Implementation, governance and monitoring the NSW Skin Cancer Prevention Strategy 2023-2030

Implementation

The Cancer Institute NSW leads the implementation of this Strategy alongside its NSW Government and non-government Strategy partners. The implementation will be divided into three horizons which will allow focused attention and planning to priority actions.

These horizons are:

• 2023–2025
• 2026–2027
• 2028–2030

An Implementation Plan will be developed in line with each of these phases and reviewed throughout the term of this Strategy to ensure these plans can be updated and refined as activities progress and learnings are collated. Attached to this Strategy is the foundational Implementation Plan 2023–2025 which has been populated using the key insights obtained through the development of this Strategy, the targeted consultation with current and new strategic partners, and the evaluation of the previous Strategy.

Governance

Given the success of the governance structures to date, the core elements will continue. The NSW Skin Cancer Prevention Advisory Committee, and a series of working groups, will continue and may expand to incorporate focus areas and areas of emerging interest. The governance structures will also expand to host and facilitate project groups that will enable the focus areas of work, introduce new partners in skin cancer prevention, and adopt new multi-party approaches to Strategy implementation.

These organisations have committed to participate in the governance of this Strategy:

• Association of Independent Schools of NSW
• Australasian College of Dermatologists
• Australian Institute of Landscape Architects (AILA)
• Cancer Council NSW
• Cancer Institute NSW
• Catholic Schools NSW
• Melanoma Institute Australia
• NSW Department of Education
• NSW Environment Protection Authority
• NSW Farmers Association
• NSW Ministry of Health
• Office of Sport
• SafeWork NSW
• Sports Medicine Australia
• The Daffodil Centre – University of Sydney and Cancer Council NSW.

Additional organisations and individual experts are involved in working groups. Governance partners may be expanded to incorporate new organisations able to influence the work of the Strategy.

Evaluation, monitoring and reporting on progress

To track progress towards meeting the goals of this Strategy, an overarching monitoring and evaluation framework will:

• detail short-, medium-, and long-term outcomes and identify how outcomes from specific activities will contribute to the overarching goals of this Strategy 
• articulate processes for monitoring progress and impact of the Strategy 
• outline the frequency and timing of monitoring, reporting, reviews and evaluation activities.