Written questions by Obese-Jecty.

With reference to the data tables accompanying the National Infrastructure and Service Transformation Authority Annual Report 2024-25, published on 11 August 2025, what additional sites are included within the pipeline for the Asylum Accommodation Programme.

The Asylum Accommodation Programme (AAP) was initially set up as one of a range of responses in the Home Office to tackle a growing demand of asylum accommodation to reduce reliance on costly contingency options such as hotels, looking specifically at large sites and vessels. To date the Programme has delivered two sites (Wethersfield and the Bibby Stockholm) and continues to progress a pipeline of additional sites.The Asylum Accommodation Programme has now captured over 1,000 lessons from sites delivered, as well as those that never made it through to delivery.   As lessons have been learned, the Programme undertook a strategic refresh in Spring 2024 and is aiming to deliver a more flexible estate, working closely with local authorities and statutory partners and in collaboration with other government departments. We will ensure that lessons are continually learned and applied. These lessons identified are implemented and applied to future sites via a detailed ‘Stage Gate’ process, ensuring the correct due diligence and decision-making is carried out before investment decisions are made.Decisions made by the programme relating to targets are decided based on various assessments, outlined in the business case, which is approved both internally and externally, such as by HMT.A number of proposals from local authorities expressing interest in working on the pilots have been shortlisted, however further progression will be subject to ongoing due diligence, funding and collaboration and no contractual agreements will be set up until a final shortlist is agreed. We continue to engage with LAs across the UK and are focused on delivering mutual benefits regarding a more locally led model, increasing overall supply of temporary accommodation suitable for multiple cohorts and delivering additional community benefits, to be designed in partnership with individual LAs.The Home Office is working with a range of strategic partners to deliver accommodation plans, including collaboration with other government departments, such as MHCLG, MoD and DHSC. We are also engaging with Local Authorities through ongoing Full Dispersal and accommodation pilot plans, promoting community cohesion and joint initiatives.The government is investing £500 million to develop this accommodation model, developed in consultation with LAs. This funding will be delivered by the Ministry of Housing, Communities and Local Government (MHCLG) in partnership with the Home Office and local councils, in order to deliver better outcomes for communities and taxpayers. This new funding will complement ongoing Home Office reforms to the asylum accommodation estate, including pilot schemes to repurpose derelict buildings and to develop other community-led alternatives to the use of hotels.Community cohesion is fully considered in site selection. We are prioritising models that give control back to communities, reduce pressure on local services, and deliver fairer distribution across the country.We are unable to provide commentary on individual sites in the scope of the programme. Decisions on the use of alternative asylum accommodation sites will be made on a site-by-site basis, and we will continue to work closely with stakeholders and in compliance with published policy.

With reference to the data tables accompanying the National Infrastructure and Service Transformation Authority Annual Report 2024-25, published on 11 August 2025, what the three pilot projects are that she plans to launch with local authorities and other partners under the Asylum Accommodation Programme; and who the other key partners are.

The Asylum Accommodation Programme (AAP) was initially set up as one of a range of responses in the Home Office to tackle a growing demand of asylum accommodation to reduce reliance on costly contingency options such as hotels, looking specifically at large sites and vessels. To date the Programme has delivered two sites (Wethersfield and the Bibby Stockholm) and continues to progress a pipeline of additional sites.The Asylum Accommodation Programme has now captured over 1,000 lessons from sites delivered, as well as those that never made it through to delivery.   As lessons have been learned, the Programme undertook a strategic refresh in Spring 2024 and is aiming to deliver a more flexible estate, working closely with local authorities and statutory partners and in collaboration with other government departments. We will ensure that lessons are continually learned and applied. These lessons identified are implemented and applied to future sites via a detailed ‘Stage Gate’ process, ensuring the correct due diligence and decision-making is carried out before investment decisions are made.Decisions made by the programme relating to targets are decided based on various assessments, outlined in the business case, which is approved both internally and externally, such as by HMT.A number of proposals from local authorities expressing interest in working on the pilots have been shortlisted, however further progression will be subject to ongoing due diligence, funding and collaboration and no contractual agreements will be set up until a final shortlist is agreed. We continue to engage with LAs across the UK and are focused on delivering mutual benefits regarding a more locally led model, increasing overall supply of temporary accommodation suitable for multiple cohorts and delivering additional community benefits, to be designed in partnership with individual LAs.The Home Office is working with a range of strategic partners to deliver accommodation plans, including collaboration with other government departments, such as MHCLG, MoD and DHSC. We are also engaging with Local Authorities through ongoing Full Dispersal and accommodation pilot plans, promoting community cohesion and joint initiatives.The government is investing £500 million to develop this accommodation model, developed in consultation with LAs. This funding will be delivered by the Ministry of Housing, Communities and Local Government (MHCLG) in partnership with the Home Office and local councils, in order to deliver better outcomes for communities and taxpayers. This new funding will complement ongoing Home Office reforms to the asylum accommodation estate, including pilot schemes to repurpose derelict buildings and to develop other community-led alternatives to the use of hotels.Community cohesion is fully considered in site selection. We are prioritising models that give control back to communities, reduce pressure on local services, and deliver fairer distribution across the country.We are unable to provide commentary on individual sites in the scope of the programme. Decisions on the use of alternative asylum accommodation sites will be made on a site-by-site basis, and we will continue to work closely with stakeholders and in compliance with published policy.

