Written questions by Vickers.

What steps his Department is taking to ensure that patients with Ehlers Danlos Syndrome have access to appropriate pain management services.

Integrated care boards (ICBs) have a statutory responsibility to commission services which meet the needs of their local population, including for those with Ehlers-Danlos Syndrome (EDS). It is the responsibility of ICBs, working with clinicians, service users, and patient groups, to develop services and care pathways that meet patients’ needs.When commissioning services, ICBs should take into account best practice guidance, such as that published by the National Institute for Health and Care Excellence (NICE). The NICE guideline Chronic pain (primary and secondary) in over 16s provides a framework for healthcare professionals to consistently and effectively assess and manage chronic pain in people aged 16 years old and over.The 10-Year Health Plan will improve services for people with EDS and other long-term conditions across England by shifting care to the community with neighbourhood teams, expanding access to physiotherapy and rehabilitation, and using digital innovation to help patients self-manage and receive more integrated, personalised care. This approach aims to provide more proactive and accessible support by bringing services closer to home and making it easier for patients to access the help they need.We will also publish a 10 Year Workforce Plan to ensure that the National Health Service has the right people in the right places, and with the right skills, to deliver the best care for patients, when they need it, including those with EDS. We have recently published a call for evidence to gather views from stakeholders on the specific professions, roles, skills, and training needed to implement the reforms outlined in our 10-Year Health Plan for England.

Whether his Department plans to increase the number of clinicians with specialist expertise in (a) diagnosing and (b) treating Ehlers Danlos Syndrome.

Integrated care boards (ICBs) have a statutory responsibility to commission services which meet the needs of their local population, including for those with Ehlers-Danlos Syndrome (EDS). It is the responsibility of ICBs, working with clinicians, service users, and patient groups, to develop services and care pathways that meet patients’ needs.When commissioning services, ICBs should take into account best practice guidance, such as that published by the National Institute for Health and Care Excellence (NICE). The NICE guideline Chronic pain (primary and secondary) in over 16s provides a framework for healthcare professionals to consistently and effectively assess and manage chronic pain in people aged 16 years old and over.The 10-Year Health Plan will improve services for people with EDS and other long-term conditions across England by shifting care to the community with neighbourhood teams, expanding access to physiotherapy and rehabilitation, and using digital innovation to help patients self-manage and receive more integrated, personalised care. This approach aims to provide more proactive and accessible support by bringing services closer to home and making it easier for patients to access the help they need.We will also publish a 10 Year Workforce Plan to ensure that the National Health Service has the right people in the right places, and with the right skills, to deliver the best care for patients, when they need it, including those with EDS. We have recently published a call for evidence to gather views from stakeholders on the specific professions, roles, skills, and training needed to implement the reforms outlined in our 10-Year Health Plan for England.

What steps his Department is taking to support research into treatments for (a) Ehlers Danlos Syndrome and (b) related conditions.

The Department funds research on health and social care through the National Institute for Health and Care Research (NIHR). The NIHR welcomes funding applications for research into any aspect of human health and care including Ehlers Danlos Syndrome and related conditions.These applications are subject to peer review and judged in open competition, with awards being made on the basis of the importance of the topic to patients and health and care services, value for money, and scientific quality. Topics for new research can be proposed to the NIHR via the following link:https://www.nihr.ac.uk/get-involved/suggest-a-research-topic

What recent assessment his Department has made of the extent of geographical variations in access to services for people with Ehlers Danlos Syndrome.

