Infrastructure WA

1. Elevate WA’s focus on accelerating digital transformation and the priority given to underlying connectivity infrastructure by:

1. allocating a lead state agency with a statewide, whole of government focus to proactively increase digital technology adoption and ensure digital services are more accessible and responsive to community and business needs 
2. developing and implementing an integrated statewide plan for digital connectivity, supported by a prioritisation framework, to guide future government investment 
3. developing a collaboration model, adopting a coordinated WA Government approach to federal programs and encouraging private sector investment
4. providing multi-year WA Government funding and leveraging Australian Government co-investment opportunities for initiatives that have been prioritised in the statewide plan for digital connectivity. 

2. Improve infrastructure efficiency and performance and enhance service delivery through application of a digital-first approach to all stages of the infrastructure lifecycle, by:

1. developing a digital-first smart infrastructure policy that guides the application of digital technologies, that includes: 
   • design principles for digital-enabled infrastructure such as interoperability and flexibility, resilience, open standards and user-centred design
   • minimum requirements to embed smart technology in new and upgraded infrastructure where a positive net benefit can be demonstrated
   • a clear process for state agencies and government trading enterprises that would identify how to assess and implement digital at all points of the lifecycle, including accounting for upfront and recurring costs in the business case phase
   • outcomes and metrics  
2. amending the Strategic Asset Management Framework’s Strategic Asset Plan and Business Case guidelines to require state agencies and government trading enterprises to apply the digital-first smart infrastructure policy commencing with projects and programs with a capital cost of $100 million or more
3. undertaking annual public reporting on digitisation of infrastructure, including on prioritisation, design, procurement, build and operational phases.

3. Manage critical risks and support digital transformation by improving cybersecurity practices for state-owned and regulated infrastructure owners and operators, including:

1. clearly articulating state and federal government cybersecurity obligations to government infrastructure owners and operators
2. implementing mechanisms to mandate application of the Western Australian Cyber Security Policy by government trading enterprises
3. updating the Strategic Asset Management Framework’s Strategic Asset Plan and Business Case guidelines to require all infrastructure strategic asset plans and business cases to demonstrate compliance with the Western Australian Cyber Security Policy and, where applicable, the Security of Critical Infrastructure Act 2018 (Cth).

4. Ensure optimal operation and security of infrastructure by developing digital capabilities within state agencies and government trading enterprises, including:

1. prioritising development of state privacy and information-sharing legislation that addresses the need to protect information and leverage value from the state’s information and data and, where practicable, aligns with existing Australian privacy laws to enable streamlined information sharing
2. establishing a whole of government digital platform that enables the sharing of location-based asset information
3. developing a WA Government data management and asset information policy that would include processes and appropriate standards to enable data sharing and analysis that supports improved planning and delivery of new infrastructure and better management of existing assets and embed these in government procurement processes, where applicable   
4. assigning a centralised lead state agency that is responsible for developing and retaining data science capabilities within government, including developing a comprehensive workforce strategy.

Advance economic, environmental and social outcomes by undertaking an assessment of WA’s science and research infrastructure needs.

6. Embed and support early, inclusive, genuine and culturally appropriate engagement with Traditional Owners and Custodians addressing all stages of the infrastructure lifecycle by:

1. developing and implementing engagement guidelines that:
   • promote community-led processes and place-based infrastructure outcomes for Aboriginal communities
   • include guidance to identify and understand, at an early stage, native title and cultural heritage implications of infrastructure proposals
   • align with principles of the WA Government’s Aboriginal Empowerment Strategy
2. updating the Strategic Asset Management Framework’s Strategic Asset Plan and Business Case guidelines to require preparation and publication of an Aboriginal engagement strategy, including Aboriginal employment targets, for projects and programs with a capital cost of $100 million or more.

7. Ensure infrastructure investment delivers tangible benefits to Aboriginal businesses and people by strengthening application of the WA Government’s Aboriginal Procurement Policy, including:

1. establishing targets that also consider contract value
2. providing updated guidance and education, including unconscious bias training, for procurement and other relevant public sector officers involved in procurement decision-making to support Aboriginal business contracting
3. implementing mechanisms to mandate application of the policy by government trading enterprises
4. setting new incremental procurement stretch targets (over and above current overall performance levels) in the policy over time.  

Progressively build capacity and capability of Aboriginal businesses by developing and implementing complementary and proactive measures that are Aboriginal-led where possible.

9. Support improved environmental health, social and economic outcomes in remote Aboriginal communities and town-based reserves by improving the quality and resilience of infrastructure and services, ensuring they are safe, reliable, equitable and fit for purpose, including:

1. developing a sustainable funding model and investment framework for state government infrastructure that considers whole of lifecycle asset costs, including recurrent funding for the operation and proactive maintenance of assets
2. ensuring state agencies and government trading enterprises share information relating to the delivery of state government infrastructure and services to improve efficiency and coordination
3. investigating opportunities for the private sector to fund and/or participate in the delivery, operation and maintenance of infrastructure and services
4. evaluating the outcomes of the Bidyadanga Land Activation Pilot Project, and once completed, assessing the suitability of the model for application in other remote Aboriginal communities and town-based reserves
5. ensuring licensed and regulated water, wastewater and power services are provided by accelerating the regularisation of water and wastewater services to the Water Corporation and power services to Horizon Power, and prioritising these works based on agreed criteria
6. establishing and implementing a tiered regulated water, wastewater and power service standard for remote settlements (including remote Aboriginal communities and town-based reserves) to achieve equitable levels of service with other population centres of a similar size across the state
7. clarifying the roles and responsibilities of entities providing municipal infrastructure and services, including roads, waste management and sport and recreation facilities
8. determining appropriate funding arrangements for the provision of municipal infrastructure and services, including the need for subsidies   
9. investigating and pursuing opportunities for local Aboriginal residents to be trained to deliver operations and maintenance services for infrastructure.