With reference to the data tables accompanying the National Infrastructure and Service Transformation Authority Annual Report 2024-25, published on 11 August 2025, what assessment she has made of the adequacy of the target for bed spaces by the end of 2026 through the Asylum Accommodation Programme.

The Asylum Accommodation Programme (AAP) was initially set up as one of a range of responses in the Home Office to tackle a growing demand of asylum accommodation to reduce reliance on costly contingency options such as hotels, looking specifically at large sites and vessels. To date the Programme has delivered two sites (Wethersfield and the Bibby Stockholm) and continues to progress a pipeline of additional sites.The Asylum Accommodation Programme has now captured over 1,000 lessons from sites delivered, as well as those that never made it through to delivery.   As lessons have been learned, the Programme undertook a strategic refresh in Spring 2024 and is aiming to deliver a more flexible estate, working closely with local authorities and statutory partners and in collaboration with other government departments. We will ensure that lessons are continually learned and applied. These lessons identified are implemented and applied to future sites via a detailed ‘Stage Gate’ process, ensuring the correct due diligence and decision-making is carried out before investment decisions are made.Decisions made by the programme relating to targets are decided based on various assessments, outlined in the business case, which is approved both internally and externally, such as by HMT.A number of proposals from local authorities expressing interest in working on the pilots have been shortlisted, however further progression will be subject to ongoing due diligence, funding and collaboration and no contractual agreements will be set up until a final shortlist is agreed. We continue to engage with LAs across the UK and are focused on delivering mutual benefits regarding a more locally led model, increasing overall supply of temporary accommodation suitable for multiple cohorts and delivering additional community benefits, to be designed in partnership with individual LAs.The Home Office is working with a range of strategic partners to deliver accommodation plans, including collaboration with other government departments, such as MHCLG, MoD and DHSC. We are also engaging with Local Authorities through ongoing Full Dispersal and accommodation pilot plans, promoting community cohesion and joint initiatives.The government is investing £500 million to develop this accommodation model, developed in consultation with LAs. This funding will be delivered by the Ministry of Housing, Communities and Local Government (MHCLG) in partnership with the Home Office and local councils, in order to deliver better outcomes for communities and taxpayers. This new funding will complement ongoing Home Office reforms to the asylum accommodation estate, including pilot schemes to repurpose derelict buildings and to develop other community-led alternatives to the use of hotels.Community cohesion is fully considered in site selection. We are prioritising models that give control back to communities, reduce pressure on local services, and deliver fairer distribution across the country.We are unable to provide commentary on individual sites in the scope of the programme. Decisions on the use of alternative asylum accommodation sites will be made on a site-by-site basis, and we will continue to work closely with stakeholders and in compliance with published policy.

With reference to the data tables accompanying the National Infrastructure and Service Transformation Authority Annual Report 2024-25, published on 11 August 2025, what the different operating models being tested at each site are through the locally-led delivery model under the Asylum Accommodation Programme.

