Written questions by Wild.

What steps he is taking to expand Overseas Registration Examination (ORE) capacity beyond the additional (a) 1,800 places for part 1 and (b) 576 places for part 2.

We recognise that there is a considerable waiting list for candidates to sit the General Dental Council’s (GDC) Overseas Registration Exam (ORE). I have asked the GDC to urgently develop an action plan of concrete measures to reduce the ORE waiting list, and will be regularly meeting with them to monitor progress.I have welcomed the additional sittings of both parts of the ORE that the GDC has put in place, and their ongoing procurement of new ORE provider contracts. I will continue to discuss the new arrangements with the GDC, with a focus on understanding how they will further increase the availability of the ORE exam in the short and longer term.We will not be providing the GDC with any additional legislative powers for international registration at this time. Having considered the options for a provisional registration scheme, the Government’s view is that other, more cost-effective and efficient routes to registration should be the immediate priority.Meanwhile, we expect the GDC to make full use of the flexibility afforded by the international registration reforms introduced in 2023 to ensure that those who have the right skills and experience are able to join its registers as quickly and efficiently as possible.

Whether he plans to introduce a provisional registration scheme for trained international dentists to practice (a) under supervision and (b) with training support in the UK.

We recognise that there is a considerable waiting list for candidates to sit the General Dental Council’s (GDC) Overseas Registration Exam (ORE). I have asked the GDC to urgently develop an action plan of concrete measures to reduce the ORE waiting list, and will be regularly meeting with them to monitor progress.I have welcomed the additional sittings of both parts of the ORE that the GDC has put in place, and their ongoing procurement of new ORE provider contracts. I will continue to discuss the new arrangements with the GDC, with a focus on understanding how they will further increase the availability of the ORE exam in the short and longer term.We will not be providing the GDC with any additional legislative powers for international registration at this time. Having considered the options for a provisional registration scheme, the Government’s view is that other, more cost-effective and efficient routes to registration should be the immediate priority.Meanwhile, we expect the GDC to make full use of the flexibility afforded by the international registration reforms introduced in 2023 to ensure that those who have the right skills and experience are able to join its registers as quickly and efficiently as possible.

Whether funding for valproate (a) financial redress and (b) interim payments were included in the Spending Review 2025.

The Government is carefully considering the work done by the Patient Safety Commissioner and her report, which set out options for redress for those harmed by valproate and pelvic mesh. This is a complex issue involving input from different Government departments. The Government will provide a further update to the Patient Safety Commissioner’s report in due course.

With reference to the Spending Review 2025, published on 11 June 2025, what recent discussions his Department have had with HM Treasury on the provision of funds for valproate (a) financial redress and (b) interim payments.

The Government is carefully considering the work done by the Patient Safety Commissioner and her report, which set out options for redress for those harmed by valproate and pelvic mesh. This is a complex issue involving input from different Government departments. The Government will provide a further update to the Patient Safety Commissioner’s report in due course.

Pursuant to the Answer of 17 June 2025 to Question 59412 on Government Departments: Reviews, if his Department will publish the line by line review of its spending conducted for the Spending Review 2025.

The Government has used this Spending Review to maximise the value from every taxpayer pound. Phase 2 of the Spending Review marks the first zero-based review in nearly 18 years, with every line of Government spending scrutinised, to make sure it is delivering value for money.The Government published robust delivery plans that set out exactly how departments will achieve their efficiency targets. HM Treasury published an overview of departmental efficiency targets and delivery plans for the 2025 Spending Review on 11 June 2025. These are available at the following link:https://www.gov.uk/government/publications/departmental-efficiency-delivery-plans

With reference to his oral statement of 13 March 2025 on NHS England Update, Official Report, column 1300, what recent steps he has taken to streamline the business case approvals process for the New Hospitals Programme.