Integrated care boards (ICBs) have a statutory responsibility to commission services which meet the needs of their local population, including for those with Ehlers-Danlos Syndrome (EDS). It is the responsibility of ICBs, working with clinicians, service users, and patient groups, to develop services and care pathways that meet patients’ needs.When commissioning services, ICBs should take into account best practice guidance, such as that published by the National Institute for Health and Care Excellence (NICE). The NICE guideline Chronic pain (primary and secondary) in over 16s provides a framework for healthcare professionals to consistently and effectively assess and manage chronic pain in people aged 16 years old and over.The 10-Year Health Plan will improve services for people with EDS and other long-term conditions across England by shifting care to the community with neighbourhood teams, expanding access to physiotherapy and rehabilitation, and using digital innovation to help patients self-manage and receive more integrated, personalised care. This approach aims to provide more proactive and accessible support by bringing services closer to home and making it easier for patients to access the help they need.We will also publish a 10 Year Workforce Plan to ensure that the National Health Service has the right people in the right places, and with the right skills, to deliver the best care for patients, when they need it, including those with EDS. We have recently published a call for evidence to gather views from stakeholders on the specific professions, roles, skills, and training needed to implement the reforms outlined in our 10-Year Health Plan for England.

What steps his Department is taking to improve access to specialist services for people with Ehlers Danlos Syndrome.

Integrated care boards (ICBs) have a statutory responsibility to commission services which meet the needs of their local population, including for those with Ehlers-Danlos Syndrome (EDS). It is the responsibility of ICBs, working with clinicians, service users, and patient groups, to develop services and care pathways that meet patients’ needs.When commissioning services, ICBs should take into account best practice guidance, such as that published by the National Institute for Health and Care Excellence (NICE). The NICE guideline Chronic pain (primary and secondary) in over 16s provides a framework for healthcare professionals to consistently and effectively assess and manage chronic pain in people aged 16 years old and over.The 10-Year Health Plan will improve services for people with EDS and other long-term conditions across England by shifting care to the community with neighbourhood teams, expanding access to physiotherapy and rehabilitation, and using digital innovation to help patients self-manage and receive more integrated, personalised care. This approach aims to provide more proactive and accessible support by bringing services closer to home and making it easier for patients to access the help they need.We will also publish a 10 Year Workforce Plan to ensure that the National Health Service has the right people in the right places, and with the right skills, to deliver the best care for patients, when they need it, including those with EDS. We have recently published a call for evidence to gather views from stakeholders on the specific professions, roles, skills, and training needed to implement the reforms outlined in our 10-Year Health Plan for England.

What assessment he made of the adequacy of NHS provision for young people with (a) complex comorbidities, (b) Ehlers Danlos Syndrome, (c) epilepsy, (d) autism and (e) juvenile systemic lupus.

Integrated care boards (ICBs) have a statutory responsibility to commission services which meet the needs of their local populations. It is the responsibility of ICBs, working with clinicians, service users, and patient groups, to develop services and care pathways that meet patients’ needs.Supporting children and young people as they transition into adulthood, especially those with long-term or complex conditions, including those with Ehlers-Danlos syndrome (EDS), is a priority for the Government, and we are committed to ensuring that children receive the appropriate care and support whenever they need it.Our 10-Year Health Plan for England commits to establishing a new radical approach through neighbourhood health services, shifting from sickness to prevention and ensuring that support for children’s health and development is locally accessible. It ensures the support for children and young people as they navigate the National Health Service, and ensures that they feel confident in managing their own health and care from age 16 years old, where appropriate. This will include supporting young people, including those with EDS, as they move from child to adolescent and adult services, ensuring that care is developmentally appropriate throughout.In addition, a national transition framework is currently awaiting publication. This is to help local areas set up this model or to strengthen an existing one, and the principles of age- appropriate services set out in this document apply to both young people receiving care for the first time and those already on a transition pathway. While the framework focuses on broad principles of transition, future work will focus on specific considerations and conditions.

What assessment his Department has made of the adequacy of the availability of transition support for young people with Ehlers Danlos Syndrome who are moving from paediatric to adult NHS services.

