House of Commons

Committee of Public Accounts

NHS Property Services

First Report of Session 2019

Report, together with formal minutes relating to the report

Ordered by the House of Commons to be printed 4 November 2019

HC 200Published on 5 November 2019

by authority of the House of Commons

The Committee of Public Accounts

The Committee of Public Accounts is appointed by the House of Commons to examine “the accounts showing the appropriation of the sums granted by Parliament to meet the public expenditure, and of such other accounts laid before Parliament as the committee may think fit” (Standing Order No. 148).

Current membership

Meg Hillier MP (Labour (Co-op), Hackney South and Shoreditch) (Chair)

Douglas Chapman MP (Scottish National Party, Dunfermline and West Fife)

Sir Geoffrey Clifton-Brown MP (Conservative, The Cotswolds)

Chris Evans MP (Labour (Co-op), Islwyn)

Caroline Flint MP (Labour, Don Valley)

Robert Jenrick MP (Conservative, Newark)

Shabana Mahmood MP (Labour, Birmingham, Ladywood)

Nigel Mills MP (Conservative, Amber Valley)

Layla Moran MP (Liberal Democrat, Oxford West and Abingdon)

Stephen Morgan MP (Labour, Portsmouth South)

Anne Marie Morris MP (Conservative, Newton Abbot)

Bridget Phillipson MP (Labour, Houghton and Sunderland South)

Lee Rowley MP (Conservative, North East Derbyshire)

Gareth Snell MP (Labour (Co-op), Stoke-on-Trent Central)

Anne-Marie Trevelyan MP (Conservative, Berwick-upon-Tweed)

Powers

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Publication

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Committee reports are published on the Committee’s website and in print by Order of the House.

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Committee staff

The current staff of the Committee are Hajera Begum (Committee Assistant), Ameet Chudasama (Senior Committee Assistant), Richard Cooke (Clerk), Shai Jacobs (Chair Liaison), Stephen Luxford (Media Officer) and Laura-Jane Tiley (Second Clerk).

1 NHS Property Services

ContentsSummary 3

Introduction 4

Conclusions and recommendations 5

1 Performance to date 8

The set up of NHS Property Services Limited 8

The lack of rental agreements 9

Outstanding debt owed by tenants 10

2 Future challenges 11

Striking the balance between local incentives and national control 11

Providing a level playing field 12

Formal minutes 13

Witnesses 14

Published written evidence 14

List of Reports from the Committee during the current Parliament 15

3 NHS Property Services

SummaryNHS Property Services Limited has made progress in tackling some of the issues that it inherited when it was set up. However, it has struggled to get its tenants to sign rental agreements for the properties they occupy, and it is unacceptable that 70% of its tenants still do not have rental agreements in place. Without these agreements, it is very difficult to run an effective property management company and provide value for the NHS and taxpayers from the £3.8 billion estate that it was set up to manage. The lack of rental agreements has led to many bills being disputed, outstanding debt has almost tripled, to £576 million in March 2019, and £110 million of debt has been written off in the last five years.

The Department of Health & Social Care (the Department), NHS England and NHS Improvement and NHS Property Services have had six years to get a grip of this problem and have failed miserably. While we recognise that the situation is complex, and the provision of health services provided by tenants must continue uninterrupted by rental disputes, the whole system needs to work together far more effectively to find a solution which incentivises tenants to sign rental agreements and pay their bills promptly. We are concerned that the Department has yet to set out a course of action to address this problem, but instead is relying on others to find solutions without a clear timetable for achievement.

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IntroductionNHS Property Services Limited was established in December 2011 as part of the reforms to the health system to manage, maintain and improve NHS properties in England then owned by 10 strategic health authorities and 151 primary care trusts. It is a company wholly owned by the Secretary of State for Health and Social Care and began activity in April 2013.

NHS Property Services’ portfolio consists of about 2,900 properties (about 12% of the NHS estate by floor space) with an estimated value of £3.8 billion. More than 60% of its properties are health centres, surgeries or clinics. It has almost 7,000 tenants, half of which are NHS trusts and GPs. It has three main roles: acting as a landlord to manage the estate; providing strategic estates management; and providing facilities management services.

