Progress
KEQ1. To what extent have the actions in the Plan been implemented?
Key messages
Implementation architecture and governance
A distributed implementation architecture supporting shared ownership, coordination, and collective accountability across the cancer control system has been established, with key mechanisms – including Implementation Partnerships – maturing.
System foundations and enabling reforms
Cancer Australia has established a suite of frameworks, platforms, and Indigenous-led initiatives and partnerships that together provide the national infrastructure, governance, partnerships and capabilities required to support delivery of the Plan over its full 10-year horizon.
Scale of implementation activity
There is substantial implementation activity across the cancer control sector. At the 2-year mark, progress is best characterised by the breadth and diversity of activity underway rather than consistent evidence of implementation maturity, completion, or impact.
Progress across the six strategic objectives
The overall pattern of activity reflects a strong and collaborative implementation environment, with shared responsibility and reinforcing contributions across Commonwealth, jurisdictional, and partner-led initiatives indicating increasing system maturity. Activity is strongest under Strategic Objectives 1 (prevention and early detection), 2 (consumer experience), and 4 (data, research, and digital foundations). Activity under Strategic Objectives 5 (workforce) and 6 (Aboriginal and Torres Strait Islander equity) demonstrates solid foundations but highlights ongoing opportunities to deepen and extend implementation.
Reach and engagement with the Plan
Engagement with the Plan is strongest among policy, research, leadership, and funded partners, where it functions as an active reference point for strategy, prioritisation and investment alignment. Awareness and use are more variable across the broader service system and community, indicating uneven penetration beyond core implementation actors and limited routine use in frontline settings.
Who is involved in implementing the Australian Cancer Plan
Cancer Australia leadership
National leadership, system stewardship, coordination, reporting, engagement and foundational frameworks.
Commonwealth Government
National policy settings, investment, reform priorities and implementation activity.
Advisory Groups
Strategic advice, sector expertise, governance input and oversight for implementation, monitoring and evaluation.
Australian Comprehensive Cancer Network
Connects services, clinicians, researchers, consumers and organisations to share practices and support uptake of best practice.
Jurisdictions
Align state and territory plans, policies and service delivery priorities, translate national direction into local action.
Implementation Partners
Plan-aligned activities through formal non-financial partnerships supporting shared ownership and coordinated action.
Consumers
Lived and living experience perspectives informing priorities, communication, evaluation and service improvement.
Sector organisations
Activity, advocacy, research, service delivery, workforce development and partnerships across cancer control.
Implementation depends on shared responsibility across governments, implementation partners, advisory structures, consumers and the broad cancer control sector.
Implementation architecture and governance
Shared responsibility across the cancer control sector
“To succeed in improving cancer outcomes for all Australians, the implementation of the Plan is a shared responsibility and will require joint efforts from the entire cancer control sector.” Australian Cancer Plan
The implementation of the Plan is supported by Cancer Australia’s established leadership role within the cancer control system.
The Plan is an Australian Government-endorsed 10-year national cancer control reform agenda, developed by Cancer Australia through extensive consultation with governments, clinicians, researchers, consumers, Aboriginal and Torres Strait Islander stakeholders, and the broader cancer sector. As the Australian Government’s national cancer control agency, Cancer Australia has a legislated mandate under the Cancer Australia Act 2006 to provide national leadership in cancer control, advise government on cancer policy and priorities, coordinate across the sector, and assist with implementation of Commonwealth cancer policies and programs. Within this mandate, implementation of the Plan is Cancer Australia’s overarching strategic priority.
While supported by the Australian Government and associated Commonwealth funding measures, the Plan is not legislatively binding. Implementation relies on coordinated action and voluntary alignment across governments, health services, researchers, professional bodies, community organisations, and consumers. This distributed model - based on collaboration, partnership, and shared responsibility rather than centralised or regulatory control – frames the design, implementation, evaluation, and resourcing of the Plan as a collective endeavour across the sector.
Australia’s collaborative implementation approach has been recognised internationally as good practice. The Union for International Cancer Control notes:
“By clearly articulating goals, progress and responsibilities to the public, governments and stakeholders create a sense of collective ownership over cancer control efforts. This approach encourages engagement from communities, healthcare providers and civil society, ensuring that implementation is not seen as the sole responsibility of health authorities.
Australia’s plan exemplifies this principle by framing cancer control as a national endeavour that requires collaboration across sectors and active participation from the public. Effective communication strengthens confidence, promotes equity and helps sustain momentum for long-term success.”
