Written questions by Morgan.

What steps the Government is taking to mitigate the impact of upcoming living wage, national insurance and business rates changes on community pharmacies.

The Government recognises that pharmacies are an integral ‘front door’ to the National Health Service, staffed by highly trained and skilled healthcare professionals.In 2025/26 funding for the core community pharmacy contractual framework has been increased to £3.073 billion. This represents the largest uplift in funding of any part of the NHS, over 19% across 2024/25 and 2025/26. Additional funding is also available, for example for pharmacies delivering Pharmacy First consultations and flu and COVID-19 vaccinations.The Department will shortly consult with Community Pharmacy England on any proposed changes to reimbursement and remuneration of pharmacy contractors for 2026/27. As part of this we will consider financial pressures on the sector.

Whether he plans to issue guidance to NHS commissioners to help ensure community eyecare services are commissioned across England to help improve equality in access to care.

Integrated care boards (ICBs) are responsible for commissioning primary and secondary eye care services to meet the needs of their local population. National Health Service sight tests are widely available across the country, with no known access issues. ICBs can also commission enhanced eye care services in the community.ICBs are required to work with local authorities to assess the current and future health, care, and wellbeing needs of their local population. They will then set out in joint local health and wellbeing strategies how they will meet those needs, which could include addressing any identified inequalities in accessing services.The Department worked with the eye care sector to develop a standard clinical specification for the commissioning of Community Minor and Urgent Eye Care Services, and this was published in February 2024. The specification can be found at the following link:https://locsu.co.uk/wp-content/uploads/2024/02/1.-CUES-Service-specification-vs-1.43-Feb-2024.pdf

If he will take steps to help ensure that all patients in England have access to Minor Eye Conditions Services (MECS) and Community Urgent Eyecare Services (CUES).

Integrated care boards are responsible for assessing the health needs of their local population and for commissioning the primary and secondary eye care services required to meet them. Local systems may take different approaches to meeting the needs of their local population, including commissioning minor and urgent eye care services in the community.

What role he intends for optometry practices to play in delivering the 10 Year Plan.

The 10-Year Health Plan will make the National Health Service fit for the future by delivering three important shifts: from hospital to community; from sickness to prevention; and from analogue to digital. This includes expanding eye care in community settings and strengthening joint working between primary and secondary eye care services.

What steps his Department is taking to help ensure equitable access to community eye care services across England.

Integrated care boards (ICBs) are responsible for commissioning primary and secondary eye care services to meet the needs of their local population. National Health Service sight tests are widely available across the country, with no known access issues. ICBs can also commission enhanced eye care services in the community.ICBs are required to work with local authorities to assess the current and future health, care, and wellbeing needs of their local population. They will then set out in joint local health and wellbeing strategies how they will meet those needs, which could include addressing any identified inequalities in accessing services.The Department worked with the eye care sector to develop a standard clinical specification for the commissioning of Community Minor and Urgent Eye Care Services, and this was published in February 2024. The specification can be found at the following link:https://locsu.co.uk/wp-content/uploads/2024/02/1.-CUES-Service-specification-vs-1.43-Feb-2024.pdf

What assessment he has made of the potential impact of hospital handover delays on ambulance response times in (a) Shropshire and (b) the West Midlands.

No such assessment has been made. Ambulance handover and response times for ambulance trusts, including for the West Midlands Ambulance Service, are published monthly by NHS England. This information can be accessed via the Ambulance Quality Indications dataset at the following link:https://www.england.nhs.uk/statistics/statistical-work-areas/ambulance-quality-indicators/ambulance-quality-indicators-data-2025-26/Our Urgent and Emergency Care Plan for 2025/26 sets out clear actions to deliver improvements this winter and make services better every day, including reducing ambulance handovers to a maximum of 45 minutes, helping get more ambulances back on the road for patients, and reducing Category 2 ambulance response times to 30 minutes on average. NHS England continues to monitor average hospital handover times, sharing data with regions to support focussed discussions and identify improvement actions with those trusts not achieving handovers in 45 minutes.The 2025 Medium‑Term Planning Framework commits to faster ambulance responses, aiming for 20‑minute Category 2 times by 2026/27 and 18 minutes by 2028/29.