5 NHS Property Services

Conclusions and recommendations1. NHS Property Services was set-up to fail: it was created with a muddled

objective—it does not have the same powers as a commercial landlord but is expected to run parts of the estate for the Department of Health and Social Care and it inherited a range of long-standing issues. The Department did not set up NHS Property Services with the powers that a commercial landlord can use to enforce occupancy contracts and charges, because of the need to maintain the clinical services that its tenants provide. For example, it does not have access to conventional remedies such as legal action, penalty charges, cessation of services or eviction for NHS bodies. NHS Property Services also inherited a range of issues in 2013 including: limited data on properties and tenants; two-thirds of its tenants had no leases in place; tenants were not always fully charged for rent and services; and there were 2,400 different facilities management arrangements. The Department recognises that what was handed over to NHS Property Services was poorly defined and often not documented. The Department is currently undertaking a review of NHS Property Services which is due to report by the end of this year.

Recommendation: The Department should ensure that its current review addresses the recommendations set out below and should report back to the Committee on progress by July 2020.

2. The lack of rental agreements in place undermines NHS Property Services’ ability to manage its estate effectively and drive maximum value either in income or in public benefit. In April 2019, six years after NHS Property Services began operating, only 30% of its tenants had rental agreements in place. It has no effective way of getting tenants to sign formal rental agreements and is retrospectively trying to agree leases with occupiers already in situ. It has sought to get more agreements in place by simplifying them and by issuing 3,500 non-binding summaries of the main features of the lease arrangements, but this has not worked. Rental agreements need to be based on a common understanding between the tenants and landlord about what is being rented and how much it costs. The data that NHS Property Services holds on its properties and tenants has improved but is liable to degradation if tenants do not inform it of changes to the space they use. NHS Property Services recognises that it needs to continue to improve the accuracy of its data, but without effective powers of enforcement, it needs national bodies to do more to ensure that tenants engage, agree the supporting data and sign rental agreements. NHS Property Services is working with the national bodies—the Department and NHS England and NHS Improvement—to agree a joint plan to get rental agreements in place for all its tenants but could not provide us with a clear timetable for this.

Recommendation: Within two months the Department should set out a clear timetable for NHS Property Services to agree tenancy details with all tenants by July 2020. This will require:

• proper transparency between NHS Property Services and tenants on the basis for all proposed charges;

• national bodies to ensure that tenants fully engage with the process to agree tenancy arrangements;

NHS Property Services 6

• an agreement from national bodies of any funding arrangements required to meet agreed obligations;

• an agreed process for making changes to tenancy arrangements and billing.

3. Outstanding debt from tenants has almost tripled to £576 million. Between March 2014 and March 2019, outstanding debt from unpaid bills for rent, facilities management services and service charges increased from £210 million to £576 million. Only 55% of the debt is for bills issued in 2018–19, the rest of the debt relates to bills NHS Property Services issued in previous years. About half of the current debt is subject to review because it has been challenged by tenants for several reasons, including inaccurate information or inappropriate apportionment of costs. It has been suggested to the Committee that in some cases tenants carry the liability in their accounts while disputes are ongoing. The time wasted in issuing, challenging, pursuing and correcting contested invoices is not a good use of over-stretched NHS resources which should be focused on healthcare delivery. From 2015–16 to 2018–19, the average number of days that tenants took to pay their bills increased from 91 days to 214 days. Over the last five years NHS Property Services has written off £110 million of debt. NHS Property Services said that it plans to be more robust on recovering the debt and that the dispute resolution process, where tenants challenge bills, needs to work better than it does now in terms of speed and outcome.

Recommendation: The Department should set NHS Property Services clear debt recovery targets for current year debt and agree an approach for historic debt.

The Department should clarify whether tenants are being expected to carry liabilities in their accounts while disputes are ongoing.

4. NHS Property Services has not got the balance right between local initiatives and incentives and national control. NHS Property Services aims to dispose of properties that are under-used or no longer needed. By March 2019, it had disposed of 410 surplus properties with a capital receipts value of £347 million. The Department noted that NHS Property Services’ release of surplus land has delivered 1,921 housing unit equivalents, as part of the government’s scheme for releasing public land for housing. However, the decision on whether a property is surplus to requirements is made by the health commissioners and clinicians who use the property and not by NHS Property Services. Receipts from property sales are reinvested in the estate at a national level rather than going back to the local area in question. NHS Property Services acknowledges local occupiers or health systems are not sufficiently incentivised to release property because they may not benefit from a sale. We are also concerned that there is a lack of transparency in NHS Property Services’ property disposal decisions, for example, whether decisions are taken that are in the best interests of the local health system or to achieve the greatest financial benefit. NHS Property Services has reduced the number of separate facilities management arrangements across its portfolio from 2,400 to about 50. Some of these services are delivered by NHS Property Services themselves and some are outsourced. Rationalising the arrangements has had clear benefits, but it is not clear to us why NHS Property Services has a mix of in-house and outsourced facilities management services and why these decisions were made.

