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Tim Farron: To ask the Secretary of State for Health what the capital underspend was for the NHS in 2005-06; and whether her Department plans to redirect the underspend to health authorities with financial deficits. 
Andy Burnham: The 2005-06 provisional outturn is the most recently published data on the national health service financial position. This data shows that the provisional capital underspend in 2005-06 was £1,162 million.
Capital and revenue are managed and controlled separately by HM Treasury. The Department is voted separate budgets for both capital and revenue and does not have the power to vire funding from the capital budget to the revenue budget.
Mr. Lansley: To ask the Secretary of State for Health pursuant to her oral statement of 30 January 2006, Official Report, column 22, on health and social care services, what progress she has made in developing an NHS life check. 
Caroline Flint: We have made good progress developing the national health service life check. Following a very successful stakeholder workshop there will initially be NHS life checks for three key life stages: early years, adolescence, and mid-life.
We have established a small project delivery team and are currently setting up a steering group of key stakeholders. A review of existing online self-assessment tools has also been completed, which will inform the development of the NHS life check assessment tools. The Department has applied to the Patent Office for the NHS life check trademark.
Mr. Lansley: To ask the Secretary of State for Health pursuant to the written statement of 11 June 2006, Official Report, column 64WS, on the NHS Litigation Authority, for what reasons the NHS Litigation Authority achieved an underspend of £205 million in 2005-06; and whether she expects the change in the discount rate in 2005-06 to lead to additional costs for the Authority in future years. 
Ms Rosie Winterton: The NHS Litigation Authority (NHSLA) forecasts in advance the likely claims expenditure and number of new claims reported to the schemes, neither of which is controlled by the NHSLA. The major impacting factor on the NHSLAs resource limit is the level of claims reported to the schemes. In 2005-06 fewer claims were made than forecast, meaning fewer new provisions and therefore an underspend in resource terms. As a consequence, NHSLA actuarial advisors reviewed the incurred but not reported provisions which led to a reduction in the resource requirement in year.
The additional costs to the NHSLA, which result from the change in the discount rate for provisions, have been taken into account in setting the departmental expenditure limit for the Department for 2006-07 and future years and in setting the budgets for the NHSLA.
Mr. Dismore: To ask the Secretary of State for Health how many staff (a) have been and (b) were expected to be made redundant (i) voluntarily and (ii) compulsorily at (A) Barnet primary care trust, (B) Barnet Chase Farm trust, (C) Royal Free trust and (D) Northwick Park; and if she will make a statement. 
Dr. Desmond Turner: To ask the Secretary of State for Health what mechanisms are in place to allow health trusts to consider long-term cost effectiveness when making purchasing decisions following the introduction of the supply chain excellence programme. 
Andy Burnham: The supply chain excellence programme approach to procurement is to blend national health service clinical expertise with best in-class procurement methodology. This methodology includes a review of whole-life costs, where appropriate, of the goods and services the NHS uses.
This approach to strategic sourcing is being embedded across the NHS in order to ensure best value to the taxpayer and quality of care for patients. NHS trusts have a duty of care to deliver both of these objectives.
Dr. Desmond Turner: To ask the Secretary of State for Health what assessment she has made of the potential impact of the NHS supply chain excellence programme on the uptake and use of medical technology in the NHS. 
Increasingly there is a more strategic approach to procurement of goods and services, and to markets, across the service. A strategic approach that will ensure that the NHS is getting best value for money from the significant amount it spends on goods and services, including medical technology.
Andy Burnham: All NHS chief executives, as accountable officers, need the skills and experience to ensure proper financial controls are in place and that all resources are well managed. This is assessed as part of the appointment process.
Where chief executives of NHS trusts are in financial deficit, the strategic health authority agrees what action is needed to bring finances back under control including an assessment of senior leadership skills.
There are no plans to introduce mandatory financial management training for any chief executives. However, sound financial management is a critical issue and a comprehensive capability-building programme is being developed for finance directors throughout the NHS, and it is anticipated that a number of chief executives may wish to participate.
The NHS Institute for Innovation and Improvement and Monitor are co-commissioning the commercially focused development programme for NHS finance directors. The first wave will commence in November this year, with a service wide roll out from spring 2007. This programme is expected to be pivotal in delivering transformational change in NHS financial management performance.
Justine Greening: To ask the Secretary of State for Health when the cost per quality-adjusted life-year used by the National Institute for Health and Clinical Excellence (NICE) in assessing cost effectiveness was originally established; whether she plans to have NICE raise it in line with price inflation; and if she will make a statement. 
Andy Burnham: The cost per quality-adjusted-life-year calculation is one of the factors that informs the National Institute for Health and Clinical Excellence (NICE) when reaching a decision on the clinical and cost effectiveness of health technologies. NICE does not have a set limit. NICE'S approach to appraising clinical and cost-effectiveness is set out in its methods guide published in April 2004 and available on its website at:
Dr. Desmond Turner: To ask the Secretary of State for Health what mechanisms are in place to ensure that the guidance resulting from National Institute for Health and Clinical Excellence technology appraisals is implemented across the whole NHS within three months; and if she will make a statement. 
Strategic health authorities manage the national health service locally on behalf of the Secretary of State. They hold all local NHS organisations (apart from NHS foundation trusts) to account for performance and make sure national prioritiesfor example, National Institute for Health
and Clinical Excellence (NICE) guidanceare integrated into local health service plans.
Andy Burnham: The Department published its review of non-medical regulation on 14 July, at the same time as the Chief Medical Officer published his review of medical regulation. A joint public consultation has been launched on the recommendations, which closes on 10 November 2006. Copies of the consultation document, both reports and other related documents are available in the Library.
The provisions of Directive 2003/89/EC require that, as from 25 November 2005, a
specified list of allergenic foods, including nuts and peanuts, have to be clearly declared on the label whenever they are used in all pre-packed food, including alcoholic drinks.
However, the directive does not cover allergenic foods that may be present unintentionally as a result of allergen cross-contamination at some point during the manufacture or transportation of the food. Therefore, the Food Standards Agency has produced voluntary best practice guidance on allergen management and advisory labelling. This guidance was published on Monday 10 July.
Mr. Hancock: To ask the Secretary of State for Health if she will introduce proposals to change the practice of osteopaths determining the professions own standards (a) of training, (b) of practice and (c) for access to the statutory register. 
Mr. Davey: To ask the Secretary of State for Health how much has been spent by her Department on private finance initiative schemes in the last nine years; and how many of those schemes have been completed on time. 
Andy Burnham: Information on completed private finance initiative projects which have opened late is not routinely collected centrally. To provide such information for each of the past nine years would incur disproportionate costs.
A key aspect of the private finance initiative (PFI) is the transfer of risk. PFI incentivises the consortium to complete construction on schedule because the consortium does not begin to receive payments until the asset is ready for use and the service is being delivered.
|Prioritised PFI schemes by financial and operational (defined as first patient day) date|
|Strategic health authority||NHS trust||Financial close/tender award date||Operational date||Capital value (£ million)|
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