The Asylum Accommodation Programme (AAP) was initially set up as one of a range of responses in the Home Office to tackle a growing demand of asylum accommodation to reduce reliance on costly contingency options such as hotels, looking specifically at large sites and vessels. To date the Programme has delivered two sites (Wethersfield and the Bibby Stockholm) and continues to progress a pipeline of additional sites.The Asylum Accommodation Programme has now captured over 1,000 lessons from sites delivered, as well as those that never made it through to delivery.   As lessons have been learned, the Programme undertook a strategic refresh in Spring 2024 and is aiming to deliver a more flexible estate, working closely with local authorities and statutory partners and in collaboration with other government departments. We will ensure that lessons are continually learned and applied. These lessons identified are implemented and applied to future sites via a detailed ‘Stage Gate’ process, ensuring the correct due diligence and decision-making is carried out before investment decisions are made.Decisions made by the programme relating to targets are decided based on various assessments, outlined in the business case, which is approved both internally and externally, such as by HMT.A number of proposals from local authorities expressing interest in working on the pilots have been shortlisted, however further progression will be subject to ongoing due diligence, funding and collaboration and no contractual agreements will be set up until a final shortlist is agreed. We continue to engage with LAs across the UK and are focused on delivering mutual benefits regarding a more locally led model, increasing overall supply of temporary accommodation suitable for multiple cohorts and delivering additional community benefits, to be designed in partnership with individual LAs.The Home Office is working with a range of strategic partners to deliver accommodation plans, including collaboration with other government departments, such as MHCLG, MoD and DHSC. We are also engaging with Local Authorities through ongoing Full Dispersal and accommodation pilot plans, promoting community cohesion and joint initiatives.The government is investing £500 million to develop this accommodation model, developed in consultation with LAs. This funding will be delivered by the Ministry of Housing, Communities and Local Government (MHCLG) in partnership with the Home Office and local councils, in order to deliver better outcomes for communities and taxpayers. This new funding will complement ongoing Home Office reforms to the asylum accommodation estate, including pilot schemes to repurpose derelict buildings and to develop other community-led alternatives to the use of hotels.Community cohesion is fully considered in site selection. We are prioritising models that give control back to communities, reduce pressure on local services, and deliver fairer distribution across the country.We are unable to provide commentary on individual sites in the scope of the programme. Decisions on the use of alternative asylum accommodation sites will be made on a site-by-site basis, and we will continue to work closely with stakeholders and in compliance with published policy.

With reference to the data tables accompanying the National Infrastructure and Service Transformation Authority Annual Report 2024-25, published on 11 August 2025, for what reason it was decided to reduce the number of bed spaces delivered by the Asylum Accommodation Programme prior to its approval.

The Asylum Accommodation Programme (AAP) was initially set up as one of a range of responses in the Home Office to tackle a growing demand of asylum accommodation to reduce reliance on costly contingency options such as hotels, looking specifically at large sites and vessels. To date the Programme has delivered two sites (Wethersfield and the Bibby Stockholm) and continues to progress a pipeline of additional sites.The Asylum Accommodation Programme has now captured over 1,000 lessons from sites delivered, as well as those that never made it through to delivery.   As lessons have been learned, the Programme undertook a strategic refresh in Spring 2024 and is aiming to deliver a more flexible estate, working closely with local authorities and statutory partners and in collaboration with other government departments. We will ensure that lessons are continually learned and applied. These lessons identified are implemented and applied to future sites via a detailed ‘Stage Gate’ process, ensuring the correct due diligence and decision-making is carried out before investment decisions are made.Decisions made by the programme relating to targets are decided based on various assessments, outlined in the business case, which is approved both internally and externally, such as by HMT.A number of proposals from local authorities expressing interest in working on the pilots have been shortlisted, however further progression will be subject to ongoing due diligence, funding and collaboration and no contractual agreements will be set up until a final shortlist is agreed. We continue to engage with LAs across the UK and are focused on delivering mutual benefits regarding a more locally led model, increasing overall supply of temporary accommodation suitable for multiple cohorts and delivering additional community benefits, to be designed in partnership with individual LAs.The Home Office is working with a range of strategic partners to deliver accommodation plans, including collaboration with other government departments, such as MHCLG, MoD and DHSC. We are also engaging with Local Authorities through ongoing Full Dispersal and accommodation pilot plans, promoting community cohesion and joint initiatives.The government is investing £500 million to develop this accommodation model, developed in consultation with LAs. This funding will be delivered by the Ministry of Housing, Communities and Local Government (MHCLG) in partnership with the Home Office and local councils, in order to deliver better outcomes for communities and taxpayers. This new funding will complement ongoing Home Office reforms to the asylum accommodation estate, including pilot schemes to repurpose derelict buildings and to develop other community-led alternatives to the use of hotels.Community cohesion is fully considered in site selection. We are prioritising models that give control back to communities, reduce pressure on local services, and deliver fairer distribution across the country.We are unable to provide commentary on individual sites in the scope of the programme. Decisions on the use of alternative asylum accommodation sites will be made on a site-by-site basis, and we will continue to work closely with stakeholders and in compliance with published policy.

With reference to her Department's press release entitled UK-France treaty targeting illegal crossings comes into force, published on 7 August 2025, what the level of interoperability is between UK Border Force and the newly established specialist intelligence and judicial police unit.

There is no direct engagement between the specialist intelligence and judicial police unit the Groupe d’Appui Operationnel and UK Border Force.However, newly established law enforcement units such as these are all part of this Government’s commitment to strengthen border security through cooperation with France. We have been clear there are no silver bullets, which is why we have strengthened law enforcement in France and signed this landmark agreement; alongside taking wider measures domestically.