7 NHS Property Services

Recommendation: The Department and NHS Property Services should engage local areas as how best to maintain and improve their local estate. As part of this:

• the Department should consider the benefits of developing a shared incentive plan that guarantees local areas a percentage of the disposal value of any local property disposals by March 2020;

• NHS Property Services should engage more with local bodies in making decisions about their local estate; and

• NHS Property Services should review whether its mix of inhouse and outsourced facilities management contracts delivers value for money to both the taxpayer and local tenants.

5. There is not a level playing field for all NHS tenants in terms of the rent paid and compulsion to pay it. About 18% of GP surgeries in England are owned by NHS Property Services. The rest are either commercially owned or owner-occupied. We are concerned that one GP practice can pay a full rent on its commercial premises, while another GP practice down the road occupying broadly similar premises can get away with not paying its rent on time or at all. In addition, tenants were not always fully charged for rent and services before NHS Property Services took on ownership. Initially, the Department agreed that tenants would only be charged 60% of their total charges with the remaining 40% being charged to commissioners. These arrangements have largely been withdrawn over time, but current levels of subsidy are not known. Some tenants have cited affordability as an issue for their unwillingness to pay bills, and this is sometimes linked to the withdrawal of subsidies. The Department accepts that the current system can lead to unfairness and that it needs to work with commissioners on a case-by-case basis to ensure fairness.

Recommendation: The Department needs to move towards a more equitable model of charges, with transparency about any subsidies that are received, and ensure that tenants and commissioners are funded at an equitable level.

NHS Property Services 8

1 Performance to date1. Based on a report by the Comptroller and Auditor General, we took evidence from the Department of Health & Social Care (the Department), NHS England and NHS Improvement and NHS Property Services Limited.1

2. NHS Property Services was established in December 2011 as part of reforms to the health system to manage, maintain and improve NHS properties in England and facilities then owned by 10 strategic health authorities and 151 primary care trusts. It is a company wholly owned by the Secretary of State for Health and Social Care and began activity in April 2013. A shareholder director represents the Secretary of State as a board member of NHS Property Services.2

3. NHS Property Services’ portfolio consists of about 2,900 properties (about 12% of the entire NHS estate by floor space) with an estimated value of £3.8 billion. More than 60% of its properties are health centres, surgeries or clinics. It has almost 7,000 tenants. Almost half of the Service’s tenants are NHS trusts and NHS foundation trusts (31%) and GPs (18%).3

4. NHS Property Services has three main roles. First, it acts as a landlord to manage the estate, agreeing and recording the basis on which its tenants occupy buildings (rental agreements), billing them, collecting payments and chasing outstanding debts. Second, it provides strategic estates management by modernising and maximising the use of current facilities, buying new facilities, selling facilities the NHS no longer needs and releasing surplus public land for housing. Third, it provides support and facilities management services such as maintenance, cleaning and catering services.4

The set up of NHS Property Services Limited

5. The Department did not set up NHS Property Services with the powers that a commercial landlord can use to enforce occupancy contracts and charges, because of the need to maintain the clinical services that its tenants provide. It therefore cannot act like a “normal” property company because of the public interests involved.5 For example, it does not have access to conventional remedies such as legal action, penalty charges, cessation of services or eviction for NHS bodies. Any enforcement action that NHS Property Services plans to take against tenants must be approved by the Department on a case-by-case basis.6

6. NHS Property Services inherited a range of issues from its predecessor organisations. These issues included: limited data on properties and tenants; two-thirds of its tenants had no leases in place; tenants were not always fully charged for rent and services; and over 2,500 different facilities management arrangements with different suppliers.7 The Department acknowledged that it had not been widely understood how little information

1 Report by the Comptroller and Auditor General, Investigation into NHS Property Services Limited, Session 2017–19, HC 2222, 26 June 2019

2 Q 102; C&AG’s Report, paras 1, 1.13 Qq 7, 152; C&AG’s Report, para 24 Q 26; C&AG’s Report, para 25 Qq 1–2, 8–10, 95, 98, 1036 Qq 9, 99; C&AG’s Report, para 1.67 Qq 1–2, 39, 127; C&AG’s Report, para 1.5

9 NHS Property Services

about the previous system was going to be handed over to NHS Property Services and therefore how much remedial work would need to be done. For example, there was no paperwork for many tenants that were occupying buildings.8