Union for International Cancer Control, 2026
Cancer Australia has established a range of governance, coordination, and engagement mechanisms to support whole-of-system implementation, including Implementation Partnerships; advisory and governance structures; and consultation and engagement mechanisms. While these mechanisms were not formally evaluated as part of the 2-year evaluation, they are documented below alongside relevant stakeholder perspectives raised during consultations.
The 2025 Independent Review of Cancer Australia provides independent confirmation that the agency is highly regarded across the sector and demonstrates strong governance and organisational capability. This external validation reinforces the observed high levels of stakeholder engagement and sector buy-in to the Plan, and highlights the importance of Cancer Australia’s convening and coordinating role in enabling early implementation progress.
Implementation Partnerships are a key mechanism for cross-sector collaboration under the Plan. These are non-financial, non-legally binding agreements that provide a structured platform for health services, professional bodies, researchers, and community organisations to work with Cancer Australia to deliver Plan priorities. Through these partnerships, organisations identify and undertake activities aligned to Plan priorities. As of June 2026, there are 36+ Australian Cancer Plan Implementation Partners in place.
Implementation Partnerships are valued across the cancer control sector as a mechanism for collaboration and shared ownership, though many are newly established and key aspects of the model — including the partnership logo — are not yet widely known or utilised, with stakeholders also identifying peer networking and direct dialogue with Cancer Australia as opportunities to strengthen the model as it matures.
Implementation Partnerships
Implementation Partnerships are a key mechanism for cross-sector collaboration under the Plan. These are non-financial, non-legally binding agreements that provide a structured platform for health services, professional bodies, researchers, and community organisations to work with Cancer Australia to deliver Plan priorities. Through these partnerships, organisations identify and undertake activities aligned to Plan priorities. As of June 2026, there are 36+ Australian Cancer Plan Implementation Partners in place.
Implementation Partnerships are valued across the cancer control sector as a mechanism for collaboration and shared ownership, though many are newly established and key aspects of the model — including the partnership logo — are not yet widely known or utilised, with stakeholders also identifying peer networking and direct dialogue with Cancer Australia as opportunities to strengthen the model as it matures.
Advisory and governance structures
To support implementation, monitoring, and evaluation of the Plan, Cancer Australia has established new advisory and governance structures while also leveraging existing structures as appropriate.
The new governance structure established to support the evaluation included an Expert Advisory Group and internal working group.
The implementation of the Plan is supported by a collaborative national approach led by Cancer Australia and informed by engagement across governments and the broader cancer sector. Key advisory bodies—including the Cancer Australia Advisory Council, Intercollegiate Advisory Group, National Cancer Expert Group, Research and Data Advisory Group and the Leadership Group on Aboriginal and Torres Strait Islander Cancer Control provide strategic advice on national priorities, sector coordination and opportunities for collective action. The ACCN and formal implementation partnerships with sector organisations further strengthen collaboration, enabling coordination of activities, shared priority setting and collective ownership of Plan delivery across the cancer control community.
Consultation and engagement mechanisms
Implementation of the Plan is supported by a broad range of consultation and engagement mechanisms that promote sector collaboration, transparency and shared ownership. These include Cancer Australia’s social media and communications mechanisms, and the Engagement Hub. Consultation processes to inform the development and refinement of key foundational frameworks, including the Data Framework, OCP Framework and the Cancer Genomics Framework.
Engagement has also been facilitated through national roadshows, targeted stakeholder consultations and participation in sector conferences and forums, enabling ongoing dialogue with governments, clinicians, researchers, consumers and peak bodies. The ACCN, including its showcase events, further supports cross-sector engagement by connecting stakeholders, promoting visibility of implementation activities and enabling the sharing of emerging practice and innovation across the cancer control system.
Implementation architecture and governance
Shared responsibility across the cancer control sector
“To succeed in improving cancer outcomes for all Australians, the implementation of the Plan is a shared responsibility and will require joint efforts from the entire cancer control sector.” Australian Cancer Plan
The implementation of the Plan is supported by Cancer Australia’s established leadership role within the cancer control system.
