The Department for Work and Pensions has a network of Disability Employment Advisers, who are experienced in helping deliver services to customers with all disabilities and health conditions. The role of the Disability Employment Adviser (DEA) is to share their expertise, provide support to enhance Work Coach capability in advising disabled people to help them find and retain employment.

Through up-skilling and support from the DEA, Work Coaches are equipped to deliver improved service to all our customers, including those who are deaf, blind or who have complex needs. Learning is available for all customer-facing staff on a wide range of areas, some of which specifically covers what to consider when supporting people with visual and hearing impairments and complex needs.

Community Partners are also being introduced in to Jobcentres to provide additional advice and support to Work Coaches in all areas of disability and the impact that this can have on a person’s ability to finding or keep a job.

In addition, all DWP staff have recently been made aware of a new product - the Disability Passport. This can be completed by the customer and presented to staff at the Jobcentre. The content can be used to support communications between the Work Coach and the customer, ensuring any appropriate reasonable adjustments are put in place to support the individual.

Further information is available to all Jobcentre staff through the District Provision Tool, which will highlight any local organisations who provide support, help and advice to customers with disabilities and health conditions.

The Government is committed to continuing to engage with a wide range of stakeholders and partners, all of whom have an important part to play in making the transformative changes required to support disabled people and people with long-term health conditions to get into and stay in work.

For example, with the publication of the Work, Health and Disability Green Paper in October last year, the Government launched a three-month national consultation. During this time we engaged with a wide range of individuals with disabilities and long-term conditions, as well as charities with an interest, including Sense, in order to hear their views on the actions that need to be taken to transform the prospects of disabled people and people with long-term health conditions

We organised a series of face-to-face consultation events, hosted by partners from disability charities and employers, to collectively explore the green paper’s themes and questions. These were designed in close collaboration with a range of organisations, including Sense.

The consultation closed on 17^th February 2017 and we are now carefully considering all the submissions we received as we develop our policy options and set out our next steps.

The Government advise drivers of the risks involved in driving after drinking alcohol in a number of ways.

The Department for Transport’s THINK! drink drive campaign raises awareness of the risks and consequences of drink driving. The campaign aims to reinforce the social unacceptability of drink driving and achieve positive behaviour change amongst drivers.

In December 2015, THINK! ran a £2.9 million drink drive campaign. This campaign targeted males aged 17-34, who are disproportionately represented in drink drive killed and seriously injured (KSI) casualty statistics. We advertised this campaign on TV, online video and radio, and supported this with wider PR and social media activity.

In addition we work with partners including Coca-Cola, Budweiser and Johnnie Walker to provide incentives to drivers (such as buy one get one free soft drinks) to avoid drink driving.

THINK! also provide materials to road safety professionals to run campaigns and provide information on the risks of drink driving to drivers locally.

The driving theory test addresses the subject of drink driving and the topic is covered extensively in driving learning materials.

The Government also works with organisations to provide Drink Drive Rehabilitation Schemes (DDRS) for first time offenders. The courses aim to allow reflection of behaviour and achieve behaviour change.

Sir Peter North’s 2010 Review of drink and drug driving made an assessment of various studies. The Coalition Government responded in March 2011 by setting out its position on maintaining the current limit. This Government agrees with that assessment and we do not believe any further studies have provided sufficient evidence to change that position. There are therefore no plans to change the current laws.

Sir Peter North’s 2010 Review of drink and drug driving made an assessment of various studies. The Coalition Government responded in March 2011 by setting out its position on maintaining the current limit. This Government agrees with that assessment and we do not believe any further studies have provided sufficient evidence to change that position. There are therefore no plans to change the current laws.

No National Health Service commissioning support units (CSUs) are functioning autonomously. All CSUs are currently hosted by NHS England and will move to independent forms by the end of 2016.

Under the Health and Social Care Act 2012, clinical commissioning groups (CCGs) can choose where and how they secure their commissioning support requirements. The detail of which CCGs purchase what services from CSUs is not held centrally. However, NHS England has advised that the vast majority of CCGs, but not all, are choosing to source services from NHS CSUs, but this varies significantly across the country. On average, CCGs are spending around £12 per head of population on CSUs, from their £25 per head of population running cost allowance. The spend has, however, increased over the last year as CCGs look to CSUs to support them in developing their short and long term strategic commissioning plans and supporting the transformation of services locally.