7. The Department is currently undertaking a review of NHS Property Services. The review will examine whether there is still a need for this company and if so whether the correct control and governance arrangements are in place. The review was due to be completed by 31 October 2019. The Department confirmed that the timetable had slipped and said that it will now be completed by the end of 2019.9

The lack of rental agreements

8. About two-thirds of the tenants that NHS Property Services inherited in 2013 did not have rental agreements in place and therefore it has been retrospectively trying to agree leases with occupiers already in situ. NHS Property Services told us that it has sought to get more agreements in place by simplifying them and by issuing 3,500 non-binding summaries of the main features of the lease arrangements.10 NHS Property Services has put in place over 1,750 new occupancy agreements of various forms over last few years. However, because of churn in the tenants that occupy its buildings, by April 2019, only 30% of its tenants had rental agreements in place.11 NHS Property Services acknowledged this not where it wants to be and that without these rental agreements in place, it is difficult to manage those properties effectively.12

9. Rental agreements need to be based on a common understanding between the tenants and landlord about what is being rented and how much it costs.13 The data that NHS Property Services holds on its properties and tenants has improved but this data is liable to degrade if tenants do not inform it of changes to the space they use. The absence of leases means that there is no enforceable process to ensure that tenants inform NHS Property Services of changes to the space they use.14 NHS Property Services recognises that it needs to continue to improve the accuracy of its data. However, without effective powers of enforcement, it needs national bodies to do more to ensure that tenants engage, agree the supporting data and sign rental agreements. NHS Property Services told us that if it gets the data right and puts tenant-friendly draft documents in front of occupiers, it would be helpful if there were some sort of requirement that tenants enter into those agreements.15

10. NHS Property Services stated that it is working with the national bodies—the Department and NHS England and NHS Improvement—to agree a joint plan to get rental agreements in place for all its tenants. It told us that key elements to the action plan include: getting the national bodies to pre-endorse a suite of occupancy documents for tenants to sign; improving the data that they hold and making sure that tenants inform them of any changes to the space they use; and introducing a “no lease, no occupancy” policy going

8 Qq 95, 1279 Qq 127–129; C&AG’s Report, para 3.310 Qq 2, 5–6, 5511 Qq 1–2, 6–7, 17; C&AG’s Report, Figure 712 Qq 3, 613 Qq 2, 9514 Qq 7, 66; C&AG’s Report, para 2.515 Qq 6–7, 10, 18, 53, 98

NHS Property Services 10

forwards.16 However neither the Department or NHS Property Services could provide us with a clear timetable for all tenants to have signed rental agreements in place. NHS Property Services told us that it aims to have deemed rental agreement in place for 90% of its tenants by April 2020, where the rental area and rent are agreed with tenants but without a signed document.17

Outstanding debt owed by tenants

11. Tenants are taking longer to pay their bills and outstanding debt is increasing. The average number of days that tenants take to pay their bills increased from 91 days in 2015–16 to 214 days in 2018–19. Outstanding debt has increased from £210 million in March 2014 to £576 million in March 2019. About 55% of the debt is for bills issued in 2018–19, the rest of the debt relates to bills NHS Property Services issued in previous years.18 NHS Property Services told that it had made good progress on the £800 million it had billed tenants for in 2018–19, recovering £600 million. Between 2014–15 and 2018–19, the Service wrote off £110 million of debt. NHS England and NHS improvement informed us that any future decisions on writing off debts will be made on a case-by-case basis. It noted that, in some cases, it may be necessary for NHS Property Services to write off an element of historic charges. For example, where past charges prove to be inaccurate or where the charging position going forward is agreed and there is no value to the health system in incurring additional cost to work through the historic billing.19

12. About half of the current debt is subject to review because it has been challenged by tenants for a range of reasons, including bills being based on inaccurate information or inappropriate apportionment of costs.20 Written evidence we received from a number of tenants, or bodies representing tenants, cited the inaccuracy of information as a reason for disputing debt. For example, NHS Clinical Commissioners told us that its members are still raising concerns about billing accuracy and would like to see a fundamental change in degree of information that is provided within a bill.21 NHS Property Services said that it plans to be more robust on recovering the debt. It plans to sit down with 2,000 customers to agree the charges it has issued this year and pre-agree those charges for 2021, to remove scope for dispute.22