The Plan is an Australian Government-endorsed 10-year national cancer control reform agenda, developed by Cancer Australia through extensive consultation with governments, clinicians, researchers, consumers, Aboriginal and Torres Strait Islander stakeholders, and the broader cancer sector. As the Australian Government’s national cancer control agency, Cancer Australia has a legislated mandate under the Cancer Australia Act 2006 to provide national leadership in cancer control, advise government on cancer policy and priorities, coordinate across the sector, and assist with implementation of Commonwealth cancer policies and programs. Within this mandate, implementation of the Plan is Cancer Australia’s overarching strategic priority.
While supported by the Australian Government and associated Commonwealth funding measures, the Plan is not legislatively binding. Implementation relies on coordinated action and voluntary alignment across governments, health services, researchers, professional bodies, community organisations, and consumers. This distributed model - based on collaboration, partnership, and shared responsibility rather than centralised or regulatory control – frames the design, implementation, evaluation, and resourcing of the Plan as a collective endeavour across the sector.
Australia’s collaborative implementation approach has been recognised internationally as good practice. The Union for International Cancer Control notes:
“By clearly articulating goals, progress and responsibilities to the public, governments and stakeholders create a sense of collective ownership over cancer control efforts. This approach encourages engagement from communities, healthcare providers and civil society, ensuring that implementation is not seen as the sole responsibility of health authorities.
Australia’s plan exemplifies this principle by framing cancer control as a national endeavour that requires collaboration across sectors and active participation from the public. Effective communication strengthens confidence, promotes equity and helps sustain momentum for long-term success.”
Union for International Cancer Control, 2026
Cancer Australia has established a range of governance, coordination, and engagement mechanisms to support whole-of-system implementation, including Implementation Partnerships; advisory and governance structures; and consultation and engagement mechanisms. While these mechanisms were not formally evaluated as part of the 2-year evaluation, they are documented below alongside relevant stakeholder perspectives raised during consultations.
The 2025 Independent Review of Cancer Australia provides independent confirmation that the agency is highly regarded across the sector and demonstrates strong governance and organisational capability. This external validation reinforces the observed high levels of stakeholder engagement and sector buy-in to the Plan, and highlights the importance of Cancer Australia’s convening and coordinating role in enabling early implementation progress.
Implementation Partnerships are a key mechanism for cross-sector collaboration under the Plan. These are non-financial, non-legally binding agreements that provide a structured platform for health services, professional bodies, researchers, and community organisations to work with Cancer Australia to deliver Plan priorities. Through these partnerships, organisations identify and undertake activities aligned to Plan priorities. As of June 2026, there are 36+ Australian Cancer Plan Implementation Partners in place.
Implementation Partnerships are valued across the cancer control sector as a mechanism for collaboration and shared ownership, though many are newly established and key aspects of the model — including the partnership logo — are not yet widely known or utilised, with stakeholders also identifying peer networking and direct dialogue with Cancer Australia as opportunities to strengthen the model as it matures.
Implementation Partnerships
Implementation Partnerships are a key mechanism for cross-sector collaboration under the Plan. These are non-financial, non-legally binding agreements that provide a structured platform for health services, professional bodies, researchers, and community organisations to work with Cancer Australia to deliver Plan priorities. Through these partnerships, organisations identify and undertake activities aligned to Plan priorities. As of June 2026, there are 36+ Australian Cancer Plan Implementation Partners in place.
Implementation Partnerships are valued across the cancer control sector as a mechanism for collaboration and shared ownership, though many are newly established and key aspects of the model — including the partnership logo — are not yet widely known or utilised, with stakeholders also identifying peer networking and direct dialogue with Cancer Australia as opportunities to strengthen the model as it matures.
Advisory and governance structures
To support implementation, monitoring, and evaluation of the Plan, Cancer Australia has established new advisory and governance structures while also leveraging existing structures as appropriate.
The new governance structure established to support the evaluation included an Expert Advisory Group and internal working group.
The implementation of the Plan is supported by a collaborative national approach led by Cancer Australia and informed by engagement across governments and the broader cancer sector. Key advisory bodies—including the Cancer Australia Advisory Council, Intercollegiate Advisory Group, National Cancer Expert Group, Research and Data Advisory Group and the Leadership Group on Aboriginal and Torres Strait Islander Cancer Control provide strategic advice on national priorities, sector coordination and opportunities for collective action. The ACCN and formal implementation partnerships with sector organisations further strengthen collaboration, enabling coordination of activities, shared priority setting and collective ownership of Plan delivery across the cancer control community.