Integrated care boards (ICBs) have a statutory responsibility to commission services which meet the needs of their local populations. It is the responsibility of ICBs, working with clinicians, service users, and patient groups, to develop services and care pathways that meet patients’ needs.Supporting children and young people as they transition into adulthood, especially those with long-term or complex conditions, including those with Ehlers-Danlos syndrome (EDS), is a priority for the Government, and we are committed to ensuring that children receive the appropriate care and support whenever they need it.Our 10-Year Health Plan for England commits to establishing a new radical approach through neighbourhood health services, shifting from sickness to prevention and ensuring that support for children’s health and development is locally accessible. It ensures the support for children and young people as they navigate the National Health Service, and ensures that they feel confident in managing their own health and care from age 16 years old, where appropriate. This will include supporting young people, including those with EDS, as they move from child to adolescent and adult services, ensuring that care is developmentally appropriate throughout.In addition, a national transition framework is currently awaiting publication. This is to help local areas set up this model or to strengthen an existing one, and the principles of age- appropriate services set out in this document apply to both young people receiving care for the first time and those already on a transition pathway. While the framework focuses on broad principles of transition, future work will focus on specific considerations and conditions.

Whether he has made an assessment of the potential impact of regional retention offers on reducing (a) workforce turnover and (b) waiting list lengths.

The Department has not made an assessment of the potential impact of staffing shortages in non-clinical roles, workforce burnout, reductions in the number of interim board positions, or regional retention offers on waiting lists, or of creating temporary cross-trust staffing pools for specialties with high waiting times. No assessment has been made of the potential impact of regional retention offers on reducing workforce turnover.The Government is committed to making the National Health Service the best place to work, by supporting and retaining our hardworking and dedicated healthcare professionals. The Government plans to introduce a new set of standards for modern employment in April 2026. The new standards will reaffirm our commitment to improving retention by tackling the issues that matter to staff, including promoting flexible working, improving staff health and wellbeing, and dealing with violence, racism, and sexual harassment in the NHS workplace.The health and wellbeing of all NHS staff is a top priority. NHS organisations have a responsibility to create supportive working environments for staff, ensuring they have the conditions they need to thrive, including access to high quality health and wellbeing support. 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.NHS England published its planning guidance for 2025/26 in January 2025. This guidance sets out clear priorities for the NHS, including the delivery of the interim electives ambition that nationally, 65% of patients are seen within 18 weeks, along with an expected minimum 5% improvement on current performance for each trust, as set out in the Elective Reform Plan. Trusts and integrated care boards are expected to manage the staffing of all professions to deliver on these priorities within their agreed financial allocations.

How many and what proportion of Trusts have designated recruitment teams focused on elective care specialties; and whether he plans on rolling out this initiative to more Trusts.

The Department does not hold information on how many and what proportion of trusts have designated recruitment teams focused on elective care specialties.Decisions about recruitment are a matter for individual National Health Service employers, who manage this at a local level to ensure they have the staff they need to deliver safe and effective care.The 10 Year Workforce Plan will ensure the NHS has the right people in the right places, with the right skills to deliver the best care for patients, when they need it.

What assessment his Department has made of the potential impact of staffing shortages in non-clinical roles on waiting lists.

The Department has not made an assessment of the potential impact of staffing shortages in non-clinical roles, workforce burnout, reductions in the number of interim board positions, or regional retention offers on waiting lists, or of creating temporary cross-trust staffing pools for specialties with high waiting times. No assessment has been made of the potential impact of regional retention offers on reducing workforce turnover.The Government is committed to making the National Health Service the best place to work, by supporting and retaining our hardworking and dedicated healthcare professionals. The Government plans to introduce a new set of standards for modern employment in April 2026. The new standards will reaffirm our commitment to improving retention by tackling the issues that matter to staff, including promoting flexible working, improving staff health and wellbeing, and dealing with violence, racism, and sexual harassment in the NHS workplace.The health and wellbeing of all NHS staff is a top priority. NHS organisations have a responsibility to create supportive working environments for staff, ensuring they have the conditions they need to thrive, including access to high quality health and wellbeing support. 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.NHS England published its planning guidance for 2025/26 in January 2025. This guidance sets out clear priorities for the NHS, including the delivery of the interim electives ambition that nationally, 65% of patients are seen within 18 weeks, along with an expected minimum 5% improvement on current performance for each trust, as set out in the Elective Reform Plan. Trusts and integrated care boards are expected to manage the staffing of all professions to deliver on these priorities within their agreed financial allocations.

