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Stakeholder Updates

23rd February 2018 Stakeholder Updates

By 23rd February 2018June 26th, 2019No Comments

As part of the Programme Communications and Stakeholder Engagement Strategy the programme team is keen on keeping the stakeholders in the system well informed on the latest developments. We will do this by sending brief updates systematically to all those involved in delivering the best possible care in cancer services within the Alliance footprint.

The programme this week has:

Agreed and approved at the Awareness & Early Diagnosis Programme Delivery Board to support Business Case for the roll out of FIT in Yorkshire and the Humber (please see business case enclosed)

  • The programme Executive agreed to support the launch of a tobacco campaign in media in July 2018. The campaign will be supported also by Hull Council
  • Launched the ads for the recruitment of 4 Project Managers Band 7 and 1 Project Manager Band 8a. People already working in the health system interested in secondment opportunities please contact the Programme Director Rafael Cicci at [email protected]
  • Agreed with NHSE/I the list of key 15 stakeholders in the health system to the cancer improvement event on 13/03/18 in 2 Brewery Wharf, Kendell Street, Leeds LS10 1JR organised by NHS England North Region. The event is aimed at Cancer Alliances and GM Cancer Vanguards
  • The aim of the event is to bring a wide range of stakeholders together to build energy for change and co-design an improvement programme that will create a platform to facilitate delivery of mutually identified priorities to bring about the following objectives:
    • A combination of strong stakeholder engagement (formal & informal) to enable change o Renewed energy for change
    • Co-production of an outline plan that will be the framework to enable an improvement movement to happen
    • Agreement of identified short and long term outputs and mutual priorities
  • Received confirmation from NHS England in relation to the current position on the use of FIT testing in the diagnosis of colorectal cancer in symptomatic patients
  • This update is ready to view/download on the Cancer Alliances workspace: (National guidance and documentation > Clinical advice for Alliances) Please cascade to your clinical colleagues as required. If you have any questions about this progress update please contact [email protected]
  • If you have questions about accessing the Alliances workspace on Kahootz please contact Hannah Fox, Pogramme Manager – Cancer Alliances (Strategy & Engagement) National Cancer Programme Operations & Information NHS England Skipton House | 80 London Road | London | SE1 8UG Mobile 07702 408 502
  • Received a communication from NHS England North around the proposed approach to the release of cancer transformation funding in 18/19
  • The suggested approach is as follows:
    • Decision to release funding to be based on actual cancer 62 day performance (average of last 3 months) – we anticipate Q1 would be based on October to December average performance
    • Proportion of transformation funding to be held back if performance is below 85% during the 3 months
    • Personalised 2018/19 implementation plans to be developed for each Alliance to include:
      • Any required actions on 62 day performance
      • Priority focus on 2018/19 planning guidance deliverables
  • Once an Alliance meets the standard, the proportion of funding that was previously held back will be released  Same principles to be applied to all Alliances
  • It is expected that funding would be allocated on a tiered approach; those achieving the 62 day standard will receive 100% allocation, those achieving 80-85% standard would get 75% and those achieving less than 80% would only get 50% of their transformation funding. The proposed approach is expected to be signed off at PDG on 28th February.
  • We are aware that this may have serious implications for delivery of transformation programmes, particularly for those Alliances who have already committed to funding transformation staff until March 2019 and
    have raised these risks, among others with the National team. We are keen to understand the full extent of the potential impact that this approach would have on each Alliance. We will try to organise a call with the National Cancer Programme Director so that we can allow you to discuss any potential risks ahead of PDG.
  • The HCV Cancer Alliance responded the following:If the proposed approach for funding approval is taken there are serious risk/implications for the work the HCV Cancer Alliance is pursuing:1) Early Diagnosis:

The first part of the programme spend for Early Diagnosis hinged on getting staff in place to move the programmes forward and do some of the back ground work. For example, B7 project support\Volunteer coordinators\setting up the Cancer champion programme and agreeing the contract with NE Lincs Care Plus Group as well as getting Clinical leads in place, social marketing for the lung programme and some analytical and evaluation support. Most of these roles are on fixed term contracts. If the funding going forward is held back due to 62 day performance the biggest risks to the work stream are:

  • Funding for the staff already appointed to March 2019
  • Ability to establish and run the Lung Health Check programme. Any uncertainty and delays in preparing the tender and subsequent procurement of the van will significantly impact on the ability to deliver this programme before March 2019. Timescales for this are already extremely tight. Linked to this is the recent agreement by the HCV lung teams to look at the RAPID diagnostic work that Manchester have shared with a view to replicating this across HCV. This will support achievement of the 62 days standard and is the start of implementation of the optimal lung pathway. We do not want to lose the engagement and enthusiasm of the clinical teams which could happen if there is no support for this.
  • The outline business case for the roll out of FIT has just been done and people are being trained on the modelling. It will be difficult and take longer to role this out across HCV if we do not have the funds allocated from the transformation fund to do this across the whole HCV area (Hull already have funding to extend the pilot). From our discussions on Friday at the Early Diagnosis Delivery Board this has the potential to make a huge difference to patients\save money by reducing the number of people requiring colonoscopy/CT, etc. and speed up the pathway again to support delivery of the 62 day standard.
  • If we go ahead and appoint the 3 Volunteer Co-ordinators then the programme will continue but potentially not at the pace and scale as originally planned.2) Diagnostics Consolidation:
  • The procurement of an imaging system to support a networked model of pathology will be stopped (the procurement process can only take place if we have all the funding, partial funding will halt the programme altogether)
  • The procurement of a work administrator system to support a networked model of radiology will be stopped (the procurement process can only take place if we have all the funding, partial funding will halt the programme altogether)
  • These programmes support delivery of 62 day standard by enhancing diagnostics capacity.3) Treatments and Pathways:
  • The clinical engagement process for tumour sites groups for Lung, prostate and colorectal has already started. The most advanced one is the lung group which has been now operating for some time (this process also support delivery of 62 day target).
  • There is a risk here that the work will be significantly reduced/progress delayed as the trust need resources to back fill consultant time.
  • Again this supports delivery of the 62 day standard within the HCV footprint

There are also risks for ERY CCG as it is hosting the HCV Cancer Alliance. Probably the best way to minimise the risk from the CCG perspective is to halt everything which is a medium to long term commitment until we have the funds secured.

As a general comment I would say we need clarity about what we will be expected to deliver and what we will no longer be expected to be delivered as the proposed approach makes it very difficult to plan and execute medium to long term transformational change. The TF were approved in our bids for 17/18 and 18/19. It is really difficult to execute if we are subject to the funds being “unapproved” every three months.

If 62 days if the biggest priority may be we need to agree that Cancer Alliances devote all their resources and capabilities for the time being to support NHSI in helping trusts deliver on 62 day standard if this is the ask from the National team.


Rafael Cicci

Director – HCV Cancer Alliance Programme

[email protected]


  • Next stakeholder updates will be on:
    • Friday 02 March 2018
    • Friday 09 March 2018

Rafael Cicci

Director – HCV Cancer Alliance Programme

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