Consultation and engagement mechanisms
Implementation of the Plan is supported by a broad range of consultation and engagement mechanisms that promote sector collaboration, transparency and shared ownership. These include Cancer Australia’s social media and communications mechanisms, and the Engagement Hub. Consultation processes to inform the development and refinement of key foundational frameworks, including the Data Framework, OCP Framework and the Cancer Genomics Framework.
Engagement has also been facilitated through national roadshows, targeted stakeholder consultations and participation in sector conferences and forums, enabling ongoing dialogue with governments, clinicians, researchers, consumers and peak bodies. The ACCN, including its showcase events, further supports cross-sector engagement by connecting stakeholders, promoting visibility of implementation activities and enabling the sharing of emerging practice and innovation across the cancer control system.
System foundations and enabling reforms
These Cancer Australia-led initiatives represent foundational, system‑enabling reforms under the Plan. They are intentionally designed to establish the national infrastructure, governance, partnerships and capabilities required to support delivery of the Plan over its full 10‑year horizon. Collectively, these initiatives lay the groundwork for consistent, equitable and data‑driven cancer control by creating shared frameworks, national platforms and Indigenous‑led approaches that enable subsequent actions, investments and reforms to be implemented at scale.
In addition, the Department of Health, Disability and Ageing has implemented the Australian Cancer Nursing and Navigation Program (ACNNP), strengthening national cancer care capacity and supporting more coordinated, patient-centred care.
Initiative | Relevant actions in the Plan | Date published/launched | Evaluation and evaluation plan | Implementation or action plan |
|---|---|---|---|---|
National Framework for Genomics in Cancer Control | Action 1.5.4 | February 2025 | No | In development |
National Optimal Care Pathways Framework | Action 3.2.1 | October 2024 | No | No |
Australian Comprehensive Cancer Network Framework and Australian Comprehensive Cancer Network | Actions 3.2.2, 3.5.2 | May 2024 | No | No |
National Cancer Data Framework | Action 4.2.1 | November 2025 | No | In development |
Improving cancer outcomes for Aboriginal and Torres Strait Islander people Partnerships for culturally safe cancer care grant program Partnerships for Cancer Research grant program First Nations Cancer Scholarships Guide to co-design for Aboriginal and Torres Strait Islander people Building the Aboriginal and Torres Strait Islander cancer care workforce. | Actions 6.2.1, 6.2.2, 6.2.3, 6.5.2 | Ongoing 2023-2027 | Yes | No |
Australian Cancer Plan: foundational initiatives
Cancer Australia led, system enabling reforms, building national infrastructure to deliver the Australian Cancer Plan over its 10-year horizon.
The Cancer Genomics Framework was developed to guide the effective and equitable integration of genomics across the cancer care continuum, improving prevention, diagnosis, treatment and outcomes while safeguarding patient rights and promoting equity of access.
Cancer Australia led a collaborative development process involving clinicians, researchers, governments, consumer organisations, pathology providers, and Aboriginal and Torres Strait Islander community representatives. Consultation occurred through workshops, targeted meetings and public feedback, ensuring alignment with diverse sector needs and Indigenous Data Sovereignty principles.
The Cancer Genomics Framework was released in February 2025, ahead of the 5-year goal. Early implementation includes development of community genomics health literacy resources, collaboration with the Australian Alliance for Indigenous Genomics, and establishment of the Cancer Genomics Clinical Trials Fund. Cancer Australia is working with Genomics Australia to align delivery with the National Health Genomics Policy Framework.
The genomics Framework
The Cancer Genomics Framework was developed to guide the effective and equitable integration of genomics across the cancer care continuum, improving prevention, diagnosis, treatment and outcomes while safeguarding patient rights and promoting equity of access.
Cancer Australia led a collaborative development process involving clinicians, researchers, governments, consumer organisations, pathology providers, and Aboriginal and Torres Strait Islander community representatives. Consultation occurred through workshops, targeted meetings and public feedback, ensuring alignment with diverse sector needs and Indigenous Data Sovereignty principles.
The Cancer Genomics Framework was released in February 2025, ahead of the 5-year goal. Early implementation includes development of community genomics health literacy resources, collaboration with the Australian Alliance for Indigenous Genomics, and establishment of the Cancer Genomics Clinical Trials Fund. Cancer Australia is working with Genomics Australia to align delivery with the National Health Genomics Policy Framework.