The New Hospital Programme is transforming the way that hospital infrastructure is constructed by using a national standardised approach, called Hospital 2.0. The average lifespan of new hospitals is expected to be in excess of 50 years, and is being designed in line with Hospital 2.0 principles, which will comply with regulatory building standards. This is the minimum expected lifespan, where some elements, such as the structure, will have a longer life expectancy, and other elements, such as internal doors, fixtures, and flooring, may need to be replaced after approximately 15 years. The lifespan of each individual hospital can vary based on external factors such as environmental conditions, maintenance, and usage.The existing process for approving business cases has been agreed with the Department, NHS England, and HM Treasury, with the explicit purpose of clarifying roles and responsibilities, and where appropriate, delegating authority for faster approvals and for reducing duplication.

What estimate he has made of the average lifespan of hospitals that will be built under the New Hospitals Programme.

The New Hospital Programme is transforming the way that hospital infrastructure is constructed by using a national standardised approach, called Hospital 2.0. The average lifespan of new hospitals is expected to be in excess of 50 years, and is being designed in line with Hospital 2.0 principles, which will comply with regulatory building standards. This is the minimum expected lifespan, where some elements, such as the structure, will have a longer life expectancy, and other elements, such as internal doors, fixtures, and flooring, may need to be replaced after approximately 15 years. The lifespan of each individual hospital can vary based on external factors such as environmental conditions, maintenance, and usage.The existing process for approving business cases has been agreed with the Department, NHS England, and HM Treasury, with the explicit purpose of clarifying roles and responsibilities, and where appropriate, delegating authority for faster approvals and for reducing duplication.

What the salaries are for the (a) Chairman and (b) Chief Executive of the new Norfolk and Waveney University Hospitals Group.

The Department does not hold the information requested. Information on the remuneration of senior staff is published by hospital trusts as part of their annual report and accounts.As the Chair and the Chief Executive of the new Norfolk and Waveney University Hospitals Group are both recent appointments, details of their salaries will appear in future published accounts.

How many hospitals in England provide office space to Unison representatives; and what rental charges are paid in each case.

The Department does not hold the information requested. Trade union representatives are entitled to time off to enable them to carry out their trade union duties or to take part in union training.It is important that, where possible, employers make available to union representatives the facilities necessary for them to fulfil their duties, and to communicate effectively with their members. Section 25 of the NHS Terms and Conditions of Service (Agenda for Change) sets out that where resources permit, the facilities for recognised trade unions should include the use of dedicated office space.

What steps his Department is taking to create a two-stage financial redress scheme for people harmed by Sodium Valproate and surgical mesh implants.

The Government is carefully considering the valuable work done by the Patient Safety Commissioner and the resulting Hughes Report, which set out options for redress for those harmed by valproate and pelvic mesh. This is a complex area of work, involving several Government departments, and it is important that we get this right. We will be providing an update to the Patient Safety Commissioner’s report at the earliest opportunity.

Whether he expects fixed sum payments to be awarded to people harmed by Sodium Valproate and surgical mesh implants during 2025.

The Government is carefully considering the valuable work done by the Patient Safety Commissioner and the resulting Hughes Report, which set out options for redress for those harmed by valproate and pelvic mesh. This is a complex area of work, involving several Government departments, and it is important that we get this right. We will be providing an update to the Patient Safety Commissioner’s report at the earliest opportunity.

With reference to the policy paper entitled New Hospital Programme: plan for implementation, published on 20 January 2025, whether (a) NHS England and (b) his Department plan to approve business cases submitted by NHS Trusts that are subject to the completion of the site-by-site report process for hospitals with RAAC.

The site-by-site report that has been commissioned on the seven hospitals in the New Hospital Programme (NHP) that were built predominantly with reinforced autoclaved aerated concrete (RAAC) will help inform individual development plans, which continue to progress at pace.The report’s findings are due in summer 2025 and will not impact the business case process for either NHS England or the Department. The trusts will need to follow the business case process as set out in HM Treasury’s Green Book, as is usual for large infrastructure projects.

What approvals process (a) NHS England and (b) his Department has for business cases under the New Hospitals Programme.