When he will respond to Question 106613 of 16 January 2026 regarding the timely delivery of NHS mail to patients.

I refer the hon. Member to the answer I gave on 24 February 2026 to Question 106613.

Whether the UK National Screening Committee’s modelling assumes that the introduction of a prostate cancer screening programme would be additional to, or would partially replace, existing opportunistic PSA testing in primary care.

Drawing on the available peer reviewed evidence, the Sheffield Centre for Health and Related Research (SCHARR) has undertaken economic analysis on behalf of the UK National Screening Committee.In their modelling, in line with best practice and the standard academic approach to assessing a new screening proposal, the SCHARR team has included the best available information on current care and compared this to a number of possible scenarios for a new prostate cancer screening programme. This includes the best estimate of current opportunistic prostate-specific antigen (PSA) testing.There is little published data available that can determine between PSAs sought by asymptomatic males at their general practices (GPs), opportunistic PSA testing, and other types of PSAs in use which can include testing for symptomatic males where this could support a diagnosis and for men who are on a range of treatment pathways for known prostate cancer.A prostate cancer screening programme would be most likely to add to the number of PSA tests because GPs have the right to offer a PSA test in line with their clinical judgement and this would continue outside of any screening programme. This is consistent with other screening programmes including, for example, access to the faecal immunochemical tests outside of the NHS Bowel Cancer Screening Programme.The risk of overdiagnosis identified in the SCHARR model is in line with other international evidence-based prostate screening models which have been developed by academics in line with standard academic approaches and are underpinned by high quality published evidence.New data on PSA uptake was published after the completion of the modelling report and will be incorporated into further model iterations before the completion of the consultation period.

What estimate he has made of the level of overdiagnosis arising from opportunistic PSA testing in England in the latest period for which data is available; and whether this was modelled in the comparator arm of the UK National Screening Committee’s economic analysis.

Drawing on the available peer reviewed evidence, the Sheffield Centre for Health and Related Research (SCHARR) has undertaken economic analysis on behalf of the UK National Screening Committee.In their modelling, in line with best practice and the standard academic approach to assessing a new screening proposal, the SCHARR team has included the best available information on current care and compared this to a number of possible scenarios for a new prostate cancer screening programme. This includes the best estimate of current opportunistic prostate-specific antigen (PSA) testing.There is little published data available that can determine between PSAs sought by asymptomatic males at their general practices (GPs), opportunistic PSA testing, and other types of PSAs in use which can include testing for symptomatic males where this could support a diagnosis and for men who are on a range of treatment pathways for known prostate cancer.A prostate cancer screening programme would be most likely to add to the number of PSA tests because GPs have the right to offer a PSA test in line with their clinical judgement and this would continue outside of any screening programme. This is consistent with other screening programmes including, for example, access to the faecal immunochemical tests outside of the NHS Bowel Cancer Screening Programme.The risk of overdiagnosis identified in the SCHARR model is in line with other international evidence-based prostate screening models which have been developed by academics in line with standard academic approaches and are underpinned by high quality published evidence.New data on PSA uptake was published after the completion of the modelling report and will be incorporated into further model iterations before the completion of the consultation period.

What estimate his Department has made of the total outgoings by the health service on additional medicine spending over the Spending Review period.

In relation to the recently announced plans to increase the standard cost-effectiveness threshold used by the National Institute for Health and Care Excellence (NICE), costs will start smaller but will increase over time as NICE approves more life improving and life-saving medicines. Total costs over the Spending Review period are expected to be approximately £1 billion. The final costs will depend on which medicines NICE recommends and the actual uptake of these.We have no plans to publish an impact assessment or details of the modelling which led to this estimated figure. This deal is a vital investment that builds on the strength of our National Health Service and world leading life sciences without taking essential funding from our frontline NHS services.

What estimate his Department has made of total public outgoings on additional medicine spending over the Spending Review period.