The 18 NHS CSUs were set up from the previous system of 152 primary care trusts (PCTs) to offer support services to NHS commissioners—including CCGs and NHS England—established under the Health and Social Care Act 2012. They are not separate statutory bodies and secure the entirety of their income, and hence cover their own running costs, from the support services, such as analysis, contracting, change management and back office functions that they deliver to their customers. They employ around 8,500 staff and generate a total income of £750 million. A breakdown of these figures has not been provided because this information is commercially sensitive and might jeopardise a CSU's commercial position when competing for work from CCGs or other customers. The 18 NHS CSUs will move to independent forms by the end of 2016, at which point they will sit outside of the NHS and their viability will be dependent entirely on the income they source from providing high quality and responsive services to their customers.

Neither the Department nor NHS England hold information centrally on where managerial staff in CSUs have previously worked. However, NHS England advise that the vast majority of staff that deliver services within each of the CSUs have been appointed from previous roles in PCTs and other NHS organisations, ensuring the retention of key commissioning skills and experience.

The total consultancy spend by commissioning support services was £10 million from April 2013 to September 2013. This is the only period for which NHS England has data. Many of the services provided by consultancies

through CSUs are to complement the overall support offer being provided to customers, including CCGs and NHS England.

No National Health Service commissioning support units (CSUs) are functioning autonomously. All CSUs are currently hosted by NHS England and will move to independent forms by the end of 2016.

Under the Health and Social Care Act 2012, clinical commissioning groups (CCGs) can choose where and how they secure their commissioning support requirements. The detail of which CCGs purchase what services from CSUs is not held centrally. However, NHS England has advised that the vast majority of CCGs, but not all, are choosing to source services from NHS CSUs, but this varies significantly across the country. On average, CCGs are spending around £12 per head of population on CSUs, from their £25 per head of population running cost allowance. The spend has, however, increased over the last year as CCGs look to CSUs to support them in developing their short and long term strategic commissioning plans and supporting the transformation of services locally.

The 18 NHS CSUs were set up from the previous system of 152 primary care trusts (PCTs) to offer support services to NHS commissioners—including CCGs and NHS England—established under the Health and Social Care Act 2012. They are not separate statutory bodies and secure the entirety of their income, and hence cover their own running costs, from the support services, such as analysis, contracting, change management and back office functions that they deliver to their customers. They employ around 8,500 staff and generate a total income of £750 million. A breakdown of these figures has not been provided because this information is commercially sensitive and might jeopardise a CSU's commercial position when competing for work from CCGs or other customers. The 18 NHS CSUs will move to independent forms by the end of 2016, at which point they will sit outside of the NHS and their viability will be dependent entirely on the income they source from providing high quality and responsive services to their customers.

Neither the Department nor NHS England hold information centrally on where managerial staff in CSUs have previously worked. However, NHS England advise that the vast majority of staff that deliver services within each of the CSUs have been appointed from previous roles in PCTs and other NHS organisations, ensuring the retention of key commissioning skills and experience.

The total consultancy spend by commissioning support services was £10 million from April 2013 to September 2013. This is the only period for which NHS England has data. Many of the services provided by consultancies

through CSUs are to complement the overall support offer being provided to customers, including CCGs and NHS England.

No National Health Service commissioning support units (CSUs) are functioning autonomously. All CSUs are currently hosted by NHS England and will move to independent forms by the end of 2016.

Under the Health and Social Care Act 2012, clinical commissioning groups (CCGs) can choose where and how they secure their commissioning support requirements. The detail of which CCGs purchase what services from CSUs is not held centrally. However, NHS England has advised that the vast majority of CCGs, but not all, are choosing to source services from NHS CSUs, but this varies significantly across the country. On average, CCGs are spending around £12 per head of population on CSUs, from their £25 per head of population running cost allowance. The spend has, however, increased over the last year as CCGs look to CSUs to support them in developing their short and long term strategic commissioning plans and supporting the transformation of services locally.

