This action seeks to build a future workforce that meets demand for optimal cancer care and reflects the diversity of patient populations. It builds on the gaps identified through workforce modelling in Action 5.2.1 Identify current and emerging workforce undersupply in line with cancer workforce modelling and other national health workforce strategies, and initiate planning with the sector towards building future workforce capacity and capability. Implementation of the pipeline needs to ensure the required clinical and non-clinical workforce positions and capabilities are in place to deliver the right cancer care, in the right place, at the right time for all consumers.

Implementation also requires ongoing monitoring of the evolution of the cancer care workforce through the systematic and frequent collection of relevant workforce data. Progress should be tracked and evaluated using the workforce ratios, metrics, and benchmarks identified as part of Action 5.2.1. Where the pipeline is not meeting demands as required, or as new gaps in the delivery of cancer care emerge, implementation should be flexible to respond. As with the pipeline planning, implementation will benefit from strong collaboration with the sector across different jurisdictions, peak body organisations, and education and training bodies.

This action recommends the creation of measures to track progress in workforce diversity. The current cancer workforce does not reflect the diversity of the patient population, exacerbating the challenges in delivering culturally safe and responsive care and communication to patients. A diverse workforce is key to creating a cancer care system that is ideally equipped to care for all patients, in particular those from priority population groups.

Diversity measures could be developed based on:

• data-driven insights on workforce gaps and barriers according to the experiences of priority population groups, building on Action 5.2.1
• workforce ratios and metrics around the training, recruitment, and talent management of priority population groups, to be considered as guidelines that reflect the diversity of the patient population in the workforce.

Strategies in training, recruitment and talent management can be implemented to improve diversity in the cancer care workforce across the full spectrum of primary, secondary, and tertiary care, including:

• expanding training pathways for priority population healthcare practitioners seeking to enter the cancer care workforce or upskill their capabilities to reach the top of their scope of practice, including leadership roles
• co-designing and running recruitment, training, and upskilling programs with priority population groups, and leveraging digital technologies to make programs more accessible
• working with tertiary education institutions to encourage enrolment, course completion and career mentorship for priority population groups undertaking courses relevant to the cancer care workforce.

While this action is aligned to a 5-year period, there will likely be a time lag between introducing measures to diversify the workforce pipeline and seeing the workforce represent the diversity of patient populations.

Implementation of a cancer care workforce pipeline that meets the demand for optimal cancer care and represents diversity of local patient populations should involve engagement with priority population groups, ensuring a strengths-based approach and considering the specific needs of different populations. It is important to also consider opportunities available with virtual care and other emerging models of care (e.g., shared care or GP-led models) to enable greater access to cancer care services, particularly for people living in rural and remote areas and those from low socioeconomic groups. Workforce strategies could be co-designed in partnership with priority population groups so that barriers can be addressed with a tailored approach.