In relation to the recently announced plans to increase the standard cost-effectiveness threshold used by the National Institute for Health and Care Excellence (NICE), costs will start smaller but will increase over time as NICE approves more life improving and life-saving medicines. Total costs over the Spending Review period are expected to be approximately £1 billion. The final costs will depend on which medicines NICE recommends and the actual uptake of these.We have no plans to publish an impact assessment or details of the modelling which led to this estimated figure. This deal is a vital investment that builds on the strength of our National Health Service and world leading life sciences without taking essential funding from our frontline NHS services.

Whether (a) Chief Executive of NICE and (b) any other NICE official has had recent discussions with the United States Ambassador.

The former National Institute for Health and Care Excellence (NICE) Chief Executive, Dr Sam Roberts, met with the United States’ ambassador in October 2025. NICE’s current Chief Executive is due to meet with the US ambassador soon. The Department was notified of these meetings.

Whether his Department has had discussions with (a) the Chief Executive of NICE and (b) other NICE officials on them meeting United States Ambassador to the UK.

The former National Institute for Health and Care Excellence (NICE) Chief Executive, Dr Sam Roberts, met with the United States’ ambassador in October 2025. NICE’s current Chief Executive is due to meet with the US ambassador soon. The Department was notified of these meetings.

What steps he is taking to reduce the time taken for patients with Parkinson’s disease to receive a diagnosis.

The Department recognises the importance of a timely diagnosis of Parkinson’s disease and the impact that early identification has on people’s long‑term outcomes. We remain committed to delivering the National Health Service constitutional standard for 92% of patients waiting no longer than 18 weeks from referral to treatment by March 2029. We are investing in additional capacity to deliver appointments to help bring lists and waiting times down. The Elective Reform Plan, published in January 2025, sets out the specific productivity and reform efforts needed to return to the constitutional standard.National programmes like NHS England’s Getting It Right First Time (GIRFT) supports faster diagnosis by using clinically‑led, data‑driven reviews to identify delays and unwarranted variation in neurology services. GIRFT provides evidence‑based recommendations to streamline referral and outpatient pathways, improve data quality, and share best practice between trusts. This helps increase specialist capacity, reduce waiting times for assessment, and ensure more timely access to diagnosis for people with suspected Parkinson’s disease.Additionally, by delivering the shifts outlined in the 10‑Year Health Plan, we can free up specialist capacity by increasing community‑based provision, reducing administrative burden through digital tools, and supporting earlier identification and management of neurological conditions like Parkinson’s. This will allow neurologists and geriatricians to focus on more complex cases and improve diagnostic timeliness.

Whether his Department has assessed the adequacy of the current model of care for people with Parkinson’s disease, including which services may be appropriately delivered outside specialist centres.

We want people with Parkinson’s to receive high‑quality care as close to home as possible, and many aspects of Parkinson’s care, such as medication management, routine monitoring, rehabilitation therapies, and community nursing, can be delivered outside specialist settings, provided that strong local pathways and sufficient specialist workforce support are in place.It is the responsibility of integrated care boards (ICBs) in England to make appropriate provision to meet the health and care needs of their local population, including services for people with Parkinson’s disease.ICBs have access to a range of resources that support the delivery of Parkinson’s services closer to home. NHS England’s updated adult specialised neurology service specification sets clear, standardised expectations for integrated, community‑linked neurology pathways, helping ICBs design services that provide timely, coordinated care outside hospital settings.Guidance on Parkinson’s disease in adults, reference code NG71, published by the National Institute for Health and Care Excellence (NICE), offers evidence‑based recommendations on diagnosis, treatment, and medicine optimisation, ensuring that local services deliver consistent, high‑quality Parkinson’s care.In addition, NHS England’s RightCare Progressive Neurological Conditions Toolkit provides practical, data‑driven tools to help systems reduce variation, improve multidisciplinary working, and strengthen community‑based support. Together, these resources give ICBs a robust framework to develop accessible, well‑coordinated Parkinson’s services that better meet patient needs in community settings.

