancer therapy (chemotherapy) treatments, each month for the population of Shropshire, Telford and the Wrekin. NHS England also commission cancer surgery for patients in the integrated care board.Many rare cancers have dedicated pathways in place to ensure all patients can access the services required. These pathways are all agreed with the West Midlands Cancer Alliance.The National Cancer Patient Experience Survey (CPES) allows cancer patients to give feedback on the care that they have received. This feedback is used to understand where care is working well and how National Health Service cancer services across England can be improved. Results from the survey are used by providers to improve the experience of cancer patients at a national, regional, and local level.The CPES 2024 results for the Shrewsbury and Telford Hospital NHS Trust, were published in July 2025 and are available at the following link:https://www.ncpes.co.uk/wp-content/uploads/2025/07/CPES-2024-Trust-The-Shrewsbury-and-Telford-Hospital-NHS-Trust-RXW.pdf

What steps he is taking to improve a) awareness of and b) access to online health care services among families and carers.

The Government will establish an “online hospital”, NHS Online, which will give people on certain pathways the choice of getting the specialist care they need from their home. It will connect patients with clinicians across the country through secure, online appointments accessed through the NHS App.Before NHS Online goes live, the National Health Service will learn from existing research on patient experience of online care over the last five years and build it into the programme as it develops, with a commitment to patient partnership in design and delivery. Inclusive service design is a key priority to ensure people continue to have greater access, choice, and control over their care.Digital health tools will be part of a wider offering that includes traditional face-to-face support with appropriate help for people who struggle to access digital services. Digital inclusion is a key priority for the NHS as it will support the shift from ‘analogue to digital’. It is one of the five national NHS England Health Inequalities Strategic Priorities, and they published a Digital Healthcare Framework which has guided the integrated care boards’ approach. To improve digital awareness and access, the NHS App team are working with through the National Health Literacy Partnership to provide an NHS App support offer to public libraries in England.

What steps his Department is taking to ensure that online healthcare provision reflects the needs of diverse modern families.

The Government will establish an “online hospital”, NHS Online, which will give people on certain pathways the choice of getting the specialist care they need from their home. It will connect patients with clinicians across the country through secure, online appointments accessed through the NHS App.Before NHS Online goes live, the National Health Service will learn from existing research on patient experience of online care over the last five years and build it into the programme as it develops, with a commitment to patient partnership in design and delivery. Inclusive service design is a key priority to ensure people continue to have greater access, choice, and control over their care.Digital health tools will be part of a wider offering that includes traditional face-to-face support with appropriate help for people who struggle to access digital services. Digital inclusion is a key priority for the NHS as it will support the shift from ‘analogue to digital’. It is one of the five national NHS England Health Inequalities Strategic Priorities, and they published a Digital Healthcare Framework which has guided the integrated care boards’ approach. To improve digital awareness and access, the NHS App team are working with through the National Health Literacy Partnership to provide an NHS App support offer to public libraries in England.

What steps he is taking to ensure NHS Online is accessible to people with limited a) digital skills and b) internet access.

The Government will establish an “online hospital”, NHS Online, which will give people on certain pathways the choice of getting the specialist care they need from their home. It will connect patients with clinicians across the country through secure, online appointments accessed through the NHS App.Before NHS Online goes live, the National Health Service will learn from existing research on patient experience of online care over the last five years and build it into the programme as it develops, with a commitment to patient partnership in design and delivery. Inclusive service design is a key priority to ensure people continue to have greater access, choice, and control over their care.Digital health tools will be part of a wider offering that includes traditional face-to-face support with appropriate help for people who struggle to access digital services. Digital inclusion is a key priority for the NHS as it will support the shift from ‘analogue to digital’. It is one of the five national NHS England Health Inequalities Strategic Priorities, and they published a Digital Healthcare Framework which has guided the integrated care boards’ approach. To improve digital awareness and access, the NHS App team are working with through the National Health Literacy Partnership to provide an NHS App support offer to public libraries in England.

What steps his Department is taking to enable working parents to access healthcare without adversely impacting (a) work and (b) childcare commitments.

Core opening hours for general practices (GPs) run from 8:00am to 6:30pm on weekdays, beyond typical school or nursery hours. In addition, primary care networks provide extended access to GP appointments on evenings and Saturdays.As of 1 October, patients are now able to get in touch with their GP via an online form at any time during core hours to request an appointment or to raise a query, as well as calling or visiting in person. This means working parents can easily schedule convenient appointments without waiting on the phone.

