Written questions by Dhesi.

What steps they are taking to use (a) artificial intelligence and (b) data to help increase their Department's productivity.

DWP is committed to improving its productivity, including through artificial intelligence and effective use of data. The department is safely accelerating our use of AI to make a real difference for both employees and citizens. We test the feasibility of using AI technology to address business problems using an iterative, test-and-learn approach. We are exploring how AI and innovation can improve DWP’s ability to respond at pace and provide a more personalised and seamless experience for customers. An AI Delivery Board oversees DWP’s use of AI, assuring that it is safe, ethical, and transparent. The DWP Data Strategy sets out the department’s vision, principles, and priorities, to provide a clear path to enable us to become a data-driven organisation for the greater public good. Aligned with organisational goals, it focuses on delivering excellent services, improving outcomes, reducing costs, and building trust. It will enable DWP to:Improve the quality, availability, and accessibility of our data.Enhance our data capabilities, skills, and culture.Strengthen our data governance, ethics, and security.Promote data collaboration and innovation.Leverage data assets for informed decision-making and policy. With improved access to data and products, DWP will be able to make better and faster decisions. Using data to make better automated and human decisions will improve efficiency, effectiveness and our citizens’ experiences. Increased accuracy of data will support faster local decision making, based on insight on local operational pressures and local citizens’ needs. This will support DWP to reduce fraud and error incidents and improve and modernise citizen services. Business areas will be able to use data to better support citizens by making the right decision quickly and reducing burden. Within the work of the Department's Service Modernisation Programme, opportunities to harness the potential of AI and maximise our use of data will form central parts of wider activity aimed at modernising and improving the service we provide.

What steps they are taking to use (a) artificial intelligence and (b) data to help increase their Department's productivity.

The Cabinet Office is committed to improving its productivity, including through artificial intelligence (AI) and effective use of data. The Cabinet Office Data Strategy promotes the use of high quality data and analytics to gain insights that drive decision making and operational effectiveness. In parallel, we are growing the department’s AI capabilities through the design and application of a range of solutions, including Redbox which is a tool to help staff perform research, drafting and reviewing faster, reducing administrative burdens and improving response times for stakeholders. Other solutions are also in development (e.g. machine learning applications and generative AI) to automate and accelerate routine business operations and policy activity. We draw on a range of resources, published on GOV.UK, to inform our AI and data usage. For example, the Generative AI Framework, the Data Maturity Assessment, the Ethics, Transparency and Accountability Framework, the Data Ethics Framework, and the Algorithmic Transparency Recording Standard. The department also has access to the Central Digital & Data Office, based in the Department for Science, Innovation & Technology, for expert advice. We will continue to regularly review our usage of AI and data to maximise productivity benefits for staff and the public.

Innovation and Technology, what steps they are taking to use (a) artificial intelligence and (b) data to help increase their Department's productivity.

The Department for Science, Innovation and Technology (DSIT) is committed to improving its productivity, including through artificial intelligence and effective use of data.For example, approximately 1,500 staff across DSIT and arms-length bodies are participating in the cross-government Microsoft 365 Copilot experiment led by CDDO. Staff are using Copilot to summarise policy papers and briefings, support initial document drafting, to extract insights from data, and retrieve information within the department or online.We use data and analysis to inform decision making in the department, identify potential improvements, and ensure optimal allocation of funding/resources. We also make use of secure data platforms and reproducible analytical pipelines for data analysis, thus enabling faster, data-driven decisions. We draw on a range of resources, published on GOV.UK, to inform our AI and data usage. For example, the Generative AI Framework, the Data Maturity Assessment, the Ethics, Transparency and Accountability Framework, the Data Ethics Framework, and the Algorithmic Transparency Recording Standard.The department also has access to the Central Digital & Data Office for expert advice.We will continue to regularly review our usage of AI and data to maximise productivity benefits for staff and the public.

Communities and Local Government, what steps they are taking to use (a) artificial intelligence and (b) data to help increase their Department's productivity.