Each National Health Service trust seeking approval for their New Hospital Programme (NHP) scheme will need to follow the business case process as set out in HM Treasury’s Green Book. Trusts will need to develop and gain approval for a Strategic Outline Case, followed by an Outline Business Case, and finally a Full Business Case. Following the approval of their Full Business Case, funding is released at agreed milestones. Following submission by the trust, the approvals process is as follows:- once reviewed and approved by the NHP Investment Committee, NHS England’s regional teams undertake a fundamental criteria review of the business case, which is then submitted to the joint Department of Health and Social Care and NHS England National Capital Assurance Team, where an independent assurance review is undertaken by a number of subject matter experts to ensure it meets the criteria as outlined in HM Treasury’s Green Book, and a report is prepared and presented to the Department of Health and Social Care’s Joint Investment Committee for consideration; and- once agreed by the Department of Health and Social Care’s Joint Investment Committee, the business case is submitted for onward approval by ministers and HM Treasury, if necessary. The level of approval required for business cases will depend on the amount requested. Some requests for fees and enabling works, for example, are requested in parallel via a separate, shorter process to the main scheme’s approval process.

How many full-time equivalent officials are working on the New Hospitals Programme in (a) his Department and (b) NHS England.

As of 31 December 2024, there were 25 full-time equivalent (FTE) officials working on the New Hospital Programme (NHP) in the NHP Sponsor Team in the Department, along with 165.4 FTE officials working in the NHP Delivery Team in NHS England. These figures include inward secondments, individuals employed on fixed term contracts and permanent employees, but do not include any external resources such as individuals engaged via third party commercial contracts.

With reference to his Department's policy paper entitled New Hospitals Programme: plan for implementation, published on 20 January 2025, what assessment he has made of the potential impact of the delay in opening the Queen Elizabeth Hospital to 2032-33 on (a) patients and (b) staff.

An equality impact assessment was carried out for the review which included assessing the extent to which service users might be impacted by these delivery proposals, with specific reference to the impact that these might have on relevant protected characteristics. This was laid in the House Library and published on 20 January 2025, and is available at the following link:https://www.gov.uk/government/publications/new-hospital-programme-review-outcome/new-hospital-programme-equality-impact-assessment

With reference to the commissioning of an updated site-by-site report of the RAAC hospitals as set out in the policy paper entitled New Hospital Programme: plan for implementation, published on 20 January 2025, who is conducting the report of the Queen Elizabeth hospital in King's Lynn; and if he will publish the terms of reference of that review.

The Department is in final stages of contract award with third party contractors to provide an updated report on the condition of the seven critical reinforced autoclaved aerated concrete hospitals, including Queen Elizabeth Hospital in King’s Lynn. Once the contract is finalised it will be available publicly, including the information on who is conducting the work, at the following link:https://www.gov.uk/contracts-finder

With reference to the report by Mott MacDonald on reinforced autoclaved aerated concrete of April 2022, what recent assessment he has made of whether the Queen Elizabeth Hospital in King's Lynn will be able to operate safely beyond 2030.

My Rt Hon. Friend, the Secretary of State for Health and Social Care set out a credible and deliverable plan for the new hospital schemes in the New Hospital Programme (NHP) on 20 January 2025, following the conclusion of the review of the NHP. The Plan for Implementation was laid in the House Library and published on GOV.UK website, and is available at the following link:https://www.gov.uk/government/publications/new-hospital-programme-review-outcomeWe will expedite the delivery of the schemes to replace hospitals built wholly or primarily from reinforced autoclaved aerated concrete (RAAC) by focussing on the most affected buildings and services first. As confirmed in this publication, my Rt Hon. Friend, the Secretary of State for Health and Social Care has commissioned a comprehensive report of the seven hospitals built wholly or primarily from RAAC that are being replaced through the New Hospital Programme, including the Queen Elizabeth Hospital King’s Lynn, as the last report was undertaken in Autumn 2022 and covered five of the seven RAAC hospitals. The site-by-site report on all seven RAAC hospitals will help inform individual development plans, which include continued mitigation works and addressing the highest risk elements as early as possible through the phasing of works. The report will be based on an up-to-date assessment of the safety of the hospital site now, and in future.The Department is in the final stages of the contract award with third party contractors to provide an updated report on the condition of the seven critical RAAC hospitals, including Queen Elizabeth Hospital in King’s Lynn. Once the contract is finalised it will be available publicly, including the information on who is conducting the work, on contract finder, which is available at the following link:https://www.gov.uk/contracts-finderWe remain committed to removing RAAC fully from the NHS estate whilst working to keep facilities open, with patient and staff safety at the forefront of our decision making.