What policy he has on match funding raised by charity fundraisers for capital projects that will exclusively benefit the the NHS.

The Government is supportive of the National Health Service working with the charities sector to identify opportunities for philanthropic donations alongside match funding. We are aware of several successful examples of infrastructure projects either part or majority funded through such partnerships, including investment at Great Ormond Street Hospital and Moorfield Eye Hospital. Ultimately, it is for local NHS organisations and trusts to identify and agree these arrangements with charitable partners. More broadly, as set out in the 10-Year Health Plan we are implementing several national reforms to the capital regime that should ultimately support the NHS’ ability to work effectively with charitable partners, including on options for securing match funding for projects. These include providing multi-year capital allocations, extending to 10 years of funding certainty for NHS maintenance budgets, and expanding capital flexibilities and autonomy for high-performing providers and integrated care boards. These reforms should enable systems to better plan longer term pipelines of investment, better facilitating and enabling philanthropic and charitable contributions.

What resources i) his department and ii) the NHS is providing to support those wards within the government Pride in Place program in a) Telford, b) West Midlands and c) England.

Pride in Place is funded and led by the Ministry of Housing, Communities and Local Government (MHCLG). Neither the Department of Health and Social Care (DHSC) nor NHS England holds the information requested. However, our 10-Year Health Plan sets out our vision for a Neighbourhood Health Service, delivering truly integrated, proactive and personalised care closer to where people live and work.We have launched wave 1 of the National Neighbourhood Health Implementation Programme (NNHIP) in 43 places across England, including in the West Midlands. The NNHIP supports systems across the country in driving innovation and integration at a local level to improve the care they provide to their communities.As announced at Autumn Budget 2025, the NHS Neighbourhood Rebuild programme will deliver 250 Neighbourhood Health Centres, with 120 delivered in 2030. Rollout will be progressive over this Parliament, with early sites focused on areas of greatest need.Neighbourhood Health Centres will bring together National Health Service, local authority and voluntary sector services in one building to help create a holistic offer that meets the needs of local populations.DHSC continues to work closely with MHCLG on relevant policies and programmes including Pride in Place. I recently met with the Minister for Devolution, Faith and Communities on this topic to discuss synergies between Neighbourhood Health and Pride in Place.

What steps his Department is taking to use digital technology to help improve access to primary care.

We are shifting from analogue to digital with a transformed NHS App that will become the digital front door to the NHS. For the first time more people are contacting their GP online than by phone, and NHS App users have increased by 33% since last year. More patients can now request general practice appointments online, a huge step in delivering our commitment to end the 8am scramble.

If he will publish (a) the guidance (i) his Department and (ii) NHS England are providing to Trusts within (A) Category 3 and (B) Category 4 of the league tables of NHS trusts in England, published on 9 September 2025 and (b) the timetable for performance improvement.

The league table ‘segments’, or performance categories, published on 9 September 2025 are based on National Health Service trusts’ performance against the metrics and methodology in the NHS Oversight Framework 2025/26. NHS England published this framework on their website on 26 June 2025, and it is available at the following link:https://www.england.nhs.uk/long-read/nhs-oversight-framework-2025-26/NHS England uses the segmentation scores, alongside wider information, to inform oversight and improvement activities. Trusts in segments 3 and 4 will receive targeted support to address their most challenged performance areas, which may include, for example, urgent and emergency care, outpatients, mental health, finance, or maternity.NHS providers who have low performance, and which are therefore in segment 4, and low capability will be escalated to segment 5, where they will receive the most intensive support through the Recovery Support Programme (RSP). The RSP will soon be replaced by the National Provider Improvement Programme, focusing on determining whether the most challenged have the necessary conditions in place to deliver sustainable improvement and ensuring support is in place as needed.There is no national improvement timetable. Improvement plans will be different from trust to trust depending on their particular challenges and local circumstances.

What the average length of stay for a baby in neonatal care was in each of the last five years.

This information is available from Imperial College London’s National Neonatal Research Database, at the following link: https://www.imperial.ac.uk/neonatal-data-analysis-unit/neonatal-data-analysis-unit/nnrd-data-visualisations/

How many and what proportion of new born babies were admitted to neonatal care in each of the last five years.

This information is available from Imperial College London’s National Neonatal Research Database, at the following link: https://www.imperial.ac.uk/neonatal-data-analysis-unit/neonatal-data-analysis-unit/nnrd-data-visualisations/