Written questions by McMurdock.

What recent assessment he has made of trends in the level of staff sickness levels within East of England Ambulance Service NHS Trust; and what support is being provided to reduce sickness absence.

As of July 2025, East of England Ambulance Service NHS Trust (EEAST) had an average annual sickness absence rate of 7.6%. This has remained at the same rate as the average for the 12 months to July 2024. The EEAST average annual sickness absence rate is 0.9 percentage points higher than the average annual sickness absence rate for all ambulance trusts in England, which is 6.7%. This difference has been consistent across the past five years.NHS England publishes monthly information on the sickness absence rates of staff in National Health Service bodies, which is available at the following link:https://digital.nhs.uk/data-and-information/publications/statistical/nhs-sickness-absence-ratesThe primary cause for sickness absence amongst professionally qualified ambulance staff remains, anxiety, depression and mental health conditions.The EEAST recognises that its sickness levels remain high and is committed to reducing these while ensuring its staff are properly supported.The EEAST continues to work with system partners on effective measures to ensure its staff can handover patients safely as soon as possible and has taken actions to address its sickness levels. These include training for line managers on how to best support staff, a wide-ranging health and wellbeing offer, and temporary and permanent redeployment.Local employers across the NHS have in place arrangements for supporting staff including occupational health provision, employee support programmes and a focus on healthy working environments.As set out in the 10-Year Health Plan, we will roll out staff treatment hubs to ensure all staff have access to high quality occupational health support, including for mental health and musculoskeletal conditions, the two main causes of sickness absence in the NHS.To further support this ambition, we are working with the Social Partnership Forum to introduce a new set of staff standards for modern employment, covering issues such as access to healthy meals, support to work healthily and flexibly, and tackling violence, racism and sexual harassment in the workplace.

What recent steps his Department has taken to improve early diagnosis and treatment for people living with Crohn’s disease and ulcerative colitis in Essex.

The Government is committed to improving outcomes for people living with Crohn’s disease and ulcerative colitis, including those in Essex.NHS England’s Getting It Right First Time (GIRFT) gastroenterology programme is supporting local integrated care boards to reduce unwarranted variation in inflammatory bowel disease (IBD) services and to promote earlier diagnosis, proactive disease management, and increased access to IBD specialist nurses. GIRFT recommends measures such as rapid access to specialist review within four weeks, personalised care plans, and expanded endoscopy capacity, which together help shorten diagnostic times and improve treatment pathways for patients.To strengthen early and accurate diagnosis, the National Institute for Health and Care Excellence (NICE) provides evidence‑based guidance, including on the use of faecal calprotectin testing to differentiate IBD from functional bowel disorders and on ensuring timely referral for specialist assessment. The NICE quality standard for IBD sets out that people with suspected IBD should receive a specialist assessment within four weeks of referral, and local systems, including those in Essex, are expected to take this into account when planning and delivering services.NHS England has also developed an IBD RightCare scenario, which sets out what high‑quality, joined‑up IBD care should look like across the entire patient pathway, from suspicion of IBD through to diagnosis, treatment, and ongoing management. This tool will support local commissioners and clinicians, including those in Essex, to identify opportunities to streamline referrals, reduce waiting times, and deliver consistent, evidence‑based care.Together, these initiatives are improving early diagnosis, supporting more personalised and coordinated treatment, and helping to ensure that people with Crohn’s disease and ulcerative colitis in Essex can access high‑quality, timely National Health Service care.

Pursuant to the Answer of 3 December 2025 to Question 94814, what his timetable is for deciding whether the NHS Health Accelerator model will be expanded beyond the three currently funded Integrated Care Boards.

The 2025 Spending Review was published on 11 June 2025 by HM Treasury and sets out departmental budgets for day‑to‑day spending until 2028/29, and until 2029/30 for capital investment. The 2025 Spending Review is available at the following link:https://www.gov.uk/government/publications/spending-review-2025-documentThe Department has a financial planning exercise to allocate budgets within those financial years underway. Spending plans will be set out in the Main Supply Estimates when published in due course by HM Treasury.

Pursuant to Answer of 3 December 2025 to Question 94075 on Health Services: Foreign Nationals, when he last reviewed the operation of the NHS cost-recovery regime with NHS England: and what milestones have been set to measure improvements in the effectiveness of that regime.