What steps his Department is taking to support the provision of care for people with Parkinson’s disease outside specialist hospital settings, including measures to enable care to be delivered closer to patients’ homes.

We want people with Parkinson’s to receive high‑quality care as close to home as possible, and many aspects of Parkinson’s care, such as medication management, routine monitoring, rehabilitation therapies, and community nursing, can be delivered outside specialist settings, provided that strong local pathways and sufficient specialist workforce support are in place.It is the responsibility of integrated care boards (ICBs) in England to make appropriate provision to meet the health and care needs of their local population, including services for people with Parkinson’s disease.ICBs have access to a range of resources that support the delivery of Parkinson’s services closer to home. NHS England’s updated adult specialised neurology service specification sets clear, standardised expectations for integrated, community‑linked neurology pathways, helping ICBs design services that provide timely, coordinated care outside hospital settings.Guidance on Parkinson’s disease in adults, reference code NG71, published by the National Institute for Health and Care Excellence (NICE), offers evidence‑based recommendations on diagnosis, treatment, and medicine optimisation, ensuring that local services deliver consistent, high‑quality Parkinson’s care.In addition, NHS England’s RightCare Progressive Neurological Conditions Toolkit provides practical, data‑driven tools to help systems reduce variation, improve multidisciplinary working, and strengthen community‑based support. Together, these resources give ICBs a robust framework to develop accessible, well‑coordinated Parkinson’s services that better meet patient needs in community settings.

What data he holds on the number of (a) accessible and (b) Changing Places toilet facilities in hospitals.

Data is not held centrally on the number of accessible and Changing Places toilets in hospitals. The Changing Places Toilets website holds a register of all accredited ‘Changing Places’ toilets, including ones on National Health Service sites, which can be searched. Further information is avaiable at the following link:https://www.changing-places.org/findHospitals need to satisfy the requirements of Building Regulations, Part M to provide suitable sanitary accommodation. The provision of hoists in hospitals is a decision taken locally by NHS organisations consistent with their patient acuity and clinical case-mix.

If he will answer questions 96886, 96959 and 96965 tabled on 3 December 2025 on the UK-US pharmaceutical deal.

I refer the hon. Member to the answer I gave on 27 January 2026 to Questions 96886, 96959 and 96965.

What steps he is taking to ensure the timely delivery of NHS mail to patients.

Whilst there is an increasing move towards digital National Health Service communications via the NHS App, texts, digital telephony, and emails, NHS letters remain crucial for many patients, particularly those who may be digitally excluded.All NHS organisations are now required to use NHS Notify to send out patient communications. This service makes sure that patients get messages from NHS organisations in the best channel for their needs and ensures the NHS effectively delivers its services. This is done by routing messages to the secure NHS App, falling back to SMS, email, and letters if they do not, based on a central source of contact details, additional needs, and NHS numbers. By doing this once from a single service, the NHS can make sure the most secure, rapid, reliable, accessible, and cost effective channel of communication is used.NHS England and Royal Mail have been working together to ensure NHS providers continue to have a choice of both price and speed when sending letters, and to improve how NHS letters are sent to patients across the United Kingdom. There is now a Royal Mail NHS barcode, which was announced in April 2025. The barcode is designed to mitigate the impact on NHS letters by helping to optimise their delivery at times of local and national disruption. Further information may be found on the Royal Mail website, at the following link:https://www.royalmailwholesale.com/news/nhs-mail-new-barcode-solutionThis describes the process by which the prioritisation of NHS communication happens.

What steps he is taking to help increase the availability of (a) hoists and (b) accessible toilets in hospitals.

Data is not held centrally on the number of accessible and Changing Places toilets in hospitals. The Changing Places Toilets website holds a register of all accredited ‘Changing Places’ toilets, including ones on National Health Service sites, which can be searched. Further information is available at the following link:https://www.changing-places.org/findHospitals need to satisfy the requirements of Building Regulations, Part M to provide suitable sanitary accommodation. The provision of hoists in hospitals is a decision taken locally by NHS organisations consistent with their patient acuity and clinical case-mix.