13. NHS Property Services stated that it has a debt recovery plan with a range of actions, including direct payment of rental charges, where commissioners give occupiers the funds to pay their rent to NHS Services. It also acknowledged that the dispute resolution process, where tenants challenge bills, needs to work better than it does now in terms of speed and outcome.23 To date, NHS Property Services has proposed 60 cases for arbitration to the national bodies for approval, of which 19 were approved. The Department told us that arbitration should only be used when all other options have been exhausted.24

16 Qq 7, 10–12, 16, 78–7917 Qq 51, 57–63, 121–12218 Qq 1, 19; C&AG’s Report, paras 2.11–2.1219 Q 1, 14, 135; Written evidence from NHS England and NHS Improvement dated 30 September 2019; C&AG’s

Report, para 2.1320 C&AG’s Report, Figure 1221 Written evidence from NHS Clinical Commissioners (NPS0005), Central London Community Healthcare NHS Trust

(NPS0004), Sussex Healthcare Partnership (NPS0002) and the British Medical Association (NPS0003)22 Qq 17–1823 Qq 10, 17, 5624 Qq 8–9, 99–102; C&AG’s Report, para 2.15

11 NHS Property Services

2 Future challenges

Striking the balance between local incentives and national control

14. NHS Property Services aims to dispose of properties that are under-used or no longer needed. By March 2019, it had disposed of 410 surplus properties with a capital receipts value of £347 million.25 The Department confirmed that NHS Property Services’ release of surplus land has delivered 1,921 housing unit equivalents, as part of the government’s scheme for releasing public land for housing, about 20% of the Department’s total delivery.26 The decision on whether a property is surplus to requirements is made by the health commissioners and clinicians who use the property and not by NHS Property Services.27 NHS Property Services noted that occupiers benefit from disposals, in that they are immediately relieved of their operating costs, rent, and other charges if appropriate. However, they do not benefit from the sale of the property as these receipts are reinvested in the estate at a national level rather than going back to the local area in question.28

15. We raised concerns about the lack of transparency in NHS Property Services’ property disposal decisions. For example, whether decisions are taken that are in the best interests of the local health system or to achieve the greatest financial benefit. NHS Property Services told us that it aims to get the best value for the taxpayer and that it has really good engagement with local health systems and the national bodies on property disposals.29 We also received evidence that NHS Property Services does not always engage with local health systems on investments and developing the estate for the future.30

16. NHS Property Services inherited over 2,400 separate facilities management arrangements, some of which were provided in-house and some of which were outsourced. It has rationalised these arrangements down to fewer than 50 suppliers and aims to rationalise them further.31 We raised concerns about whether NHS Property Services should be involved in facilities management, or whether it would be better to let the local tenants organise these services. NHS Property Services stated that it can achieve national economies of scale, either through letting national contracts or by operating on a national standards model and can drive costs down. It noted that it makes insourcing or outsourcing decisions by looking at each type of service to see what the most cost-effective solution is, and that if a tenant thinks it can achieve better value elsewhere, they are not obliged to use the services provided by NHS Property Services.32 NHS Property Services and NHS England and NHS improvement cited examples where local NHS bodies are in the process of taking control of the property that they currently rent from NHS Property Services.33

25 C&AG’s Report, para 1.2 and Figure 1326 Qq 105–10627 C&AG’s Report, para 2.1728 Qq 26–29, 7529 Qq 32–37; written evidence from Central London Community Healthcare NHS Trust (NPS0004)30 Written evidence from NHS Clinical Commissioners (NPS0005)31 Q 39; C&AG’s Report, para 2.2332 Qq 39–4233 Qq 69–72

NHS Property Services 12

Providing a level playing field

17. About 18% of GP surgeries are owned by NHS Property Services. The rest are either commercially owned or owner-occupied.34 We asked NHS Property Services whether it is fair that one GP practice is paying a full rent on its commercial premises, and yet another GP practice down the road occupying broadly similar premises can get away with not paying its rent to NHS Property Services on time or at all. NHS Property Services acknowledged that it was not equitable, but also said that the starting positions were very different. Tenants in commercial properties willingly took on tenancy agreements compared to its tenants who were already in occupation, where the basis for occupation and charging were unclear, and in the absence of any documentation, the enforcement route is unclear.35

18. Tenants were not always fully charged for rent and services before NHS Property Services took on ownership. Initially, the Department agreed that to begin with NHS Property Services would charge tenants in the same way as the previous owners, primary care trusts and strategic health authorities. In practice, this meant tenants would only be charged 60% of their total charges with the remaining 40% being charged to commissioners. These arrangements have largely been withdrawn over time, but current levels of subsidy are not known.36 Some tenants have cited affordability as an issue for their unwillingness to pay bills, and this may be linked to the withdrawal of subsidies. The Department told us that one of the reasons that it moved away from replicating exactly what primary care trusts and strategic health authorities had done previously, to a more commercial market rental system for all, was to ensure fairness. However, it accepts that the current system can lead to unfairness and that it needs to work with commissioners on a case-by-case basis to ensure fairness.37