The OCP framework
The OCP Framework was developed to standardise the development, update, evaluation and uptake of OCPs, embedding them as routine cancer care and setting national benchmarks for safe, high-quality, person-centred care.
The OCP Framework was developed through extensive consultation with clinicians, allied health professionals, consumers, service planners and policy makers, including public consultation. It is underpinned by principles of equity, collaboration, person-centred care and futurefocused design.
Published in October 2024, the OCP Framework now guides national OCP development and use. Cancer Australia is progressing several implementation priorities of the OCP Framework including:
- Digitising OCPs to enable tailored access relevant to individual circumstances.
- Scoping national quality indicators to measure optimal care, including supportive care.
- Increasing priority population OCPs, to address intersectionality and improve outcomes.
- Updating content including the common template to ensure consistency across principles and steps.
- Improving tools and information to support earlier diagnosis in primary care.
- Implementing a comprehensive communications strategy to enhance awareness and confidence.
ACCN
The ACCN has been established to deliver equitable access to comprehensive, high-quality cancer care across Australia by connecting services, expertise and innovation, enabling care as close to home as safely possible.
Building on the Plan’s consultations, Cancer Australia established the ACCN Framework and a sectorowned ACCN Committee in late 2023, with representation from metropolitan, regional and rural services, Aboriginal and Torres Strait Islander cancer control, primary care and consumers.
Launched in May 2024, the ACCN operates as a virtual national network. Membership has grown to over 1,520 members nationwide who are able to connect and collaborate through the online ACCN discussion forum. Implementation activities include the annual Innovations Showcase, delivery of the Networking for Cancer Equity Grants program, improving networked comprehensive cancer care through regional, rural and remote workshops, and supporting services to demonstrate their commitment to Standards of Excellence.
The data framework
The Data Framework aims to establish a harmonised, sustainable cancer data ecosystem that supports evidence-based cancer control across prevention, screening, clinical care, service delivery and research, and improves equity and outcomes. Cancer Australia led the creation of the Data Framework, in partnership with the Australian Institute of Health and Welfare and Cancer Council Australia.
The Data Framework was developed through extensive consultation with governments, cancer registries, clinicians, researchers, consumers, data experts, and Aboriginal and Torres Strait Islander stakeholders, ensuring alignment with Indigenous Data Sovereignty principles.
Launched in November 2025, implementation is underway through collaboration with the sector including the Australian Cancer Data Alliance and Australasian Association of Cancer Registries, alignment of jurisdictional systems, development of components of the National Performance Monitoring System including system level indicators and initiatives such as the Australian Real World Cancer Evidence Network (PanCancer Initiative) partnership between Cancer Australia, Department of Health and Aged Care, and Movember.
Improving First Nations Cancer Outcomes program
The Improving First Nations Cancer Outcomes program is an Australian Government investment to strengthen culturally safe, equitable cancer care for Aboriginal and Torres Strait Islander people across the cancer continuum.
The program supports efforts to reduce inequities in cancer outcomes and experiences for Aboriginal and Torres Strait Islander people by strengthening culturally safe cancer care, enabling Indigenous leadership, and building research and workforce capability.
Initiatives have been co-designed with Aboriginal and Torres Strait Islander leadership, guided by the Leadership Group on Aboriginal and Torres Strait Islander Cancer Control and Indigenous-led working groups, embedding shared decision-making and culturally safe approaches across program delivery.
The program has been established to address inequities and improve cancer outcomes and experiences for Aboriginal and Torres Strait Islander people through culturally safe care,
Indigenous leadership, research capacity building and workforce development initiatives have been codesigned with Aboriginal and Torres Strait Islander leadership, guided by the Leadership Group on Aboriginal and Torres Strait Islander Cancer Control and Indigenous-led working groups, embedding shared governance and culturally safe approaches.
Under the measure, Cancer Australia is leading delivery of several national initiatives, including:
- Partnerships for Culturally Safe Cancer Care grant program
- Partnerships for Cancer Research grant program
- First Nations Cancer Scholarship program (with the Aurora Education Foundation)
- Refresh of the OCP for Aboriginal and Torres Strait Islander People with Cancer
These programs are supporting locally tailored, partnership-based models of care, Indigenous-led research, and workforce capacity building initiatives.
Scale of implementation activity
“My overall impression is that two years in, some good progress has been made — undoubtedly, for only two years.”