The Department and NHS England publish data annually on the income identified, recovered, and written off from chargeable overseas visitors in England in the Department’s Annual Report and Accounts and in NHS England’s Consolidated NHS provider accounts. The information for the last three years is available at the following links:https://assets.publishing.service.gov.uk/media/692dc4e8345e31ab14ecf846/consolidated-nhs-provider-accounts-ara-2024-to-2025.pdfhttps://assets.publishing.service.gov.uk/media/693a97ef6a12691d48491de0/dhsc-annual-report-and-accounts-2024-2025-print-ready.pdfhttps://assets.publishing.service.gov.uk/media/6745b836e7cf64050b8098c4/consolidated-nhs-provider-accounts_annual-report-and-accounts-2023-to-2024_print-ready.pdfhttps://assets.publishing.service.gov.uk/media/676150ef26a2d1ff18253415/dhsc-annual-report-and-accounts-2023-2024-web-accessible.pdfhttps://assets.publishing.service.gov.uk/media/65b2a4fc5f8ce2000d3ae544/consolidated-provider-accounts-2022-to-2023-print.pdfhttps://assets.publishing.service.gov.uk/media/65b236c81702b10013cb1289/DHSC-Annual-report-and-accounts-2022-2023-web-accessible.pdfNational Health Service charges can be recovered up to six years from the date of invoice, and therefore the amount recovered in a year does not necessarily mean it was identified in the same financial year.No formal review of the system of cost recovery has taken place. However, we continue to work with NHS England to ensure that the system works as effectively and fairly as possible.

How much income was (a) invoiced, (b) collected, and( c) written off under the NHS cost-recovery regime in each of the last three financial years.

The Department and NHS England publish data annually on the income identified, recovered, and written off from chargeable overseas visitors in England in the Department’s Annual Report and Accounts and in NHS England’s Consolidated NHS provider accounts. The information for the last three years is available at the following links:https://assets.publishing.service.gov.uk/media/692dc4e8345e31ab14ecf846/consolidated-nhs-provider-accounts-ara-2024-to-2025.pdfhttps://assets.publishing.service.gov.uk/media/693a97ef6a12691d48491de0/dhsc-annual-report-and-accounts-2024-2025-print-ready.pdfhttps://assets.publishing.service.gov.uk/media/6745b836e7cf64050b8098c4/consolidated-nhs-provider-accounts_annual-report-and-accounts-2023-to-2024_print-ready.pdfhttps://assets.publishing.service.gov.uk/media/676150ef26a2d1ff18253415/dhsc-annual-report-and-accounts-2023-2024-web-accessible.pdfhttps://assets.publishing.service.gov.uk/media/65b2a4fc5f8ce2000d3ae544/consolidated-provider-accounts-2022-to-2023-print.pdfhttps://assets.publishing.service.gov.uk/media/65b236c81702b10013cb1289/DHSC-Annual-report-and-accounts-2022-2023-web-accessible.pdfNational Health Service charges can be recovered up to six years from the date of invoice, and therefore the amount recovered in a year does not necessarily mean it was identified in the same financial year.No formal review of the system of cost recovery has taken place. However, we continue to work with NHS England to ensure that the system works as effectively and fairly as possible.

What progress he has made on implementing the recommendations of the First Do No Harm report; and if he will publish an updated timetable for delivery of those recommendations.

Seven of the nine recommendations made in the First Do No Harm report have been previously accepted in full, in part, or in principle. Four of these have been successfully implemented, including appointing Professor Henrietta Hughes as the first ever Patient Safety Commissioner in England in respect of medicines and medical devices, and establishing nine specialist mesh centres, which are in operation across England.Whilst the Government has no plans to publish a timetable, progress is ongoing in respect of the remaining recommendations. For example, the Medicines and Healthcare products Regulatory Agency has undergone an ambitious organisation-wide transformation to ensure it becomes a progressive and responsive patient-focussed regulator of medical products, for recommendation six, the Medical Devices and Outcomes Registry is now live and healthcare providers are required to contribute data, for recommendation seven, and regarding mandatory reporting of payments for the pharmaceutical and medical device industries, the Government intends to publish its response to a public consultation on this topic later this month, for recommendation eight.Work is also ongoing across the Government to consider the recommendations in the Hughes Report, which looked into, and provided advice on, redress for those affected by sodium valproate and pelvic mesh.

What assessment he has made of the adequacy of NHS provision for complex mesh removal surgery; and what steps he is taking to ensure patients can access specialists with required expertise.

