Work of the NJR Committees

Work of the NJR Committees

NJR Steering Committee (NJRSC)
Chair’s report 2022/23 - Professor Sir Paul Curran

This section provides a brief outline of the work undertaken during 2022/23 by the NJR Steering Committee (NJRSC) and out sub-committees. Although brief, these sections are written with the intent of illustrating the ever-increasing scope and complexity of our work and the valuable commitment made by all committee members to ensure the work of the NJR meets the needs of our patient, clinical, regulatory, and industry stakeholders.

NJRSC Structure, Governance and Operating Model

The NJRSC is designated as an NHS England (NHSE) ‘Advisory Committee’ and is responsible for overseeing the strategic direction and management of the NJR. The NHSE Medical Directorate has ultimate ‘ownership’ of the NJR and oversight of its funding and has delegated authority to the Healthcare Quality Improvement Partnership (HQIP) to host the NJR on their behalf and so provide the NJR with its legal identity. HQIP also acts as NJR’s service provider in its provision of a range of operational services including finance and human resources.

Joint NHSE/NJR/HQIP accountability meetings are held quarterly; the NJR Chair, Medical Director and Director of Operations represent the NJR and provide assurance, primarily on strategic matters relating to its advice. The NJR Chair also meets with the NHSE National Medical Director for strategic level discussions at least twice yearly. 

The NJRSC is responsible for setting our strategic direction and for overseeing the successful delivery of our work and closely managing the associated budget. The committee also oversees a supporting structure of our eight sub-committees, each responsible for a dedicated area of NJR work and ensuring the delivery of work plans and development activities against agreed objectives. 

Key responsibilities of the NJRSC are to ensure that:

•    Advice is provided to NHSE Medical Directorate and HQIP, as appropriate, on the NJR’s strategic direction, annual operational plan, work activity and financial position (including annual review of subscription charges and any proposed change); 
•    Appropriate advice is provided to NHSE Medical Directorate and HQIP on any financial and/or intellectual property implications associated with licensing of the ‘NJR’ brand, particularly related to international collaboration with other national orthopaedic joint registries;
•    Accurate, relevant and timely data collected by the NJR, is made available to relevant stakeholders (regulators, commissioners/providers of orthopaedic healthcare) in an appropriate format, in order to support clinical governance;
•    Appropriate stakeholders (regulators, professional societies and implant suppliers) are involved in and consulted on the work of the NJR as appropriate and informed of outcomes in joint replacement surgery;
•    The NJR budget is effectively managed and monitored;
•    The NJRSC sub-committee structure is fit for purpose and all sub-committees have clear terms of reference, agreed composition and defined purpose and responsibilities;
•    Outcomes achieved by brand of prostheses, hospital and surgeon, are monitored and, where these fall below expected performance, are highlighted to enable prompt investigation and follow-up by relevant stakeholders (implant suppliers, regulators, commissioners/ providers of orthopaedic healthcare);
•    Patient awareness of joint replacement outcomes is enhanced, to better inform patient choice and quality of experience, through engagement with patients, patient organisations and providers of care;
•    Evidence-based purchasing (quality and value) of joint replacement implants by healthcare providers is supported;
•    Post-market surveillance of implants by key stakeholders (implant suppliers, the Regulator, Beyond Compliance and ODEP) is supported; 
•    Delivery and quality of work by NJR Contractors and the codes of conduct applied to NJR Contractors in their relationship with key stakeholders, are effectively managed and monitored by the NJR Management Team;
•    An annual report on the work of the NJR is published in English and Welsh (and languages appropriate to any future countries that may be incorporated into the NJR) using patient-friendly language;
•    Appropriate governance and monitoring arrangements are in place to facilitate the use of NJR data to support and enable related research.

Membership 2022/23

During this reporting period, the following changes to the membership of the NJRSC can be reported:

•    Professor Sir Paul Curran joined as NJR Chair in May 2022
•    Ms Sandra Lawrence completed her term as an ABHI, Orthopaedic Manufacturer Representative and was succeeded by Mr Joshua Bridgens in April 2022
•    Professor John Skinner completed his annual co-opted membership as British Orthopaedic Association (BOA) President in September 2022 and was succeeded by incoming BOA President, Professor Deborah Eastwood
•    Mr Jeff Stonadge stepped down as an ABHI, Orthopaedic Manufacturer Representative in September 2022 and was succeeded by Dr Hassan Achakri, who joined in October 2022
•    Mr Peter James joined in October 2022 as the Independent Healthcare Provider Network Representative 
•    Ms Rebecca Owen began her co-opted membership in January 2023 as the MHRA Representative

We are thankful to all NJR committee members, past and present, for their considerable contribution to the registry. Details of the membership of the NJRSC and each sub-committee for 2022/23 can be found online in appendices. Further information on changes this year, along with the NJR Chair’s notes of thanks, can also be found within the Chair’s Foreword.