Cancer sector stakeholder in consultation
Analysis of activities mapped against the Plan shows substantial system-wide momentum, with Commonwealth, state and territory, and partner-led initiatives collectively advancing all six strategic objectives. The Plan includes 24 actions scheduled for implementation within the first two years. The volume, diversity and breadth of activity indicate strong alignment with both the Plan’s 2-year actions and its longer-term 5-year ambitions, reflecting a shared national commitment to improving cancer outcomes through coordinated action.
Information gathered through the Plan’s existing implementation monitoring enabled high-level analysis of the types of activities being undertaken, the organisations involved, and alignment with Plan goals and actions. To support transparency and accountability, Cancer Australia launched the public-facing Implementing the Plan webpage, which provides a consolidated and interactive view of implementation activity across the Plan. As of June 2026, there were at least 333 initiatives in progress by implementation partners, jurisdictions and Commonwealth government. This provides an important early signal of where effort is being directed across the sector and supports an initial assessment of implementation momentum.
The findings point to opportunities to strengthen future monitoring through the inclusion of additional data elements, such as reach (including geographical coverage, population breadth, and priority populations) and scale (including the magnitude of activities). Current reporting is also likely to underrepresent the full extent of implementation activity, with 47% of survey respondents reporting they had never submitted activity information through existing reporting mechanisms. Collecting these data over time would enhance the maturity of monitoring arrangements and provide a more robust evidence base for assessing progress and impact at the 5-year evaluation.
Implementation activity is strongest under Strategic Objectives 1 (Maximising Cancer Prevention and Early Detection), 2 (Enhanced Consumer Experience), and 3 (World Class Health Systems for Optimal Care, and 4 (Strong and Dynamic Foundations). These areas demonstrate broad engagement across stakeholder groups, with initiatives reinforcing one another across policy, service delivery, and system stewardship. Activity under Strategic Objectives 5 (Workforce to Transform the Delivery of Cancer Care) and 6 (Achieving Equity in Cancer Outcomes for Aboriginal and Torres Strait Islander people) demonstrates solid foundations but highlights ongoing opportunities to deepen and extend implementation.
Overall, the pattern of activity at the 2-year point indicates a strong and collaborative implementation environment characterised by shared responsibility, reinforcing contributions, and increasing system maturity. At the same time, it identifies areas where more targeted effort could accelerate progress towards the Plan’s 5‑year ambitions, ensuring early momentum translates into sustained, equitable and system‑wide impact.
Importantly, the scale of activity observed at the 2-year point reflects the Plan’s staged approach to implementation. Many of the first 2-year actions focus on establishing the governance, partnerships, systems, frameworks and evidence base needed for coordinated national action. These foundational platforms create the conditions for shared initiatives to be implemented and scaled over time, supporting progress towards the Plan’s 5-year goals and long-term outcomes.
Strategic Objective 1Maximising cancer prevention and early detection
Actions 1.2.1, 1.2.2, 1.2.3, 1.2.4, 1.2.5
The highest concentration of activity aligns to action 1.2.1, reflecting sustained system focus on population-level prevention and screening participation through national programs, jurisdictional frameworks and partner-led education and engagement. Emerging innovation is also evident under actions 1.2.4 and 1.5.4, where genomics-informed screening, risk stratification and research translation are beginning to support more targeted and personalised approaches.
A significant milestone has been the establishment of the National Lung Cancer Screening Program, reflecting progress towards a more coordinated and evidence-based approach to cancer prevention and early detection.
While activity across prevention is strong overall, opportunities remain to further expand work under later-stage 5-year actions, particularly those focused on embedding new evidence and emerging technologies consistently across jurisdictions.
Strategic Objective 2Enhanced consumer experience
Actions 2.2.1, 2.2.2, 2.2.3
The largest number and most diverse suite of implementation activities. Strong alignment to actions 2.2.1, 2.2.2 and 2.2.3 demonstrates widespread commitment to navigation, supportive care, information provision and culturally responsive models of care. Partner-led initiatives play a particularly prominent role, complementing Commonwealth and jurisdictional investments. This collective effort signals solid progress towards the 2-year goal of improving person-centred care. Opportunities for increased activity are most evident by the smaller number of initiatives aligned to the 5-year actions, suggesting scope to strengthen longer-term consumer outcomes, including sustained self-management, survivorship and system-level learning from lived experience.