Whether his Department has set targets for reducing waiting lists by aligning them with (a) workforce growth and (b) deployment metrics.

As set out in the Plan for Change, we will ensure that 92% of patients return to waiting no longer than 18 weeks from referral to treatment by March 2029, a standard which has not been met consistently since September 2015. NHS England published its planning guidance for 2025/26 in January 2025. This guidance sets out clear priorities for the National Health Service, including the delivery of the interim electives ambition that nationally, 65% of patients are seen within 18 weeks, along with an expected minimum 5% improvement on current performance for each trust, as set out in the Elective Reform Plan. It is for trusts and integrated care boards to manage the staffing of all professions to deliver on these priorities within their agreed financial allocations.We will publish a 10 Year Workforce Plan to create a workforce ready to deliver a transformed service. They will be more empowered, more flexible, and more fulfilled. The 10 Year Workforce Plan will ensure the NHS has the right people in the right places, with the right skills to care for patients, when they need it.

Whether his Department has undertaken modelling on the potential impact of (a) retention incentives, (b) flexible working policies and (c) bursaries for different staff groups on waiting lists.

The Department has not undertaken any such modelling. It is known that in the National Health Service, an engaged and supported workforce leads to better patient care. As set out in the 10-Year Health Plan, the Government is committed to making the NHS the best place to work, by supporting and retaining our hardworking and dedicated healthcare professionals.To support this ambition, the Government plans to introduce a new set of standards for flexible modern NHS employment in April 2026. The new standards will reaffirm our commitment to improving retention by tackling the issues that matter to staff including promoting flexible working, improving staff health and wellbeing, and dealing with violence, racism, and sexual harassment in the NHS workplace. They will provide a framework for leaders across the NHS to build a supportive culture that embeds retention.

Whether his Department has made an assessment of the potential merits of creating temporary cross-trust staffing pools for specialties with high waiting times.

The Department has not made an assessment of the potential impact of staffing shortages in non-clinical roles, workforce burnout, reductions in the number of interim board positions, or regional retention offers on waiting lists, or of creating temporary cross-trust staffing pools for specialties with high waiting times. No assessment has been made of the potential impact of regional retention offers on reducing workforce turnover.The Government is committed to making the National Health Service the best place to work, by supporting and retaining our hardworking and dedicated healthcare professionals. The Government plans to introduce a new set of standards for modern employment in April 2026. The new standards will reaffirm our commitment to improving retention by tackling the issues that matter to staff, including promoting flexible working, improving staff health and wellbeing, and dealing with violence, racism, and sexual harassment in the NHS workplace.The health and wellbeing of all NHS staff is a top priority. NHS organisations have a responsibility to create supportive working environments for staff, ensuring they have the conditions they need to thrive, including access to high quality health and wellbeing support. 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.NHS England published its planning guidance for 2025/26 in January 2025. This guidance sets out clear priorities for the NHS, including the delivery of the interim electives ambition that nationally, 65% of patients are seen within 18 weeks, along with an expected minimum 5% improvement on current performance for each trust, as set out in the Elective Reform Plan. Trusts and integrated care boards are expected to manage the staffing of all professions to deliver on these priorities within their agreed financial allocations.

Whether his Department has made an assessment of the potential impact of workforce burnout on waiting lists.

The Department has not made an assessment of the potential impact of staffing shortages in non-clinical roles, workforce burnout, reductions in the number of interim board positions, or regional retention offers on waiting lists, or of creating temporary cross-trust staffing pools for specialties with high waiting times. No assessment has been made of the potential impact of regional retention offers on reducing workforce turnover.The Government is committed to making the National Health Service the best place to work, by supporting and retaining our hardworking and dedicated healthcare professionals. The Government plans to introduce a new set of standards for modern employment in April 2026. The new standards will reaffirm our commitment to improving retention by tackling the issues that matter to staff, including promoting flexible working, improving staff health and wellbeing, and dealing with violence, racism, and sexual harassment in the NHS workplace.The health and wellbeing of all NHS staff is a top priority. NHS organisations have a responsibility to create supportive working environments for staff, ensuring they have the conditions they need to thrive, including access to high quality health and wellbeing support. 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.NHS England published its planning guidance for 2025/26 in January 2025. This guidance sets out clear priorities for the NHS, including the delivery of the interim electives ambition that nationally, 65% of patients are seen within 18 weeks, along with an expected minimum 5% improvement on current performance for each trust, as set out in the Elective Reform Plan. Trusts and integrated care boards are expected to manage the staffing of all professions to deliver on these priorities within their agreed financial allocations.

