System enablers

Priorities and strategic actions in this NSW Cancer Plan will be supported by three groups of system enablers.

System enablers underpin and support the implementation and success of the NSW Cancer Plan. Many of these enablers are broader than just the NSW cancer system and require collaboration and partnerships.


Staff are engaged and well supported

  • Leadership and culture
  • Workforce


Leadership and culture

Strong leadership and supportive workplace cultures provide an environment for delivering safe and high- quality care. There are opportunities to continue to build positive leadership and culture in cancer care delivery which may include:

  • championing the importance of person-centred care with a focus on delivering exceptional experience
  • building positive workplace cultures with a foundation of collaboration and trust, to enhance patient and staff experience and improve clinical outcomes.


A workforce with the right skills, capabilities and experience is essential to deliver high-quality, safe and person-centred cancer care. This may include:

  • ensuring the workforce is representative of the NSW population and has the skills to deliver care that is culturally safe, responsive and appropriate
  • ensuring that every staff member receives regular, effective training in communication, person-centred care and customer service
  • identifying and supporting new roles to enhance the delivery of prevention, care, treatment and support. This could include supporting the workforce to extend their scope of practice for some roles or proactively building the capability of staff to take on new roles
  • creating networked models of care to improve access to specialist services, for example through virtual care.


Innovation and digital advances inform service delivery

  • Data and information
  • Technology and innovation


Data and information

Success of the NSW Cancer Plan is built on continuing to improve communication and sharing of information across all care settings (both public and private). This may include:

  • focusing on linking data across the health system and the integration and connectivity of clinical information systems so that all clinicians have access to information to support coordinated care delivery
  • ensuring that focus population data is available to support research, planning and decision making
  • enhancing the availability, quality and use of data and information
  • supporting linkages with data sets outside the public health domain, such as Census data
  • addressing ongoing challenges around data privacy, security and sovereignty (the right to maintain, control, protect and develop intellectual property) for data related to Aboriginal communities.

Technology and innovation

Enhancements in technology and innovation can lead to better communication, sharing of information, and development of new models of care that meet the needs and preferences of people who have (or are at risk of) cancer. Opportunities may include:

  • co-designing new models of prevention, diagnosis, cancer treatment, care, support and follow-up with consumers, clinicians and other key stakeholders
  • using new technologies to deliver cancer treatment closer to home for patients who would prefer this, such as through virtual care models
  • incorporating technological advances and innovations such as genomics, personalised medicine and artificial intelligence to support better care.


The system is managed sustainably

  • Governance
  • Monitoring, evaluation and reporting


Governance means there are established structures and processes to direct and oversee cancer control initiatives.

Effective governance is vital for safe, high-quality, person-centred care and accountability.

Opportunities to enhance governance may include:

  • ensuring that patients, their families and carers are represented on governance committees
  • building a voice for focus populations at the system level, such as through executive-level staff positions focused on equity
  • strengthening alignment with NSW Health governance structures
  • strengthening legal and policy environments, and having strong governance structures for the use of technology.

Monitoring, evaluation and reporting

Systems for monitoring, evaluation and reporting ensure ongoing accountability and continuous quality improvement.

Opportunities for enhancing monitoring, evaluation and reporting may include:

  • continuing to build partnerships and engage with cancer care providers, including supporting them with  access to clinical and outcomes data and information
  • identifying competent and trustworthy professionals who are able to champion best practice and influence and lead others
  • improving the type, collection and real-time use of patient-reported measures, so feedback on people’s experiences and outcomes can be used to improve service delivery
  • providing greater transparency around data to identify and understand any variation in cancer treatment and outcomes
  • ensuring there are clear systems for evaluating the NSW Cancer Plan, including process and outcome-evaluations of related activities and initiatives.