The 18 NHS CSUs were set up from the previous system of 152 primary care trusts (PCTs) to offer support services to NHS commissioners—including CCGs and NHS England—established under the Health and Social Care Act 2012. They are not separate statutory bodies and secure the entirety of their income, and hence cover their own running costs, from the support services, such as analysis, contracting, change management and back office functions that they deliver to their customers. They employ around 8,500 staff and generate a total income of £750 million. A breakdown of these figures has not been provided because this information is commercially sensitive and might jeopardise a CSU's commercial position when competing for work from CCGs or other customers. The 18 NHS CSUs will move to independent forms by the end of 2016, at which point they will sit outside of the NHS and their viability will be dependent entirely on the income they source from providing high quality and responsive services to their customers.

Neither the Department nor NHS England hold information centrally on where managerial staff in CSUs have previously worked. However, NHS England advise that the vast majority of staff that deliver services within each of the CSUs have been appointed from previous roles in PCTs and other NHS organisations, ensuring the retention of key commissioning skills and experience.

The total consultancy spend by commissioning support services was £10 million from April 2013 to September 2013. This is the only period for which NHS England has data. Many of the services provided by consultancies

through CSUs are to complement the overall support offer being provided to customers, including CCGs and NHS England.

No National Health Service commissioning support units (CSUs) are functioning autonomously. All CSUs are currently hosted by NHS England and will move to independent forms by the end of 2016.

Under the Health and Social Care Act 2012, clinical commissioning groups (CCGs) can choose where and how they secure their commissioning support requirements. The detail of which CCGs purchase what services from CSUs is not held centrally. However, NHS England has advised that the vast majority of CCGs, but not all, are choosing to source services from NHS CSUs, but this varies significantly across the country. On average, CCGs are spending around £12 per head of population on CSUs, from their £25 per head of population running cost allowance. The spend has, however, increased over the last year as CCGs look to CSUs to support them in developing their short and long term strategic commissioning plans and supporting the transformation of services locally.

The 18 NHS CSUs were set up from the previous system of 152 primary care trusts (PCTs) to offer support services to NHS commissioners—including CCGs and NHS England—established under the Health and Social Care Act 2012. They are not separate statutory bodies and secure the entirety of their income, and hence cover their own running costs, from the support services, such as analysis, contracting, change management and back office functions that they deliver to their customers. They employ around 8,500 staff and generate a total income of £750 million. A breakdown of these figures has not been provided because this information is commercially sensitive and might jeopardise a CSU's commercial position when competing for work from CCGs or other customers. The 18 NHS CSUs will move to independent forms by the end of 2016, at which point they will sit outside of the NHS and their viability will be dependent entirely on the income they source from providing high quality and responsive services to their customers.

Neither the Department nor NHS England hold information centrally on where managerial staff in CSUs have previously worked. However, NHS England advise that the vast majority of staff that deliver services within each of the CSUs have been appointed from previous roles in PCTs and other NHS organisations, ensuring the retention of key commissioning skills and experience.

The total consultancy spend by commissioning support services was £10 million from April 2013 to September 2013. This is the only period for which NHS England has data. Many of the services provided by consultancies

through CSUs are to complement the overall support offer being provided to customers, including CCGs and NHS England.

No National Health Service commissioning support units (CSUs) are functioning autonomously. All CSUs are currently hosted by NHS England and will move to independent forms by the end of 2016.

Under the Health and Social Care Act 2012, clinical commissioning groups (CCGs) can choose where and how they secure their commissioning support requirements. The detail of which CCGs purchase what services from CSUs is not held centrally. However, NHS England has advised that the vast majority of CCGs, but not all, are choosing to source services from NHS CSUs, but this varies significantly across the country. On average, CCGs are spending around £12 per head of population on CSUs, from their £25 per head of population running cost allowance. The spend has, however, increased over the last year as CCGs look to CSUs to support them in developing their short and long term strategic commissioning plans and supporting the transformation of services locally.

