This Clinical Reference Group (CRG) covers radiotherapy. Radiotherapy is the controlled use of high energy x-rays to treat many different types of cancer. Around 40% of people with cancer have radiotherapy, although evidence suggests this should be about 50%. In a few cases, radiotherapy can also be used to treat benign (non-cancerous) tumours. Radiotherapy may be used to cure an illness for example, by destroying a tumour (abnormal tissue); to control symptoms e.g. pain relief; to shrink a tumour to make it easier to remove, prior to surgery, and after surgery, to destroy small amounts of tumour that may be left.
A voluntary Chair is appointed for a three-year term. Please see the Clinical Guide for CRGs for further information. Clinical members are drawn from the 12 Senate areas in England and are voluntary appointments. Up to four patient and carer members and up to four professional/training organisations are eligible to join the CRG membership. The accountable commissioner holds the managerial accountability for the work of the CRG; collaborating commissioners hold an interest in the work of the CRG.
|Chair||Nick SlevinNick Slevin has been a Consultant in Clinical Oncology since 1988 and is Hon Professor in Clinical Oncology at the University of Manchester. His special interests include the non-surgical management of head and neck cancers and he has over 100 peer reviewed publications. He was previously the Clinical Director of Clinical Oncology at the Christie Hospital in Manchester and is now the Associate Medical Director. He is ex Chair of the National Cancer Research Institute, Head and Neck Subgroup and ex Royal College of Radiologists Examiner and Postgraduate Education Advisor (Clinical Oncology).|
|National Clinical Director Co Chair||To be confirmed|
|N1||North East||Chris Walker|
|N2||Greater Manchester, Lancashire & SCumbria||Carl Rowbottom|
|N3||Cheshire and Mersey||Peter Kirkbride|
|N4||Yorkshire and Humber||Ann Henry|
|M1||West Midlands||Daniel Ford|
|M2||East Midlands||Russell Hart|
|M3||East of England||Christopher Scrase|
|L1||London NW||Danielle Power|
|L2||London NE||Michael Brada|
|L3||London S||Imogen Locke|
|S1||South West||Carol Scott|
|S3||Thames Valley||Ralph Roberts|
|S4||South East Coast||David Bloomfield|
Patient and Carer Members
|Institute of Physics and Engineering||Organisation||Derek D’Souza|
|Society and College of Radiographers||Organisation||Charlotte Beardmore|
|NHS Improving Quality||Organisation||Tim Cooper|
|Royal College of Radiologists||Organisation||Diana Tait|
|Accountable Commissioner||Kim Fell||London|
|Public Health Lead||Name||Base|
A key part of the CRG’s work is the delivery of the ‘products’ of commissioning. These are the tools used by the 10 specialised services Area Teams to contract services on an annual basis.
The service specifications are important in clearly defining what NHS England expects to be in place for providers to offer evidence-based, safe and effective services. They have been developed by specialised clinicians, commissioners, expert patients and public health representatives to describe core and developmental service standards. Core standards are those that any reasonable provider of safe and effective services should be able to demonstrate, with developmental standards being those that really stretch services over time to provide excellence in the field.
The following service specifications have been prepared by the CRG:
A policy statement is a brief document that defines the current commissioning position to support service contracting. They are interim documents for use whilst a full commissioning policy is being developed or until a formal NICE Technology Appraisal Guideline has been published.
A commissioning policy is a document that defines access to a particular service for a cohort of patients. A NICE Technology Appraisal Guideline on the same topic will replace, or be incorporated into a commissioning policy, as appropriate. These are important documents that are developed to define national consistency.
Quality measures aim to find the most appropriate and deliverable measures that can be used nationally to help organisations improve the quality of care in their services. These are prioritised to form a ‘dashboard’.
The innovation portfolio is an opportunity to collate information on innovative approaches that may have been developed in one or more areas, and to consider whether these might be rolled out more consistently in the future. An innovation might, for example, become a core requirement of all providers, enshrined in the core national service specification.
Tell us about a new innovation which is already developed and available to the NHS that you would like us to know about. Click here to create a personal account or here if you have registered previously and so already have a personal account to use the CIMIT CoLab® specialised services web platform.
Commissioning for Quality and Innovation (CQUIN) is a framework that was first established as part of the 2009/10 NHS Operating Framework as an incentive scheme which forms part of the contract between a commissioner and a provider. CQUIN schemes link successful delivery of specific outcomes and actions with the release of an additional payment to the provider, which for 2013/14 is a payment of an amount up to 2.5% of contract value.
A CQUIN scheme is made up of a number of separate indicators (“CQUINs”) which address a range of clinical areas and issues. The purpose of a CQUIN scheme is to drive quality improvements across a range of areas. This CRG has developed the following CQUIN schemes in 13/14 for the national selection list of eligible schemes with specialised services providers:
Documents will be published online shortly.
Spending on the NHS will increase each year between 2011 and 2015. However, demand for health services is rising, and what is expected of the NHS changes as society changes. This means that the NHS will need to make up to £20 billion worth of efficiency savings by 2015, so that there are more funds available for treating patients and to allow the NHS to respond to changing demands and new technologies.
Productivity is one of the work streams to deliver those efficiency savings. Productivity is about the redesign and streamlining of healthcare services by examining the way the NHS commissions, manages, works and delivers healthcare services to reduce inefficiencies and maximise efficiencies; ensuring value for money; and reducing unnecessary poor design in its processes and delivery of care that are not cost effective, and have little impact on improved outcomes or improved quality of care for patients.
CRGs have a key role in providing advice about potential opportunities to improve productivity and efficiency, for example by removing any inefficiencies in care pathways or by identifying opportunities where a national procurement of drugs or devices might reduce costs.
Other important publications that relate to this CRG include:
Documents will be published online shortly.