What recent assessment he has made of the potential impact of the abolition of NHS England on the pace of workforce planning in addition to the long-term workforce plan.

No assessment has been made of the potential impact of the abolition of NHS England on the pace of workforce planning in addition to the long-term workforce plan.We will publish our 10 Year Workforce Plan by the end of this year.

What assessment his Department has made of the potential impact of reductions in the number of interim board positions on the capacity of the executive to reduce waiting lists.

The Department has not made an assessment of the potential impact of staffing shortages in non-clinical roles, workforce burnout, reductions in the number of interim board positions, or regional retention offers on waiting lists, or of creating temporary cross-trust staffing pools for specialties with high waiting times. No assessment has been made of the potential impact of regional retention offers on reducing workforce turnover.The Government is committed to making the National Health Service the best place to work, by supporting and retaining our hardworking and dedicated healthcare professionals. The Government plans to introduce a new set of standards for modern employment in April 2026. The new standards will reaffirm our commitment to improving retention by tackling the issues that matter to staff, including promoting flexible working, improving staff health and wellbeing, and dealing with violence, racism, and sexual harassment in the NHS workplace.The health and wellbeing of all NHS staff is a top priority. NHS organisations have a responsibility to create supportive working environments for staff, ensuring they have the conditions they need to thrive, including access to high quality health and wellbeing support. 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.NHS England published its planning guidance for 2025/26 in January 2025. This guidance sets out clear priorities for the NHS, including the delivery of the interim electives ambition that nationally, 65% of patients are seen within 18 weeks, along with an expected minimum 5% improvement on current performance for each trust, as set out in the Elective Reform Plan. Trusts and integrated care boards are expected to manage the staffing of all professions to deliver on these priorities within their agreed financial allocations.

What assessment his Department has made of adequacy of the time taken to recruit (a) allied health professionals, (b) doctors and (c) nurses in each of the last five years; and if he will make an assessment of the potential impact of the time taken to recruit allied health professionals on (i) rehabilitation and (iI) elective services.

The Department has made no specific assessment of the adequacy of the time taken to recruit allied health professionals, doctors, and nurses in each of the last five years.Currently, the Department has no plans to make an assessment on the potential impact of the time taken to recruit allied health professionals on rehabilitation and elective services.NHS England published its planning guidance for 2025/26 in January 2025. This guidance sets out clear priorities for the National Health Service, including the delivery of the interim electives ambition that nationally, 65% of patients are seen within 18 weeks, along with an expected minimum 5% improvement on current performance for each trust, as set out in the Elective Reform Plan. It is for trusts and integrated care boards to manage the recruitment and staffing of all professions to deliver on these priorities within their agreed financial allocations.On 11 August 2025, the Government announced the Graduate Guarantee for nurses and midwives. The guarantee will ensure that there are enough positions for every newly qualified nurse and midwife in England. The package of measures will unlock thousands of jobs and will ensure thousands of new posts are easier to access by removing barriers for NHS trusts, creating opportunities for graduates and ensuring a seamless transition from training to employment.

What information his Department holds on the average number of days taken to fill a consultant-level vacancy in each of the last five years; and what assessment he has made of the potential impact of the time taken to fill consultant-level vacancies on waiting list recovery rates.