There are nine specialist mesh centres in operation across England, ensuring that women in every region with complications of mesh inserted for urinary incontinence and vaginal prolapse get the right support. Each mesh centre is led by a multi-disciplinary team (MDT) to ensure patients get access to the specialist care and treatment that they need, including pain management.The specialised services for service users with complications of mesh inserted for urinary incontinence, vaginal, or internal and external rectal prolapse specification published by NHS England sets out the requirement for an MDT approach to mesh services and suggests membership could include a psychologist. The specification also details that psychology services should be co-located or available to the mesh MDT.The Department has commissioned, through the National Institute for Health and Care Research, a £1.56 million study to develop patient reported outcome measures (PROM) for prolapse, incontinence, and mesh complication surgery. Longer term, the PROM will be integrated into the pelvic floor registry which monitors and improves the safety of mesh patients. It records the surgical mesh implants, and related medical devices, given to patients, and the organisations and surgeons that have carried out the procedures.

What assessment he has made of the potential impact of unresolved mesh complications on the mental health of women impacted; and what support is available for those women.

There are nine specialist mesh centres in operation across England, ensuring that women in every region with complications of mesh inserted for urinary incontinence and vaginal prolapse get the right support. Each mesh centre is led by a multi-disciplinary team (MDT) to ensure patients get access to the specialist care and treatment that they need, including pain management.The specialised services for service users with complications of mesh inserted for urinary incontinence, vaginal, or internal and external rectal prolapse specification published by NHS England sets out the requirement for an MDT approach to mesh services and suggests membership could include a psychologist. The specification also details that psychology services should be co-located or available to the mesh MDT.The Department has commissioned, through the National Institute for Health and Care Research, a £1.56 million study to develop patient reported outcome measures (PROM) for prolapse, incontinence, and mesh complication surgery. Longer term, the PROM will be integrated into the pelvic floor registry which monitors and improves the safety of mesh patients. It records the surgical mesh implants, and related medical devices, given to patients, and the organisations and surgeons that have carried out the procedures.

Pursuant to the answer of 3 December 2025 to Question 94583 on Public Bodies: Fines, how much revenue has been generated for (a) the consolidated fund and (b) enforcing bodies due to fines against NHS trusts since 2020.

The Care Quality Commission (CQC) has criminal enforcement powers to fine a health or social care provider where they identify a breach of regulations. The CQC can directly serve a fixed penalty notice to a provider, or a fine may be issued by the court following prosecution brought by the CQC.No fines as a result of CQC enforcement activity are retained by the CQC. Any fixed penalty paid to the CQC is not retained but must be passed on by the CQC to my Rt Hon. Friend, the Secretary of State for Health and Social Care. The CQC transfers the penalties received to the Department of Health and Social Care on a quarterly basis.  The money raised by court fines is paid to HM Treasury.The following table shows the fines served by the court following prosecution brought by the CQC against National Health Service trusts since 2020:Financial yearNHS Trust NameFine amount2020/21Plymouth Hospitals NHS Trust£1,600.002021/22East Kent Hospitals University NHS Foundation Trust£733,000.002021/22The Dudley Group NHS Foundation Trust£2,533,332.002021/22United Lincolnshire Hospitals NHS Trust£100,000.002022/23The Shrewsbury and Telford Hospital NHS Trust£800,000.002022/23The Shrewsbury and Telford Hospital NHS Trust£533,334.002022/23The Rotherham NHS Foundation Trust£200,000.002022/23Queen Elizabeth Hospital King's Lynn NHS Foundation Trust£60,000.002022/23Nottingham University Hospitals NHS Trust£800,000.002022/23University Hospitals of Derby and Burton NHS Foundation Trust£200,000.002024/25Tees, Esk and Wear Valleys NHS Foundation Trust£140,000.002024/25Tees, Esk and Wear Valleys NHS Foundation Trust£60,000.002024/25Nottingham University Hospitals NHS Trust£100,000.002024/25Nottingham University Hospitals NHS Trust£300,000.002024/25Nottingham University Hospitals NHS Trust£100,000.002024/25Nottingham University Hospitals NHS Trust£300,000.002024/25Nottingham University Hospitals NHS Trust£100,000.002024/25Nottingham University Hospitals NHS Trust£700,000.002025/26University Hospitals Sussex NHS Foundation Trust£200,000.00Note: where an NHS trust is fined more than once in a given fiscal year, the fines relate to individual cases.

Whether his Department has recently proposed measures to ensure that fines against NHS trusts are ringfenced for spending on health matters.