34 C&AG’s Report, para 1.335 Q 5536 Q 101; Written evidence from NHS Clinical Commissioners (NPS0005); C&AG’s Report, para 1.537 Q 101; C&AG’s Report, Figure 12

13 NHS Property Services

Formal minutesMonday 4 November 2019

Members present:

Meg Hillier, in the Chair

Sir Geoffrey Clifton-BrownNigel Mills

Layla MoranBridget Phillipson

Draft Report (NHS Property Services), proposed by the Chair, brought up and read.

Ordered, That the draft Report be read a second time, paragraph by paragraph.

Paragraphs 1 to 18 read and agreed to.

Introduction agreed to.

Conclusions and recommendations agreed to.

Summary agreed to.

Resolved, That the Report be the First of the Committee to the House.

Ordered, That the Chair make the Report to the House.

[Adjourned to a day and time to be fixed by the Chair

NHS Property Services 14

WitnessesThe following witnesses gave evidence. Transcripts can be viewed on the inquiry publications page of the Committee’s website.

Monday 9 September 2019

Julian Kelly, Chief Financial Officer, NHS England and NHS Improvement, Elaine Hewitt, Chief Executive Officer, NHS Property Services Limited, and Ian Ellis, Chair, NHS Property Services Limited Q1–80

Sir Chris Wormald, Permanent Secretary, and Steve Oldfield, Chief Commercial Officer, Department of Health and Social Care Q81–156

Published written evidenceThe following written evidence was received and can be viewed on the inquiry publications page of the Committee’s website.

NPS numbers are generated by the evidence processing system and so may not be complete.

1 British Medial Association (NPS0003)

2 Central London Community Healthcare NHS Trust (NPS0004)

3 NHS Clinical Commissioners (NPS0005)

4 Spicer, Mrs Allyson (NPS0001)

5 Sussex Health & Care Partnership (NPS0002)

15 NHS Property Services

List of Reports from the Committee during the current ParliamentAll publications from the Committee are available on the publications page of the Committee’s website. The reference number of the Government’s response to each Report is printed in brackets after the HC printing number.

Session 2017–19

First Report Tackling online VAT fraud and error HC 312 (Cm 9549)

Second Report Brexit and the future of Customs HC 401 (Cm 9565)

Third Report Hinkley Point C HC 393 (Cm 9565)

Fourth Report Clinical correspondence handling at NHS Shared Business Services

HC 396 (Cm 9575)

Fifth Report Managing the costs of clinical negligence in hospital trusts

HC 397 (Cm 9575)

Sixth Report The growing threat of online fraud HC 399 (Cm 9575)

Seventh Report Brexit and the UK border HC 558 (Cm 9575)

Eighth Report Mental health in prisons HC 400 (Cm 9575) (Cm 9596)

Ninth Report Sheffield to Rotherham tram-trains HC 453 (Cm 9575)

Tenth Report High Speed 2 Annual Report and Accounts HC 454 (Cm 9575)

Eleventh Report Homeless households HC 462 (Cm 9575) (Cm 9618)

Twelfth Report HMRC’s Performance in 2016–17 HC 456 (Cm 9596)

Thirteenth Report NHS continuing healthcare funding HC 455 (Cm 9596)

Fourteenth Report Delivering Carrier Strike HC 394 (Cm 9596)

Fifteenth Report Offender-monitoring tags HC 458 (Cm 9596)

Sixteenth Report Government borrowing and the Whole of Government Accounts

HC 463 (Cm 9596)

Seventeenth Report Retaining and developing the teaching workforce HC 460 (Cm 9596)

Eighteenth Report Exiting the European Union HC 467 (Cm 9596)

NHS Property Services 16

Nineteenth Report Excess Votes 2016–17 HC 806 (Cm 9596)

Twentieth Report Update on the Thameslink Programme HC 466 (Cm 9618)

Twenty-First Report The Nuclear Decommissioning Authority’s Magnox HC 461 (Cm 9618)

Twenty-Second Report The monitoring, inspection and funding of Learndirect Ltd.

