130 CANCER REFORM STRATEGY11.33 Looking to the future, the Department ofHealth is supportive of plans for the National<strong>Cancer</strong> 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 the<strong>NHS</strong> Breast <strong>Screening</strong> 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 <strong>Cancer</strong> 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 the<strong>Cancer</strong> Perform <strong>Strategy</strong>;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, <strong>NHS</strong>Institute); 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 <strong>Cancer</strong>Director is supported by the Department ofHealth <strong>Cancer</strong> Policy Team, the <strong>Cancer</strong> ActionTeam (which is increasingly focusing on supportfor commissioners), the <strong>Cancer</strong> ServicesCollaborative Improvement Partnership (CSC-IP)(which largely provides support to providers)and the National <strong>Cancer</strong> <strong>Screening</strong> <strong>Programmes</strong>.11.38 The roles undertaken by the National<strong>Cancer</strong> 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 <strong>NHS</strong> managerson numerous advisory groups related to specificaspects of cancer.11.40 These partnerships have been particularlyvaluable in helping to shape the <strong>Cancer</strong> <strong>Reform</strong><strong>Strategy</strong>. The groups set up to help inform thedevelopment of the <strong>Strategy</strong> have nowcompleted their tasks and been disbanded.
CHAPTER 11: BUILDING FOR THE FUTURE 131However, the government is keen to retain theenthusiasm and commitment shown by externalstakeholders and the benefit which comes fromexternal scrutiny and expertise.11.41 We will convene a conference in the NewYear for stakeholders in cancer policy, includingthose who contributed to the development ofthe <strong>Cancer</strong> <strong>Reform</strong> <strong>Strategy</strong>, to discuss the nextsteps in delivering the strategy, as well as howwe can all contribute to its success.Assessing progress11.42 The government is committed totracking progress on cancer to ensure thatthe aims of this strategy are achieved.The National <strong>Cancer</strong> Director will deliverannual reports on progress to Ministers tohelp enable an informed discussion withstakeholders. These reports, which will bepublished, will assess overall progress ontackling cancer, as well as examining in moredetail developments relating to a number ofdifferent forms of cancer each year. The National<strong>Cancer</strong> Director will work closely with theNational <strong>Cancer</strong> Intelligence Network on thedevelopment of these reports. An advisoryboard of stakeholders will be also convenedto provide input to each annual report.11.43 If we wish to have world class cancerservices, then it will be necessary to compareour services with those of other countries.Furthermore there is much we can learn fromthe experience of others, sharing ideas,comparing outcomes and learning from goodpractice. As the <strong>NHS</strong> implements this strategywe will continue to track our progress in relationto other countries on issues such as survival andmortality, awareness, early detection, access todifferent forms of treatment, clinical outcomes,patient experience and costs. However, thesecomparisons are not simple and without carefulconsideration, could lead to false conclusions.We will therefore ask the NCIN to develop aframework for accurate comparison with othercountries. In particular, we envisagecollaborating closely with countries in Europe,the USA, Canada, New Zealand and Australia.