The Care Quality Commission (CQC) has criminal enforcement powers to fine a health or social care provider where they identify a breach of regulations. The CQC can directly serve a fixed penalty notice to a provider, or a fine may be issued by the court following prosecution brought by the CQC.Any fixed penalty paid to the CQC is not retained but must be passed on by the CQC to my Rt Hon. Friend, the Secretary of State for Health and Social Care. The CQC transfers the penalties received to the Department on a quarterly basis.The size of the fine following prosecutions brought by the CQC is a decision made by the court and is informed by sentencing guidelines. The CQC does not have influence over this decision. The money raised by court fines is paid to HM Treasury.The Department has not recently proposed any measures to change this.

What steps he is taking to support the Mid and South Essex Integrated Care Board to reduce its pathways waiting list.

We are clear that the extent of waits for treatment is unacceptable, and cutting waiting lists is a key priority for the Government. We have committed to returning by March 2029 to the NHS constitutional standard that 92% of patients should wait no longer than 18 weeks from referral to treatment (RTT).Between July 2024 and June 2025, we delivered 5.2 million additional appointments compared to the previous year, more than double our pledge of two million. This marks a vital first step towards delivering the constitutional standard.As an interim goal, NHS England’s Operational Planning Guidance 2025/26 has set the national ambition for 65% of patients waiting no longer than 18 weeks for treatment, with every trust expected to deliver a minimum five percentage point improvement in performance, and to reduce the proportion of people waiting over 52 weeks for treatment to less than 1% of the total waiting list.To support this improvement across all trusts and systems, there is a robust performance management process in place. The new NHS Oversight Framework 2025/26 ensures that there is public accountability for performance and NHS England works with systems and providers to support improvement.In coordination with the NHS Mid and South Essex Integrated Care Board, NHS England has heightened executive oversight and assurance processes in place with the Mid and South Essex NHS Foundation Trust to monitor and support recovery plans. An extensive targeted recovery plan focuses on orthopaedic mutual aid, optimising and expanding existing capacity, pathway reform, improvements to validation processes and demand management.A new interim Chief Executive Officer and Chief Operating Officer have been appointed at the trust, in addition to a dedicated Executive Elective Recovery Director to drive and oversee turnaround of elective care performance.

What assessment he has made of the potential implications for his policies of trends in the proportion of patients treated within 18 weeks in Mid and South Essex Integrated Care Board facilities over the past year.

We are clear that the extent of waits for treatment is unacceptable, and cutting waiting lists is a key priority for the Government. We have committed to returning by March 2029 to the NHS constitutional standard that 92% of patients should wait no longer than 18 weeks from referral to treatment (RTT).Between July 2024 and June 2025, we delivered 5.2 million additional appointments compared to the previous year, more than double our pledge of two million. This marks a vital first step towards delivering the constitutional standard.As an interim goal, NHS England’s Operational Planning Guidance 2025/26 has set the national ambition for 65% of patients waiting no longer than 18 weeks for treatment, with every trust expected to deliver a minimum five percentage point improvement in performance, and to reduce the proportion of people waiting over 52 weeks for treatment to less than 1% of the total waiting list.To support this improvement across all trusts and systems, there is a robust performance management process in place. The new NHS Oversight Framework 2025/26 ensures that there is public accountability for performance and NHS England works with systems and providers to support improvement.In coordination with the NHS Mid and South Essex Integrated Care Board, NHS England has heightened executive oversight and assurance processes in place with the Mid and South Essex NHS Foundation Trust to monitor and support recovery plans. An extensive targeted recovery plan focuses on orthopaedic mutual aid, optimising and expanding existing capacity, pathway reform, improvements to validation processes and demand management.A new interim Chief Executive Officer and Chief Operating Officer have been appointed at the trust, in addition to a dedicated Executive Elective Recovery Director to drive and oversee turnaround of elective care performance.

What requirements exist for follow-up contact within 48 hours of discharge from inpatient mental health services; and what assessment he has made of the adequacy of NHS compliance with these requirements.

There is no requirement that exists for follow-up contact within 48 hours of discharge from inpatient mental health services. There is, however, a follow up requirement for 72 hours post discharge, based on evidence from the National Confidential Inquiry into Suicide and Safety in Mental Health that there is an increased risk of dying by suicide within this period. This has been part of the NHS Standard Contract since 1 April 2020, which states that all people discharged from integrated care board (ICB) commissioned inpatient mental health services should be followed up within 72 hours. This applies to everyone who is discharged from an ICB-commissioned adult mental health inpatient bed to their place of residence, care home, residential accommodation, or to non-psychiatric care. All avenues need to be exploited to ensure patients are followed up within 72 hours of discharge. This follow up requirement is reinforced through national statutory guidance on Discharge from mental health inpatient settings and data on performance is published on a monthly basis, with 73.3% of discharges in September 2025 meeting the ambition.