MHCLG is committed to improving its productivity, including through artificial intelligence and effective use of data.MHCLG’s Foundational AI Team is currently in the group testing phase of introducing a licensed version of Microsoft’s Copilot to staff. This initiative is designed to evaluate the outcome of integrating Copilot into our department’s workflow to evaluate its effectiveness in enhancing productivity and collaboration. Staff involved in this testing phase are participating in periodic surveys and evaluation meetings so we can measure both the impact to productivity and staff satisfaction with Copilot’s current capabilities. If the testing phase is a success, we will consider a wider deployment to the department that is supported by appropriate evidence and business cases.The MHCLG’s Foundational AI Team is also exploring the in-house design and production of dedicated AI chatbot tools tailored to be used with specific sets of data and information that the department holds. These tools would be configured to use data from specific documents and datasets, making them highly responsive in individual areas of MHCLG’s work.To ensure this and other AI work across the entire department is done safely and securely, we are also refreshing the department's internal generative AI policy to make sure it is up to date regarding the use of sensitive data by staff.We will continue to regularly review our usage of AI and data to maximise productivity benefits for staff and the public.

What steps they are taking to use (a) artificial intelligence and (b) data to help increase their Department's productivity.

HM Treasury (HMT) is committed to improving its productivity, including through artificial intelligence (AI) and the effective use of data.HMT is implementing a multi-year Data and AI Strategy to make sure it adopts a modern data platform, upskills its people in good data management, and implements ethical and sustainable AI use. The department has established a dedicated Data Science Hub, which provides data and AI tools and a dedicated data management function.HMT is undertaking this in partnership with broader cross-governmental networks and private sector collaborations, to identify potential opportunities for cooperation and to address security risks associated with technological advancements.

Food and Rural Affairs, what steps they are taking to use (a) artificial intelligence and (b) data to help increase their Department's productivity.

Defra is committed to improving its productivity, including through artificial intelligence and effective use of data. Central to this agenda will be delivering on our Digital and Data Transformation Strategy (2023-2030), which focuses on improving access to high quality data and digital services. This year, we established our Chief Data Office, which aims to shape a consistent approach to data and information, common tooling and capability. Its 2030 ambitions will enable data sharing across Government, reduce duplication, and empower a more efficient workforce in Defra. AI, particularly machine learning, is also being used to process large volumes of data quickly and accurately across the department. Our primary vehicle is the Data Analytics and Science Hub, an advanced analytics platform, which serves increasing demand to bring together complex data, derive insights, and improve decision-making and operational efficiency in a legal and ethical way. We are also collaborating with the Central Digital and Data Office (CDDO) to trial generative AI products such as Microsoft 365 copilot, focused on improving the day-to-day productivity of staff. We draw on a range of resources to inform our AI and data approach, for example, the Generative AI Framework, and have access to CDDO for expert advice.

If he will take steps to increase public awareness of pancreatic cancer symptoms.

NHS England is already taking steps to deliver a range of interventions to improve awareness of pancreatic cancer symptoms. NHS England runs Help Us Help You campaigns to increase knowledge of cancer symptoms and address barriers to acting on them, to encourage people to come forward as soon as possible to see their general practitioner. The campaigns focus on a range of symptoms, including symptoms of pancreatic cancer, as well as encouraging body awareness, to help people spot symptoms across a wide range of cancers at an early point.NHS England is also working with Pancreatic Cancer UK to develop a public-facing Family History Checker, which enables people, and their families, affected by pancreatic cancer to self-assess if they have inherited risk. People identified of being at risk are referred directly to the European Registry of Hereditary Pancreatic Diseases research trail, which aims to understand inherited conditions of the pancreas. Referrals to the trail can be made by any healthcare professional across all health sectors, or by individuals via self-referral.NHS England and other National Health Service organisations, nationally and locally, also publish information on the signs and symptoms of many different types of cancer, including pancreatic cancer. This information can be found on the NHS website.

What steps he is taking to help increase productivity within his Department through the use of (a) artificial intelligence and (b) effective use of data.