With reference to his Department's policy paper entitled AI action plan for justice, published on 31 July 2025, if he will list the secure AI productivity tools he will introduce in order to reduce the administrative burden in his Department.

All Ministry of Justice staff now have access to a secure version of Microsoft Copilot Chat (a secure, web-based assistant for general queries), with further rollout of Microsoft Copilot 365 (the fully integrated AI capability within Word, Outlook, Excel, PowerPoint and Teams) planned.The Ministry of Justice has also been piloting ChatGPT Enterprise from OpenAI.

With reference to his Department's policy policy entitled AI action plan for justice, published on 31 July 2025, if he will list the other government departments that will form the cross-departmental AI Steering Group.

The AI Steering Group brings together senior leaders from across the Ministry of Justice, including policy, data, digital, security, people, legal, HM Prison & Probation Service (HMPPS), HMCTS, risk, and communications, to oversee AI initiatives and manage risks. It does not have representation from other government departments. The Ministry of Justice regularly engages with other Departments on AI, including the Department of Science, Innovation & Technology, and attends various cross Government forums to discuss AI matters.

Food and Rural Affairs, pursuant to the Answer of 11 September 2025 to Question 74136 on Catering: Public Sector, how many public sector organisations currently purchase more than half their food from British producers.

The Government is currently assessing what food the public sector buys and where it comes from. This will enable us to determine the extent to which public sector organisations are buying food from British producers, providing a baseline with which to measure progress.

With reference to page 34 of the National Security Strategy 2025, CP 1338, published on 24 June 2025, what the scope is of mechanisms within the UK-EU Security and Defence Partnership to help tackle irregular migration.

The Government pledged in its manifesto to pursue a new relationship with the EU to strengthen European security, support growth and reinforce NATO. The recently released Strategic Defence Review (SDR) further reiterates this commitment and recognises that international partnerships are crucial for the UK’s security and prosperity. The Government delivered on this commitment at the UK-EU Summit on 19 May where we agreed a new and ambitious Security and Defence Partnership (SDP). Implementation of the SDP is a joint effort with the Foreign Commonwealth and Development Office and is progressing. Since May, my Rt Hon Friend, Defence Secretary John Healey has held discussions with the European Commissioner for Defence and Space, Andrius Kubilius, where they discussed their ambition to explore the potential for enhanced UK-EU cooperation under SAFE. In October, the Foreign Secretary and the Defence Secretary will both meet with the High Representative for Foreign Affairs and Security Policy and Vice-President of the European Commission, Kaja Kallas, for the first UK/EU foreign and security policy dialogue under the SDP. In addition, Ministers and officials from across Government have held consultations with their EU counterparts on a range of issues, including but not limited to, tackling irregular migration and hybrid threats. We continue to work with EU counterparts to strengthen dialogue and mutually beneficial cooperation across the range of issues covered in the SDP, including maritime and space security. As the Defence Secretary has previously said to this House, this Government will ensure that any UK commitment– whether financial or non-financial – will provide value for the UK taxpayer and supports our defence goals. We will continue to prioritise engagement and cooperation on the issues that are most important in helping to safeguard European security and prosperity – all in support of this government’s NATO First defence policy.

With reference to page 34 of the National Security Strategy 2025, CP 1338, published on 24 June 2025, what the scope is of mechanisms within the UK-EU Security and Defence Partnership to help improve space security.

The Government pledged in its manifesto to pursue a new relationship with the EU to strengthen European security, support growth and reinforce NATO. The recently released Strategic Defence Review (SDR) further reiterates this commitment and recognises that international partnerships are crucial for the UK’s security and prosperity. The Government delivered on this commitment at the UK-EU Summit on 19 May where we agreed a new and ambitious Security and Defence Partnership (SDP). Implementation of the SDP is a joint effort with the Foreign Commonwealth and Development Office and is progressing. Since May, my Rt Hon Friend, Defence Secretary John Healey has held discussions with the European Commissioner for Defence and Space, Andrius Kubilius, where they discussed their ambition to explore the potential for enhanced UK-EU cooperation under SAFE. In October, the Foreign Secretary and the Defence Secretary will both meet with the High Representative for Foreign Affairs and Security Policy and Vice-President of the European Commission, Kaja Kallas, for the first UK/EU foreign and security policy dialogue under the SDP. In addition, Ministers and officials from across Government have held consultations with their EU counterparts on a range of issues, including but not limited to, tackling irregular migration and hybrid threats. We continue to work with EU counterparts to strengthen dialogue and mutually beneficial cooperation across the range of issues covered in the SDP, including maritime and space security. As the Defence Secretary has previously said to this House, this Government will ensure that any UK commitment– whether financial or non-financial – will provide value for the UK taxpayer and supports our defence goals. We will continue to prioritise engagement and cooperation on the issues that are most important in helping to safeguard European security and prosperity – all in support of this government’s NATO First defence policy.