What steps he is taking to restore the 18-week referral-to-treatment standard at Mid and South Essex Integrated Care Board; and by what timeframe.

We are clear that the extent of waits for treatment is unacceptable, and cutting waiting lists is a key priority for the Government. We have committed to returning by March 2029 to the NHS constitutional standard that 92% of patients should wait no longer than 18 weeks from referral to treatment (RTT).Between July 2024 and June 2025, we delivered 5.2 million additional appointments compared to the previous year, more than double our pledge of two million. This marks a vital first step towards delivering the constitutional standard.As an interim goal, NHS England’s Operational Planning Guidance 2025/26 has set the national ambition for 65% of patients waiting no longer than 18 weeks for treatment, with every trust expected to deliver a minimum five percentage point improvement in performance, and to reduce the proportion of people waiting over 52 weeks for treatment to less than 1% of the total waiting list.To support this improvement across all trusts and systems, there is a robust performance management process in place. The new NHS Oversight Framework 2025/26 ensures that there is public accountability for performance and NHS England works with systems and providers to support improvement.In coordination with the NHS Mid and South Essex Integrated Care Board, NHS England has heightened executive oversight and assurance processes in place with the Mid and South Essex NHS Foundation Trust to monitor and support recovery plans. An extensive targeted recovery plan focuses on orthopaedic mutual aid, optimising and expanding existing capacity, pathway reform, improvements to validation processes and demand management.A new interim Chief Executive Officer and Chief Operating Officer have been appointed at the trust, in addition to a dedicated Executive Elective Recovery Director to drive and oversee turnaround of elective care performance.

What steps his Department is taking to help support Mid and South Essex Integrated Care Board to reduce the number of pathways waiting more than 52 weeks for treatment.

We are clear that the extent of waits for treatment is unacceptable, and cutting waiting lists is a key priority for the Government. We have committed to returning by March 2029 to the NHS constitutional standard that 92% of patients should wait no longer than 18 weeks from referral to treatment (RTT).Between July 2024 and June 2025, we delivered 5.2 million additional appointments compared to the previous year, more than double our pledge of two million. This marks a vital first step towards delivering the constitutional standard.As an interim goal, NHS England’s Operational Planning Guidance 2025/26 has set the national ambition for 65% of patients waiting no longer than 18 weeks for treatment, with every trust expected to deliver a minimum five percentage point improvement in performance, and to reduce the proportion of people waiting over 52 weeks for treatment to less than 1% of the total waiting list.To support this improvement across all trusts and systems, there is a robust performance management process in place. The new NHS Oversight Framework 2025/26 ensures that there is public accountability for performance and NHS England works with systems and providers to support improvement.In coordination with the NHS Mid and South Essex Integrated Care Board, NHS England has heightened executive oversight and assurance processes in place with the Mid and South Essex NHS Foundation Trust to monitor and support recovery plans. An extensive targeted recovery plan focuses on orthopaedic mutual aid, optimising and expanding existing capacity, pathway reform, improvements to validation processes and demand management.A new interim Chief Executive Officer and Chief Operating Officer have been appointed at the trust, in addition to a dedicated Executive Elective Recovery Director to drive and oversee turnaround of elective care performance.

What assessment he has made of trends in Accident and Emergency attendances at Basildon Hospital relative to the growth of local population.

Basildon Hospital’s accident and emergency department primarily serves residents of South Basildon and East Thurrock, alongside patients from surrounding areas within the trust’s footprint. The combined population of Basildon and Thurrock is currently approximately 363,600 residents. The total number of accident and emergency attendances at Basildon Hospital in October 2025 was 12,475. Please note that this data is provisional, with finalised figures to be published next month. Attendances at Basildon accident and emergency have increased in recent years, broadly in line with population growth and rising demand for urgent care nationally. Accident and emergency attendance data is available at the following link:https://www.england.nhs.uk/statistics/statistical-work-areas/ae-waiting-times-and-activity/ae-attendances-and-emergency-admissions-2025-26/The Mid and South Essex Integrated Care Board works closely with the Mid and South Essex NHS Foundation Trust to ensure urgent and emergency care services meet the needs of the local population. This includes reviewing recent and projected demand for urgent care services across all accident and emergency and minor injury units in mid and south Essex to support planning to meet future demand.The capacity of Basildon Hospital’s accident and emergency department is subject to ongoing review. Local actions for improvement are in place, including service expansion and regular monitoring to ensure the Department can safely manage attendance levels.