How many (a) strategic (b) outline and (c) final business cases were submitted to his department in each of the last three years.

From 1 January 2022 to 31 December 2024, a period of three years, the Department had 13 strategic outline cases, 100 outline business cases, and 116 full business cases submitted for review. For 2022, this was five strategic outline cases, 46 outline business cases, and 37 full business cases submitted for review. For 2023, this was four strategic outline cases, 31 outline business cases, and 40 full business cases submitted for review. Finally, for 2024, this was four strategic outline cases, 23 outline business cases, and 39 full business cases submitted for review.

What estimate he has made of the number of patients waiting over 52 weeks for elective care in (a) England, (b) Norfolk and Waveney ICB area and (c) Queen Elizabeth King's Lynn Hospital Trust; and what his target is for eliminating waits of over a year.

Across England, at the end of November 2024, over 221,000 patient pathways involved waits of more than 52 weeks for elective treatment, which is down by over 80,000 since June 2024. At the Norfolk and Waveney Integrated Care Board, at the end of November 2024, over 6,800 patient pathways involved waits of more than 52 weeks for elective treatment, down by over 3,600 since June 2024. At the Queen Elizabeth King's Lynn Hospital Trust, at the end of November 2024, 585 patient pathways involved waits of more than 52 weeks for elective treatment, down from 609 in June 2024. We have committed to achieving the NHS Constitutional standard that 92% of patients should wait no longer than 18 weeks from Referral to Treatment (RTT) by March 2029. The Elective Reform Plan, published on 6 January 2025, sets out how we will achieve this and the interim targets we will meet in doing so. Whilst our focus is on achieving the RTT constitutional standard, it is unacceptable that patients are waiting over a year for care. Tackling the longest waits will be a key part of achieving our commitment and we will continue to review and treat the patients who have waited the longest, as well as monitoring progress on the 18-week standard.

What progress his Department has made in reducing waiting times for (a) speech and language therapy services and (b) neurodevelopmental services.

The Department and NHS England are committed to reducing long waits and improving timely access to community health services. This includes improving access to Speech and Language Therapy through the Early Language and Support for Every Child (ELSEC) pathfinder project within the Department for Education’s existing £70 million Change Programme in partnership with NHS England. The ELSEC programme provides training and support to education settings to increase their ability to support speech, language, and communication development.It is the responsibility of integrated care boards (ICBs) to make available appropriate provision to meet the health and care needs of their local population, including autism and attention deficit hyperactivity disorder (ADHD) services, in line with relevant National Institute for Health and Care Excellence guidelines.On 5 April 2023, NHS England published a national framework and operational guidance to help ICBs and the National Health Service to deliver improved outcomes for children, young people, and adults referred to an autism assessment service. The guidance also sets out what support should be available before an assessment and what support should follow a recent diagnosis of autism. In 2024/25, £4.3 million is available nationally to improve services for autistic children and young people, including autism assessment services.In respect of ADHD, we are supporting a cross-sector taskforce that NHS England has launched into challenges in ADHD service provision and its impact on patient experience. The taskforce is bringing together expertise from across a broad range of sectors, including the National Health Service, education, and justice, to better understand the challenges affecting people with ADHD, including timely access to services and support.