Strategic Objective 3World-class health systems
Actions 3.2.1, 3.2.2, 3.2.3, 3.2.4, 3.2.5
Reflects coordinated investment across treatment pathways, multidisciplinary care and palliative and end-of-life care. Actions 3.2.3 and 3.2.4 are particularly well represented, indicating strong system capability in delivering complex care and supporting people across the cancer continuum. Activity aligned to actions 3.5.1 and 3.5.3 demonstrates growing emphasis on quality improvement, performance monitoring and learning health systems.
The establishment of the Australian Cancer Nursing and Navigation Program demonstrates a commitment to ensuring all people affected by cancer have access to high-quality, culturally safe care. Comparatively lower activity is seen against some advanced system transformation actions suggesting opportunities to further embed continuous improvement approaches and scale promising models nationally over time.
Strategic Objective 4Strong and dynamic foundations
Actions 4.2.1, 4.2.2, 4.2.3, 4.2.4
There is clear momentum towards building a more integrated cancer data, research and digital ecosystem. Significant activity aligns to actions 4.2.1, 4.2.2 and 4.2.3, reflecting coordinated effort to strengthen data, clinical trials, digital infrastructure and research translation. This strongly supports the Plan’s 5-year ambition for a nationally connected, learning health system. Opportunities for further activity are most evident in areas related to outcomes reporting and advanced use of linked data (e.g. within the 5-year actions), where continued maturation and integration could further enhance system-wide insight.
Strategic Objective 5Workforce
Actions 5.2.1, 5.2.2, 5.2.3, 5.2.4
Implementation of workforce activities to transform care shows solid foundations, particularly under actions 5.2.2 and 5.5.2, where education, training and professional development initiatives are well established across jurisdictions and partners. Workforce activity is increasingly linked to service reform, cultural safety and new models of care. However, relatively lower levels of activity across some workforce planning and sustainability actions highlight opportunities to further strengthen long-term capability, supply and diversity of the cancer workforce nationally.
Strategic Objective 6Aboriginal and Torres Strait Islander equity
Actions 6.2.1, 6.2.2, 6.2.3
Sustained and visible commitment is evident, with activity across actions 6.2.1, 6.2.3 and 6.5.2 indicating progress in co-design, culturally safe care and Indigenous data sovereignty. While this represents meaningful system advancement, the distribution of activity suggests ongoing opportunity to expand implementation and ensure equityfocused approaches are consistently embedded across all strategic objectives, not only within dedicated equity actions.
Strategic Objective 1Maximising cancer prevention and early detection
Actions 1.2.1, 1.2.2, 1.2.3, 1.2.4, 1.2.5
The highest concentration of activity aligns to action 1.2.1, reflecting sustained system focus on population-level prevention and screening participation through national programs, jurisdictional frameworks and partner-led education and engagement. Emerging innovation is also evident under actions 1.2.4 and 1.5.4, where genomics-informed screening, risk stratification and research translation are beginning to support more targeted and personalised approaches.
A significant milestone has been the establishment of the National Lung Cancer Screening Program, reflecting progress towards a more coordinated and evidence-based approach to cancer prevention and early detection.
While activity across prevention is strong overall, opportunities remain to further expand work under later-stage 5-year actions, particularly those focused on embedding new evidence and emerging technologies consistently across jurisdictions.
Strategic Objective 2Enhanced consumer experience
Actions 2.2.1, 2.2.2, 2.2.3
The largest number and most diverse suite of implementation activities. Strong alignment to actions 2.2.1, 2.2.2 and 2.2.3 demonstrates widespread commitment to navigation, supportive care, information provision and culturally responsive models of care. Partner-led initiatives play a particularly prominent role, complementing Commonwealth and jurisdictional investments. This collective effort signals solid progress towards the 2-year goal of improving person-centred care. Opportunities for increased activity are most evident by the smaller number of initiatives aligned to the 5-year actions, suggesting scope to strengthen longer-term consumer outcomes, including sustained self-management, survivorship and system-level learning from lived experience.
Strategic Objective 3World-class health systems
Actions 3.2.1, 3.2.2, 3.2.3, 3.2.4, 3.2.5
Reflects coordinated investment across treatment pathways, multidisciplinary care and palliative and end-of-life care. Actions 3.2.3 and 3.2.4 are particularly well represented, indicating strong system capability in delivering complex care and supporting people across the cancer continuum. Activity aligned to actions 3.5.1 and 3.5.3 demonstrates growing emphasis on quality improvement, performance monitoring and learning health systems.