The Department does not hold data on the number of days taken to fill a consultant-level vacancy nor has it made an assessment of the potential impact of the time taken to fill consultant-level vacancies on waiting list recovery rates.NHS England published its planning guidance for 2025/26 in January 2025. This guidance sets out clear priorities for the National Health Service, including the delivery of the interim electives ambition that nationally, 65% of patients are seen within 18 weeks, along with an expected minimum 5% improvement on current performance for each trust, as set out in the Elective Reform Plan.It is for trusts and integrated care boards to manage staffing of all professions to deliver on these priorities within their agreed financial allocations.

What steps his Department is taking to ensure the adequacy of the workforce capacity in community settings to help reduce pressure on elective backlogs.

The 10-Year Health Plan committed to shifting care from the hospital to the community and to introducing Neighbourhood Health Services to bring together teams of professionals closer to people’s homes to work together to provide comprehensive care in the community. We will publish a 10 Year Workforce Plan to create a workforce ready to deliver these transformed services. The plan will ensure that the National Health Service has the right people in the right places, with the right skills to care for patients, when they need it.

Whether his Department plans to expand the number of specialist centres for myeloma treatment.

Reducing the number of lives lost to cancer is a key aim of the National Cancer Plan, which will be published later this year. The plan will include further details on how we will improve outcomes for cancer patients, including blood cancer patients, as well as speeding up diagnosis and treatment, ensuring patients have access to the latest treatments and technology, ultimately driving up this country’s cancer survival rates. The National Cancer Plan will have patients at its heart, and the Department has been working closely with patient organisations and other cancer partners as part of our engagement to inform the development of the plan. This includes patient and family engagement events with partners such as Macmillan and Maggies, and engagement with blood cancer charities and the NHS Patient and Public Voice Forum.Early diagnosis is a key focus of the National Cancer Plan. It is a priority for the Government to support the National Health Service to diagnose cancer, including blood cancers, as early and quickly as possible, and to treat it faster, to improve outcomes. To tackle the late diagnoses of blood cancers, the NHS is implementing non-specific symptom pathways for patients who present with symptoms such as weight loss and fatigue, which do not clearly align to a tumour type. Blood cancers are one of the most common cancer types diagnosed through these pathways. We will get the NHS diagnosing blood cancers earlier and treating them faster, and we will support the NHS to increase capacity to meet the demand for diagnostic services through investment, including for magnetic resonance imaging and computed tomography scanners. Furthermore, the 10-Year Health Plan’s commitment to putting digital health at the heart of the future health service, and integrating that with a single patient record and neighbourhood health services, will mean that cancer patients will get the joined-up care they deserve.The National Cancer Plan will also seek to ensure that high-quality care is available to patients across the country, including patients in rural areas. This will build on the current national cancer audits, which are seeking to promote best practice and aim to reduce inequalities in the access to, or the quality of, treatment. Further details on the steps that will be taken to achieve this will be set out in the plan. Service providers are responsible for making clinical decisions about prioritisation in response to capacity constraints, taking into consideration national guidance, and access and waiting time standards, so that patients are prioritised.Haematopoietic stem cell transplantation (HSCT) is a potential treatment for a range of malignant and non-malignant indications, including myeloma. HSCT is a specialised service and is the commissioning responsibility of integrated care boards.NHS England is the accountable commissioner for HSCT and has published a national service specification that all commissioned HSCT services need to meet. The list of commissioned indications is covered by the NHS England Clinical Commissioning Policy available at the following link:https://www.england.nhs.uk/wp-content/uploads/2022/10/Haematopoietic-Stem-Cell-Transplantation-HSCT-All-Ages.pdfThere are currently no plans to expand the number of specialised centres that deliver HSCT treatments.Blood cancer in and of itself is not a disease that is specialised, however, some of the treatments used to manage blood cancers are within specialised services, such as HSCT. NHS England publishes national service specifications for specialised services and monitors the quality-of-service provision and patient outcomes via the NHS England quality dashboards, and in the case of HSCT, by also reviewing the service-level reports published by the British Society of Blood and Marrow Transplantation and Cellular Therapy. The findings of the reviews of these reports are discussed with NHS England regional teams who determine any appropriate action that needs to be taken with the providers within their region.