HC 875 (Cm 9618)

Twenty-Third Report Alternative Higher Education Providers HC 736 (Cm 9618)

Twenty-Fourth Report Care Quality Commission: regulating health and social care

HC 468 (Cm 9618)

Twenty-Fifth Report The sale of the Green Investment Bank HC 468 (Cm 9618)

Twenty-Sixth Report Governance and departmental oversight of the Greater Cambridge Greater Peterborough Local Enterprise Partnership

HC 896 (Cm 9618)

Twenty-Seventh Report Government contracts for Community Rehabilitation Companies

HC 897 (Cm 9618)

Twenty-Eighth Report Ministry of Defence: Acquisition and support of defence equipment

HC 724 (Cm 9618)

Twenty-Ninth Report Sustainability and transformation in the NHS HC 793 (Cm 9618)

Thirtieth Report Academy schools’ finances HC 760 (Cm 9618)

Thirty-First Report The future of the National Lottery HC 898 (Cm 9643)

Thirty-Second Report Cyber-attack on the NHS HC 787 (Cm 9643)

Thirty-Third Report Research and Development funding across government

HC 668 (Cm 9643)

Thirty-Fourth Report Exiting the European Union: The Department for Business, Energy and Industrial Strategy

HC 687 (Cm 9643)

Thirty-Fifth Report Rail franchising in the UK HC 689 (Cm 9643)

Thirty-Sixth Report Reducing modern slavery HC 886 (Cm 9643)

Thirty-Seventh Report Exiting the European Union: The Department for Environment, Food & Rural Affairs and the Department for International Trade

HC 699 (Cm 9643)

Thirty-Eighth Report The adult social care workforce in England HC 690 (Cm 9667)

Thirty-Ninth Report The Defence Equipment Plan 2017–2027 HC 880 (Cm 9667)

Fortieth Report Renewable Heat Incentive in Great Britain HC 696 (Cm 9667)

17 NHS Property Services

Forty-First Report Government risk assessments relating to Carillion HC 1045 (Cm 9667)

Forty-Second Report Modernising the Disclosure and Barring Service HC 695 (Cm 9667)

Forty-Third Report Clinical correspondence handling in the NHS HC 929

(Cm 9702)

Forty-Fourth Report Reducing emergency admissions HC 795 (Cm 9702)

Forty-Fifth Report The higher education market HC 693 (Cm 9702)

Forty-Sixth Report Private Finance Initiatives HC 894 (Cm 9702)

Forty-Seventh Report Delivering STEM skills for the economy HC 691 (Cm 9702)

Forty-Eighth Report Exiting the EU: The financial settlement HC 973 (Cm 9702)

Forty-Ninth Report Progress in tackling online VAT fraud HC 1304 (Cm 9702)

Fiftieth Report Financial sustainability of local authorities HC 970 (Cm 9702)

Fifty-First Report BBC commercial activities HC 670 (Cm 9702)

Fifty-Second Report Converting schools to academies HC 697 (Cm 9702)

Fifty-Third Report Ministry of Defence’s contract with Annington Property Limited

HC 974 (Cm 9702)

Fifty-Fourth Report Visit to Washington DC HC 1404 (Cm 9702)

Fifty-Fifth Report Employment and Support Allowance HC 975 (Cm 9702)

Fifty-Sixth Report Transforming courts and tribunals HC 976 (Cm 9702)

Fifty-Seventh Report Supporting Primary Care Services: NHS England’s contract with Capita

HC 698 (Cm 9702)

Fifty-Eighth Report Strategic Suppliers HC 1031 (Cm 9702)

Fifty-Ninth Report Skill shortages in the Armed Forces HC 1027 (9740)

Sixtieth Report Ofsted’s inspection of schools HC1029 (Cm 9740)

Sixty-First Report Ministry of Defence nuclear programme HC 1028 (Cm 9740)

Sixty-Second Report Price increases for generic medications HC 1184 (Cm 9740)

NHS Property Services 18

Sixty-Third Report Interface between health and social care HC 1376 (Cm 9740)

Sixty-Fourth Report Universal Credit HC 1375 (Cp 18)

Sixty-Fifth Report Nuclear Decommissioning Authority HC 1375 (Cp 18)

Sixty-Sixth Report HMRC’s performance in 2017–18 HC 1526 (Cp 18)

Sixty-Seventh Report Financial Sustainability of police forces in England and Wales

HC 1513 (Cp 18)

Sixty-Eighth Report Defra’s progress towards Brexit HC 1514 (Cp 18)

Sixty-Ninth Report Sale of student loans HC 1527 (Cp 56)

Seventieth Report Department for Transport’s implementation of Brexit HC 1657 (Cp 56)