The establishment of the Australian Cancer Nursing and Navigation Program demonstrates a commitment to ensuring all people affected by cancer have access to high-quality, culturally safe care. Comparatively lower activity is seen against some advanced system transformation actions suggesting opportunities to further embed continuous improvement approaches and scale promising models nationally over time.
Strategic Objective 4Strong and dynamic foundations
Actions 4.2.1, 4.2.2, 4.2.3, 4.2.4
There is clear momentum towards building a more integrated cancer data, research and digital ecosystem. Significant activity aligns to actions 4.2.1, 4.2.2 and 4.2.3, reflecting coordinated effort to strengthen data, clinical trials, digital infrastructure and research translation. This strongly supports the Plan’s 5-year ambition for a nationally connected, learning health system. Opportunities for further activity are most evident in areas related to outcomes reporting and advanced use of linked data (e.g. within the 5-year actions), where continued maturation and integration could further enhance system-wide insight.
Strategic Objective 5Workforce
Actions 5.2.1, 5.2.2, 5.2.3, 5.2.4
Implementation of workforce activities to transform care shows solid foundations, particularly under actions 5.2.2 and 5.5.2, where education, training and professional development initiatives are well established across jurisdictions and partners. Workforce activity is increasingly linked to service reform, cultural safety and new models of care. However, relatively lower levels of activity across some workforce planning and sustainability actions highlight opportunities to further strengthen long-term capability, supply and diversity of the cancer workforce nationally.
Strategic Objective 6Aboriginal and Torres Strait Islander equity
Actions 6.2.1, 6.2.2, 6.2.3
Sustained and visible commitment is evident, with activity across actions 6.2.1, 6.2.3 and 6.5.2 indicating progress in co-design, culturally safe care and Indigenous data sovereignty. While this represents meaningful system advancement, the distribution of activity suggests ongoing opportunity to expand implementation and ensure equityfocused approaches are consistently embedded across all strategic objectives, not only within dedicated equity actions.
Reach and engagement with the Plan
As a proxy indicator of implementation, the evaluation considered reach and engagement with the Plan.
- 73% of respondents reported being very familiar with the Plan.
- Visibility of the Plan was most commonly reported across social media channels.
- Implementation partner status was the most common form of engagement.
- Awareness and engagement were lower among service providers and consumers.
Survey data
- 73% of respondents reported being very familiar with the Plan.
- Visibility of the Plan was most commonly reported across social media channels.
- Implementation partner status was the most common form of engagement.
- Awareness and engagement were lower among service providers and consumers.
Consultation data
Stakeholders engaged with the Plan at multiple stages – prior to its launch, during development, and throughout implementation – using it to inform priorities, align policies and partnerships, support grant and budget applications, and guide funded initiatives. This is detailed further in Influence and early effects (KEQ2).
Aboriginal and Torres Strait Islander stakeholder feedback
Engagement with the Plan was strong among peak bodies, Aboriginal and Torres Strait Islander leaders, and funded partners, particularly those involved in policy and system-level reform. The Plan was commonly described as a useful reference and anchor document for strategic thinking, advocacy, and funding alignment. Stakeholders particularly valued the Plan's explicit and embedded focus on Aboriginal and Torres Strait Islander peoples, with equity woven throughout the Plan rather than treated as a standalone issue.
However, engagement was more uneven across the broader service system. The Plan was reported as most actively used at the system, policy and leadership level rather than as a day-to-day operational tool for frontline services. Awareness and practical use varied outside policy, leadership and funded partner circles, and the Plan was not always well understood at the local service or community level.
Broader reach indicators
To complement direct stakeholder engagement data, searches across three platforms using the term “Australian Cancer Plan” were conducted for the period from November 2023 (when the Plan was launched) to mid-May 2026. Results should be interpreted as indicative measures of reach at the 2-year mark, providing a preliminary view of the Plan’s visibility and uptake across policy, academic, and parliamentary domains. The full dataset is held by Cancer Australia.
Platform | What it measures | Results | Illustrative examples |
|---|---|---|---|
Overton | Policy citations across government reports and grey literature (direct and indirect references) | 58 |
|
Scopus | Peer-reviewed academic citations (modest counts expected at two years given typical publication timeframes) | 101 |
|
Hansard | Formal parliamentary mentions across Senate, House of Representatives, Federation Chamber and committees | 19 |
|