What assessment he has made of the number of people in the Basildon Hospital catchment area served by its Accident and Emergency department.

Basildon Hospital’s accident and emergency department primarily serves residents of South Basildon and East Thurrock, alongside patients from surrounding areas within the trust’s footprint. The combined population of Basildon and Thurrock is currently approximately 363,600 residents. The total number of accident and emergency attendances at Basildon Hospital in October 2025 was 12,475. Please note that this data is provisional, with finalised figures to be published next month. Attendances at Basildon accident and emergency have increased in recent years, broadly in line with population growth and rising demand for urgent care nationally. Accident and emergency attendance data is available at the following link:https://www.england.nhs.uk/statistics/statistical-work-areas/ae-waiting-times-and-activity/ae-attendances-and-emergency-admissions-2025-26/The Mid and South Essex Integrated Care Board works closely with the Mid and South Essex NHS Foundation Trust to ensure urgent and emergency care services meet the needs of the local population. This includes reviewing recent and projected demand for urgent care services across all accident and emergency and minor injury units in mid and south Essex to support planning to meet future demand.The capacity of Basildon Hospital’s accident and emergency department is subject to ongoing review. Local actions for improvement are in place, including service expansion and regular monitoring to ensure the Department can safely manage attendance levels.

Whether he has plans to expand Basildon Hospital’s Accident and Emergency capacity to meet (a) current and (b) projected demand.

Basildon Hospital’s accident and emergency department primarily serves residents of South Basildon and East Thurrock, alongside patients from surrounding areas within the trust’s footprint. The combined population of Basildon and Thurrock is currently approximately 363,600 residents. The total number of accident and emergency attendances at Basildon Hospital in October 2025 was 12,475. Please note that this data is provisional, with finalised figures to be published next month. Attendances at Basildon accident and emergency have increased in recent years, broadly in line with population growth and rising demand for urgent care nationally. Accident and emergency attendance data is available at the following link:https://www.england.nhs.uk/statistics/statistical-work-areas/ae-waiting-times-and-activity/ae-attendances-and-emergency-admissions-2025-26/The Mid and South Essex Integrated Care Board works closely with the Mid and South Essex NHS Foundation Trust to ensure urgent and emergency care services meet the needs of the local population. This includes reviewing recent and projected demand for urgent care services across all accident and emergency and minor injury units in mid and south Essex to support planning to meet future demand.The capacity of Basildon Hospital’s accident and emergency department is subject to ongoing review. Local actions for improvement are in place, including service expansion and regular monitoring to ensure the Department can safely manage attendance levels.

What assessment he has made of the accuracy of trust-level reporting on the use of temporary escalation spaces.

The provision of clinical care in corridors is unacceptable, and we are committed to ending its practice in the National Health Service by the end of this Parliament. Furthermore, our Urgent and Emergency Care Plan for 2025/26 committed to publishing data on the prevalence of corridor care.NHS England has been working with trusts to put in place new reporting arrangements regarding the use of temporary escalation spaces to drive improvement and data transparency. The data quality is currently being reviewed, and we expect to publish the information shortly.We will also be introducing new clinical operational standards for the first 72 hours of care, setting clear expectations for timely reviews and specialist input, further supporting our efforts to eliminate corridor care and improve patient experience.

Pursuant to Answer of 1 December 2025 to Question 84488 on Health Services: Buildings, when NHS England expects to publish data on the prevalence of corridor care across trusts.

The provision of clinical care in corridors is unacceptable, and we are committed to ending its practice in the National Health Service by the end of this Parliament. Furthermore, our Urgent and Emergency Care Plan for 2025/26 committed to publishing data on the prevalence of corridor care.NHS England has been working with trusts to put in place new reporting arrangements regarding the use of temporary escalation spaces to drive improvement and data transparency. The data quality is currently being reviewed, and we expect to publish the information shortly.We will also be introducing new clinical operational standards for the first 72 hours of care, setting clear expectations for timely reviews and specialist input, further supporting our efforts to eliminate corridor care and improve patient experience.