Cancer Reform Strategy - NHS Cancer Screening Programmes

130 CANCER REFORM STRATEGY11.33 Looking to the future, the Department ofHealth is supportive of plans for the NationalCancer Intelligence Network, which will providea valuable resource for research. TheDepartment of Health stands ready to fundand support high quality health servicesresearch using data generated by the NCIN.11.34 The Department of Health also standsready to fund targeted research to supportareas of high need. For example, on screening(chapter 3), the Department of Health is leadingwork on behalf of the NCRI to commissionresearch on the feasibility of a UK trial of CTscreening for lung cancer. The extension of theNHS Breast Screening Programme provides anopportunity to evaluate the number ofadditional lives saved. New screeningtechnologies, particularly in bowel cancer andcervical cancer screening, will need to beproperly evaluated. On imaging andradiotherapy (chapter 4) the academiccommunity needs more support to design andimplement high quality research trials. TheDepartment of Health is therefore consideringhow best to achieve this.Clear national leadership, supportand oversight11.35 National leadership will remain importantin maintaining progress on cancer and ensuringappropriate planning for the future.11.36 The role of National Cancer Director wasestablished in 1999. Over the past eight yearsthis role has evolved to encompass both thedevelopment of cancer strategy and oversight ofits implementation. Specific aspects of the roleinclude:●●●●Providing advice to Ministers and theDepartment of Health on all aspects ofcancer policy;Supporting SHAs, Primary Care Trusts andproviders in the implementation of theCancer Perform Strategy;Facilitating the spread of good practice;Monitoring progress;●●Liaising with arms length bodies whocontribute to the cancer agenda (such asNICE, Healthcare Commission, NationalPatient Safety Agency, Monitor, NHSInstitute); andDeveloping and strengthening partnershipswith external stakeholders (such as cancercharities, hospices, Royal Colleges, industryand the cancer research community).11.37 To fulfil these duties the National CancerDirector is supported by the Department ofHealth Cancer Policy Team, the Cancer ActionTeam (which is increasingly focusing on supportfor commissioners), the Cancer ServicesCollaborative Improvement Partnership (CSC-IP)(which largely provides support to providers)and the National Cancer Screening Programmes.11.38 The roles undertaken by the NationalCancer Director and the national cancer teamswill be critical following the publication of thisstrategy. However, the emphasis on differentactivities will continue to change over time. Forexample, until recently the work of the CSC-IPhas focused largely on helping provider servicesto reduce waiting times for cancer. In the future,the main emphasis of their work will be onsupporting providers to reduce unnecessaryhospital inpatient care and outpatient visits.Role of stakeholders11.39 Over the past few years, cancer serviceshave benefited from the development ofsuccessful partnerships with externalstakeholders both at a national and local level.The voluntary sector, both through cancercharities and hospices, has played a vital role,as have partnerships with industry and theprofessions. The Department of Health has alsobenefited from the input of a wide range ofhealth professionals, patients and NHS managerson numerous advisory groups related to specificaspects of cancer.11.40 These partnerships have been particularlyvaluable in helping to shape the Cancer ReformStrategy. The groups set up to help inform thedevelopment of the Strategy have nowcompleted their tasks and been disbanded.