The 18 NHS CSUs were set up from the previous system of 152 primary care trusts (PCTs) to offer support services to NHS commissioners—including CCGs and NHS England—established under the Health and Social Care Act 2012. They are not separate statutory bodies and secure the entirety of their income, and hence cover their own running costs, from the support services, such as analysis, contracting, change management and back office functions that they deliver to their customers. They employ around 8,500 staff and generate a total income of £750 million. A breakdown of these figures has not been provided because this information is commercially sensitive and might jeopardise a CSU's commercial position when competing for work from CCGs or other customers. The 18 NHS CSUs will move to independent forms by the end of 2016, at which point they will sit outside of the NHS and their viability will be dependent entirely on the income they source from providing high quality and responsive services to their customers.

Neither the Department nor NHS England hold information centrally on where managerial staff in CSUs have previously worked. However, NHS England advise that the vast majority of staff that deliver services within each of the CSUs have been appointed from previous roles in PCTs and other NHS organisations, ensuring the retention of key commissioning skills and experience.

The total consultancy spend by commissioning support services was £10 million from April 2013 to September 2013. This is the only period for which NHS England has data. Many of the services provided by consultancies

through CSUs are to complement the overall support offer being provided to customers, including CCGs and NHS England.

The Government does not comment on individual cases, or speculate on the security of individuals.

The potential impact of sub-lethal doses of neonicotinoid pesticides on behaviour is assessed for honey bees and non-target arthropods through consideration of the impact on colonies/populations as part of the regulatory risk assessment. The Government are currently considering the impact of sub-lethal doses of neonicotinoid pesticides on the resistance to disease in pollinating insects through a Defra-funded research project that is investigating the relationship between pesticide residues and disease levels in honey bees.

We advise British citizens not to travel to the Georgian breakaway regions of Abkhazia and South Ossetia as we judge there to be continued humanitarian and security issues following the 2008 war between Georgia and Russia; and there is no UK diplomatic representation available in these Georgian breakaway regions, significantly limiting the Government’s ability to assist travellers in emergency situations.

We have had no recent reports of any difficulties experienced by UK visitors to the regions. The advice, which is reviewed regularly, is based on the situation on the ground rather than specific cases.

The current EU risk assessment for systemic pesticides applied as seed treatments, pellets, or granules considers risks to honey bees foraging flowering crops grown from seed or in soil treated with such products. Data are collected from semi-field or field studies. In the last two years, two international risk assessment schemes have been developed that outline step-wise procedures which, in the first instance, use information on the likely exposure in pollen and/or nectar and data on the toxicity of honey bees under laboratory conditions. If there is the likelihood of concern then further data, for example from semi-field or field studies, may be requested. The European Food Safety Authority is considering these schemes along with other information in developing a new bee risk assessment scheme for use by all member states. UK experts are contributing to this work.

An assessment of the environmental fate and behaviour of pesticides in air, soil and water is a standard requirement in the EU pesticides regime. It includes an assessment of persistence and mobility for both the active substance and metabolites or degradation products formed in the environment. For persistent compounds, there is an assessment of the potential to accumulate in soil. There is also a consideration of the possibility of residues occurring in crops planted in the soil after crops previously treated with neonicotinoids were grown. In all cases, the current assessments of neonicotinoids meet the regulatory requirements.

The Public Health Sub-Committee made an important contribution to the good progress that has been made in public health policy issues so far, in particular the development of the public health outcomes framework. Following the dissolution of the sub-committee, public health issues will now be mainstreamed into the broader domestic policy committees rather than sitting with a separate sub-committee. This will enable public health issues to be discussed and public health policy decisions to be taken by a wider group of Ministers from across government, who are of at least equivalent seniority to those members of the sub-committee.

The Public Health Sub-Committee made an important contribution to the good progress that has been made in public health policy issues so far, in particular the development of the public health outcomes framework. Following the dissolution of the sub-committee, public health issues will now be mainstreamed into the broader domestic policy committees rather than sitting with a separate sub-committee. This will enable public health issues to be discussed and public health policy decisions to be taken by a wider group of Ministers from across government, who are of at least equivalent seniority to those members of the sub-committee.

Salt reduction is a government priority, and was the subject of one of the first pledges to be published when the responsibility deal was launched in March 2011.

The Responsibility Deal Food Network will be considering how to make further progress on salt reduction beyond 2012 over the course of this year as part of its forward work programme.