3. What steps he is taking to improve the effectiveness of NHS management.

Good managers are crucial to fixing our NHS, which is why the Government are backing managers and leaders with targeted investment. We will introduce professional standards for managers, establish a leadership college and implement mechanisms to prevent unsuitable individuals from holding senior NHS posts. Our workforce plan will set out how we will professionalise managers and leaders, equipping them with the skills, tools and operating frameworks to deliver lasting improvements across the NHS.

Following on directly from the Secretary of State’s comments to my right hon. Friend the Member for Herne Bay and Sandwich (Sir Roger Gale), last month two national health service trusts in my constituency were found to be among the worst in England, one of them actually the worst. NHS England will now be brought in to turn those trusts around. However, the former chief executive of those trusts, who was responsible for overseeing their decline and was terminated in that job, has been promoted as the NHS turnaround manager for Yorkshire. Supposedly, he will be the man to correct the problem he created. That is by no means the first time that people have been found failing upwards in the national health service. What steps are the Secretary of State and the Minister taking to prevent NHS leaders who have failed in one role from being moved to a different post within the NHS?

I thank the right hon. Member for his question. I know he has raised it previously with the Leader of the House, and a similar issue has been raised with me by many hon. Members in his local geography. He knows that it would not be appropriate for me to comment on individual cases, but further to my comments about the importance of supporting good managers, we do not want people failing upwards as we have had in the past. I confirm that the planned disbarring system will prevent unsuitable NHS leaders who cover up poor performance or silence whistleblowers from taking up other leadership roles in the NHS and moving around the system.

Effective NHS management lives or dies on the ability of our integrated care boards to address population health needs. As the devolution Bill moves forward and at pace in areas such as mine in Sussex, it brings with it more opportunity for working strategically across sectors such as health and local government. What steps is the Minister taking to strengthen population health management in our integrated care boards?

I welcome my hon. Friend’s question. She is absolutely right, and it is an area I worked on myself as a local NHS manager. It is crucial to have that link between health and local government. That will dictate most of the social determinants of health, as she well knows from her own expertise serving the population. That is why our 10-year plan commits to strengthening joint working, so that we will have better alignment across ICBs and strategic boundaries where possible, including in her area of Sussex, as well as that work with local governments to improve local population health as part of our neighbourhood health plans.