With reference to page 34 of the National Security Strategy 2025, CP 1338, published on 24 June 2025, what the scope is of the agreement with Poland on reinforcing NATO’s eastern flank.

The UK is committed to deepening its defence collaboration with Poland through a new UK-Poland Defence and Security Treaty and Bilateral Defence Plan. These agreements will strengthen our partnership in the areas of military cooperation including joint exercising and training, broaden our military capability development and industrial cooperation, support Ukraine, and bolster our role in NATO.

With reference to Recommendation 43 of the Strategic Defence Review 2025, published on 8 July 2025, what tasks are in scope for the active reserve that qualify as being able to be (a) delivered well and (b) with value for money.

The Army Reserve will support home defence and warfighting. It will also be the training engine for regeneration and reconstitution. Specific tasks within these functions are subject to ongoing work.

With reference to page 106 of the Strategic Defence Review 2025, published on 8 July 2025, what recent progress he has made in developing a global decision support system for the Royal Navy.

The Global Decision Support System will transform the Royal Navy’s world leading Maritime Domain Awareness capability, by integrating existing, novel, and commercial data sources to improve situational awareness and deliver decision advantage to commanders. While concept, development and capability planning activities are progressing, the establishment of a funded project remains dependant on Defence investment prioritisation, which is ongoing.

With reference to page 120 of the Strategic Defence Review 2025, what the future structure of the Air and Space Warfare Centre will be.

There are no plans to change the structure of the Air and Space Warfare Centre.

With reference to page 127 of the Strategic Defence Review, published on 2 June 2025, what progress he has made on maximising the intelligence capabilities of UK Special Forces J2.

It is the longstanding policy of successive Governments not to comment on the details of the activity, personnel or capabilities of the UK Special Forces.

With reference to page 117 of the Strategic Defence Review, published on 2 June 2025, what progress he has made on developing the resilience of UK military space systems.

This Government is taking decisive steps to enhance the UK’s ability to deter threats in space and, if necessary, protect our systems. The Strategic Defence Review reinforced this Government's commitment to increasing defence spending and strengthening the UK's space capabilities, with clear recommendations to invest in nationally separable capability to control the domain at a time and place of our choosing, global decision advantage, and space-based sensors to understand and act. Owing to the sensitive nature of UK Space Command’s mission and work, we cannot disclose details on its capabilities or assessments on the resilience of UK military space systems.

With reference to his Department's policy paper entitled AI action plan for justice, published on 31 July 2025, what progress he has made with with the Online Procedure Rule Committee to ensure that AI-enabled digital justice services are (a) coherent, (b) user-centred and (c) legally robust.

The Online Procedure Rule Committee is responsible for making rules governing the practice and procedure for specific types of online court and tribunal proceedings across the Civil, Family and Tribunal jurisdictions. These rules will ensure that those court and tribunal digital services are coherent, user-centred and legally robust.The Committee published a consultation on 11 July 2025 on its draft Inclusion Framework and Pre Action Model. This sought views on a wide variety of subjects including how to ensure digital justice services that aren’t provided by government, including those that use generative artificial intelligence, are delivered in a safe, transparent and accountable way across the Civil, Family and Tribunal jurisdictions.The consultation closed on 19 September 2025, and the committee plans to set out next steps in early 2026.

With reference to page 126 of the Strategic Defence Review 2025, what progress he has made on enhancing Special Forces.

It is the longstanding policy of successive Governments not to comment on the details of the activity, personnel or capabilities of the UK Special Forces.

With reference to his Department's policy paper entitled AI action plan for justice, published on 31 July 2025, what progress he has made in exploring new funding mechanisms to support AI adoption.

The Ministry of Justice is working with existing suppliers to leverage their AI capabilities to support the delivery of services and will continue to explore the opportunities available in the supplier market that will support the delivery of the AI Action Plan. Through Procurement framework including Crown Commercial Services Artificial Intelligence (AI) and Spark DPS frameworks and leveraging the benefits of Memorandums of Understanding in place between HMG and supplier in the marketplace, the Ministry of Justice will develop AI capabilities for the future. The Department is also exploring funding mechanisms for AI and digital with the Department of Science, Innovation & Technology.