Seventy-First Report Department for Health and Social Care accounts HC 1515 (Cp 56)

Seventy-Second Report Mental health services for children and young people HC 1593 (Cp 79)

Seventy-Third Report Academy accounts and performance HC 1597 (Cp 79)

Seventy-Fourth Report Whole of Government accounts HC 464 (Cp 79)

Seventy-Fifth Report Pre-appointment hearing: preferred candidate for Comptroller and Auditor General

HC 1883 (Cp 79)

Seventy-Sixth Report Local Government Spending HC 1775 (Cp 79)

Seventy-Seventh Report Defence Equipment Plan 2018–28 HC 1519 (Cp 79)

Seventy-Eighth Report Improving Government planning and spending HC 1596 (Cp 97)

Seventy-Ninth Report Excess Votes 2017–18 HC 1931 (Cp 97)

Eightieth Report Capita’s contracts with the Ministry of Defence HC 1736 (Cp 97)

Eighty-First Report Rail management and timetabling HC 1793 (Cp 97)

Eighty-Second Report Windrush generation and the Home Office HC 1518 (Cp 113)

Eighty-Third Report Clinical Commissioning Groups HC 1740 (Cp 97)

Eighty-Fourth Report Bank of England’s central services HC 1739 (Cp 97)

19 NHS Property Services

Eighty-Fifth Report Auditing local government HC 1738 (Cp 97)

Eighty-Sixth Report Brexit and the UK border: further progress review HC 1942 (Cp 113)

Eighty-Seventh Report Renewing the EastEnders set HC 1737 (Cp 113)

Eighty-Eighth Report Transforming children’s services HC 1741 (Cp 113)

Eighty-Ninth Report Public cost of decommissioning oil and gas infrastructure

HC 1742 (Cp 113)

Ninetieth Report BBC and personal service companies HC 1522 (Cp 113)

Ninety-First Report NHS financial sustainability: progress review HC 1743 (Cp 113)

Ninety-Second Report Crossrail: progress review HC 2004 (Cp 113)

Ninety-Third Report Disclosure and Barring Service: progress review HC 2006 (Cp 151)

Ninety-Fourth Report Transforming rehabilitation: progress review HC 1747 (Cp 151)

Ninety-Fifth Report Accessing public services through the Government’s Verify digital system

HC 1748

Ninety-Sixth Report Adult health screening HC 1746 (Cp 151)

Ninety-Seventh Report Local Government Governance and Accountability HC 2077 (Cp 151)

Ninety-Eighth Report The apprenticeships programme: progress review HC 1749 (Cp 151)

Ninety-Ninth Report Cyber security in the UK HC 1745

One-Hundredth Report NHS waiting times for elective and cancer treatment HC 1750

One Hundred and First Report

Submarine defueling and dismantling HC 2041

One Hundred and Second Report

Military Homes HC 2136

One Hundred and Third Report

Planning and the broken housing market HC 1744

One Hundred and Fourth Report

Transport infrastructure in the South West HC 1753

One Hundred and Fifth Report

Local enterprise partnerships: progress review HC 1754

One Hundred and Sixth Report

Eurotunnel HC 2460

NHS Property Services 20

One Hundred and Seventh Report

Consumer protection HC 1752

One Hundred and Eighth Report

Emergency Services Network: progress review HC 1755

One Hundred and Ninth Report

Completing Crossrail HC 2127

One Hundred and Tenth Report

Sale of public land HC 2040

One Hundred and Eleventh Report

Funding for Scotland, Wales and Northern Ireland HC 1751

One Hundred and Twelfth Report

Brexit Consultancy Costs HC 2342

One Hundred and Thirteenth Report

Network Rail’s sale of railway arches HC 2230

One Hundred and Fourteenth Report

Help to Buy: Equity loan scheme HC 2046

One Hundred and Fifteenth Report

Penalty charge notices in healthcare HC 2038

One Hundred and Sixteenth Report

English language tests for overseas students HC 2039

One Hundred and Seventeenth Report

The effectiveness of Official Development Assistance expenditure

HC 2048

One Hundred and Eighteenth Report

Challenges in using data across government HC 2942

One Hundred and Nineteenth Report

Serious and organised crime HC 2049

First Special Report Chair of the Public Accounts Committee’s Second Annual Report

HC 347

Second Special Report Third Annual Report of the Chair of the Committee of Public Accounts

HC 1399

Third Special Report Fourth Annual Report of the Chair of the Committee of Public Accounts

HC 2370