The Ministry of Defence is committed to improving its productivity and is establishing a central Productivity Portfolio to break down the barriers to productive working, and is actively investigating opportunities to drive productivity through the use of AI and the effective use of data while rigorously managing the risk of using these capabilities to support human analysis and decision making. This includes using informational chatbots, machine learning applications and generative AI to automate and accelerate routine business operations and policy work; through to Defence-specific opportunities driven by data to enhance the speed of decision-making, optimise logistics or increase the availability of military capabilities. We draw on a range of resources, published on GOV.UK, to inform our AI and data usage. For example, the Generative AI Framework, the Data Maturity Assessment, the Ethics, Transparency and Accountability Framework, and the Data Ethics Framework. The Department also has access to the Central Digital & Data Office, based in the Department for Science, Innovation & Technology, for expert advice. We will continue to regularly review our usage of AI and data to maximise productivity benefits for staff and the public.

What steps she is taking to reduce instances of post traumatic stress disorder within the (a) police and (b) fire service.

(a) PolicingThe Government has been clear that the wellbeing of our police is a priority, and we want to ensure that all police officers and staff have the appropriate support in place to thrive in their careers and continue to serve the public. Chief Constables have a responsibility to manage their workforce effectively and this includes ensuring the wellbeing of all officers and staff.Through the Police Covenant, and led by the Chief Medical Officer, all forces now meet the new Occupational Health foundation level standards. We also continue to fund the National Police Wellbeing Service. The Service provides evidence-based guidance, advice, tools and resources to support forces and individual officers, including guidance on Post Traumatic Stress Disorder and Policing. The NPWS is helping forces to identify where there is most risk of impacts on mental health, and developing work around building resilience, as well as putting in place support for those who need it, including trauma support.(b)FireResponsibility for health and wellbeing ultimately rests with Fire and Rescue Services.The National Fire Chiefs Council’s Health and Wellbeing lead has established a health and wellbeing board to drive positive change across the sector which focuses on prevention, early intervention and support for individuals. The Home Office supports the board’s work

If she will take steps to improve information sharing between emergency services on hoax callers.

Making a hoax phone call to the emergency services is a criminal offence. All calls to the emergency services are recorded and the number can be traced, even if withheld. Local services regularly remind the public of the serious consequences of hoax calls.Emergency services may also request a Communications Provider to place a temporary restriction on the account of the hoax/nuisance caller. However, contact management, including the management of hoax calls, is an operational matter for services.There are existing mechanisms in place for emergency services to share information on hoax callers. The decision to share data and take or request further action is an operational one for services.

What the average cost is of hoax calls made to the (a) police and (b) fire service.

The Home Office does not hold this data.

What steps she is taking to help reduce the number of hoax calls to the emergency services.

Making a hoax phone call to the emergency services is a criminal offence. All calls to the emergency services are recorded and the number can be traced, even if withheld. Local services regularly remind the public of the serious consequences of hoax calls.Emergency services may also request a Communications Provider to place a temporary restriction on the account of the hoax/nuisance caller. However, contact management, including the management of hoax calls, is an operational matter for services.There are existing mechanisms in place for emergency services to share information on hoax callers. The decision to share data and take or request further action is an operational one for services.

What steps he is taking to improve retention rates in the Army.

Retention is one of the Army’s top priorities, supported by Defence. A retention strategy has been launched to address barriers to retention through a wholistic set of financial and policy initiatives spanning the entire employee lifecycle. Supported by a dedicated annual retention fund, the strategy is held to account by the Army Personnel Campaign Board, chaired by Commander Home Command. This is part of a Defence-wide initiative driven at a ministerial level through the recently established Recruitment and Retention Board.

What steps he is taking to reduce the impact on the NHS from individuals who repeatedly misuse emergency ambulance services.

Inappropriate calls to 999 for an ambulance can impact on the availability and timeliness of services in a real emergency. All ambulance trusts have policies to deal with inappropriate or vexatious calls, and to manage frequent callers.NHS England delivers a number of nationwide National Health Service campaigns to support the public to access NHS services at the right time and in the right way.Campaign resources are also made available for local NHS organisations and teams to use, and they are encouraged to use these to run their own local campaign activity.

What steps he taking to help increase productivity within his Department through the use of (a) artificial intelligence and (b) effective use of data.

The Department for Business and Trade is committed to improving its productivity, including through artificial intelligence and effective use of data. For example, we are participating in the trial of Microsoft Copilot Pro, making secure AI tools available for staff, and continue to use machine learning in internal and external products and services. Work with the Alan Turing Institute produced a governance framework to manage and monitor AI use. Staff have access to a range of data services under continual review including CRM, central data catalogue and a data environment with dashboards and data analysis tools along with training packages.

What steps he is taking to improve retention rates in the Royal Air Force.

As part of a Defence-wide initiative driven at a Ministerial level through the recently established Recruitment and Retention Board, the RAF is taking many steps to address the workforce challenge and retain our personnel. A People Campaign Plan is underway, with several key initiatives, and the RAF is held to account for progress against this plan by a monthly Ministerial Recruitment and Retention Board. Retention initiatives include the establishment of working groups to improve the lived experience of our people, increased funding for welfare projects, investment in infrastructure to improve accommodation, and increased opportunities for through-career education and promotion. We know that when people have a positive lived experience at work, they feel valued and are more likely to want to remain in the organisation. These initiatives will help to ensure that our people feel invested in as talented professionals; they are capable, have a unified sense of purpose, and are provided with the leadership and resources they need to deliver their role to the best of their ability.

What steps he is taking to improve retention rates in his Department.

The Ministry of Defence understands the importance of creating a positive working environment where all employees feel valued, included and motivated to contribute to the purpose of the Department. We have a stable turnover rate, and we are actively monitoring retention, particularly for key skill areas. We gain understanding of the lived experience of our staff through the People Survey and through Exit Surveys, and these have evidenced that our staff are committed to their work and our organisation. Where these surveys have identified areas for improvement, we have responded with a clear focus on the things that matter to our staff, actively promoting professional and leadership development, “our offer” of working in Defence as well as modernising our reward offer for a better employee experience.

What steps he is taking to improve retention rates in the Royal Navy.

The Royal Navy (RN) continues to meet its operational commitments, but tackling recruitment and retention challenges is a top priority.As part of a Defence-wide initiative driven at Ministerial level through the recently established Recruitment Retention Board, the RN has established a high-level Retention Steering Group to coordinate all retention activity, analyse outflow data and ensure that quicker action is taken to counter outflow trends. In support, the RN has generated a revised Retention Communications Plan, based on the results from Continuous Assessment Surveys, to demonstrate how it is reacting to workforce feedback.Areas such as improving earlier years career management for Officers and Ratings are being prioritised to address outflow peaks at three and six years length of service. In parallel, enhancing the lived experience for deployed personnel through improved health and wellbeing support, along with reviewing how our workforce is deployed in support of operational output to provide greater stability and reduce uncertainty, are also key initiatives.

Media and Sport, what steps he is taking to help increase productivity within his Department through the use of (a) artificial intelligence and (b) effective use of data.

DCMS is committed to improving its productivity, including through artificial intelligence and more effective use of data, with projects across our science, analytical and digital functions.We have a number of initial small-scale AI pilots taking place, to assess potential use cases across the organisation to identify benefits of scaling such tools in the future; for example developing a model to analyse free-text responses to public consultations.We have also used data analytics to gain insights into spend and outcomes across our sectors and public bodies, helping to better evaluate the effectiveness of our interventions. We are building our data capability to enhance our evidence base, standardise our architecture and infrastructure to expand our ability to use data to generate efficiencies and achieve more impactful outcomes.We draw on a range of resources, published on GOV.UK, to inform our AI and data usage.For example, the Generative AI Framework, the Data Maturity Assessment, the government data quality framework, the Code of Practice for Statistics and the Algorithmic Transparency Recording Standard. The department also has access to the Central Digital and Data Office (CDDO), now based in the Department for Science, Innovation and Technology, for expert advice.We will continue to regularly review our usage of AI and data to maximise productivity benefits for staff and the public.

What assessment he has made of the implications for his policies of trends in the level of maternal health inequalities affecting black women.

It is unacceptable that there are such stark inequalities in maternal outcomes. The Government is committed to closing the black and Asian maternal mortality gap. We are urgently considering the immediate action needed to tackle inequalities for women and babies in maternity care.A key objective in NHS England’s three-year delivery plan for maternity and neonatal services, which we are currently supporting them to deliver, is to reduce inequalities for all in maternity access, experience, and outcomes, seeking to improve equity for mothers and babies. Ongoing assessment of the impact of our policies and programmes is vital to ensuring that we improve outcomes and tackle inequalities.