10. Better inform future infrastructure requirements and align infrastructure investment with the WA Climate Policy by implementing the WA Government’s policy for net zero emissions by 2050, including:

1. strengthening the current net zero emissions by 2050 aspiration to become a firm target and establishing interim emissions reduction targets
2. preparing and implementing net zero transition plans as required by the WA Climate Policy by an agreed deadline, that:
   • align with interim targets (once defined) for Scope 1 and 2 emissions associated with facilities under the operational control of state agencies or government trading enterprises 
   • identify actions, with associated timing, for Scope 1 and 2 emissions reductions
   • include mechanisms for state agencies and government trading enterprises to report annually on progress against targets and implementation actions
   • are supported by funding, resources and public sector capability training
3. preparing and implementing sectoral emissions reduction strategies, as required by the WA Climate Policy by an agreed deadline, that:
   • are prepared under the direction of the Department of Water and Environmental Regulation with authority of a Cabinet decision
   • clearly identify government policies and processes that impact emissions for the sector and the changes required to those policies and processes needed to give effect to the sectoral emissions reduction strategy
   • include analysis of opportunities for state agencies and government trading enterprises to influence embodied, operational and enabled emissions
   • account for enabled emissions through infrastructure design and assessment processes, and prepare infrastructure to accommodate emerging low and zero carbon technology and transitions
   • identify cost-effective emission reduction actions, along with associated requirements for funding and financing, resources and public sector capability training

11. Assist in offsetting carbon impacts associated with infrastructure by strengthening and expanding programs outlined in the WA Climate Policy to develop carbon farming and sequestration markets, including:

1. assigning a lead state agency to coordinate the program of works, including development of a Western Australian carbon farming strategy and carbon farming industry development plan across state agencies, government trading enterprises and tenure types to identify and enhance the carbon farming market in WA
2. exploring opportunities to expand carbon farming to government-managed land outside of the conservation estate
3. supporting Aboriginal empowerment through land management and custodianship in carbon farming initiatives.

12. Better inform future infrastructure climate change risks and adaptation requirements by implementing a statewide approach to climate change adaptation for infrastructure, including:

1. expanding the Climate Science Initiative to require statewide coverage and update it regularly to incorporate new information
2. requiring all state agencies and government trading enterprises to develop climate change adaptation plans to enhance the climate resilience of assets, operations and services under their control, including analysis of place-based climate change impacts, risk assessment of vulnerable assets and infrastructure requirements to increase resilience to potential climate change impacts for assets at risk, which are embedded in their strategic asset plans and business cases
3. developing guidance that enables state agencies and government trading enterprises, in partnership with peak industry bodies, to progress the further development of sectoral adaptation actions
4. requiring relevant state agencies and government trading enterprises, in partnership with the private sector, to develop sectoral adaptation plans for all relevant sectors that enable sectoral stakeholders and infrastructure asset owners to identify climate change risks and measures to adapt to current and future climate change impacts.  

13. Ensure effective climate change mitigation and adaptation planning and decision-making for infrastructure by implementing methods of accountability and coordination across state agencies and government trading enterprises, including:

1. annual public reporting of progress on mitigation and adaptation actions via responsible Ministers
2. introducing performance measures related to progress of infrastructure-related mitigation and adaptation actions in directors-general and government trading enterprises chief executive officers’ accountability mechanisms
3. regular public reporting of the state’s emissions, the extent to which they have changed compared with 2005 levels, and estimated emission reductions achieved through implementing the sectoral emissions reduction strategies.  

14. Incorporate sustainability into all stages of the infrastructure decision-making process by amending the Strategic Asset Management Framework, including:

1. updating the Strategic Asset Plan Guidelines, requiring state agencies and government trading enterprises to include projects and actions identified in climate change strategies and plans in their strategic asset plans, including the net zero transition plans, sectoral emissions reduction strategies, climate resilience action plan and relevant adaptation plans
2. updating the Business Case Guidelines for projects and programs with a capital cost of $100 million or more to require business cases to:
   • quantify Scope 1, 2 and 3 emissions associated with projects and programs and use this as a key input in determining infrastructure options and design outcomes
   • align to emission reduction goals and pathways identified in net zero emissions transition plans and sectoral emissions reduction strategies (once developed)
   • demonstrate potential climate change impacts on the assets and adaptation actions to reduce infrastructure vulnerability and increase resilience  
3. updating the Business Case Guidelines for projects and programs with a capital cost of $100 million or more to require completion and publication of sustainability tool certification, using the most appropriate tool for the type of asset.

Facilitate access to green, social or sustainable finance by developing a sustainability bond framework.

Inform more robust and integrated infrastructure planning, decision-making, design and reporting by developing and implementing a sustained, shared environmental and heritage information system for priority locations.

17. Support the delivery of major WA Government infrastructure projects by replacing the current system of acquiring environmental offsets separately with a coordinated bioregional approach, including:

1. identifying priority conservation areas for protection, acquisition and on-ground management, regenerative projects and/or research projects where state agencies and government trading enterprises can direct funds to meet environmental offset requirements
2. implementing and administering centrally coordinated funds consistent with the principles and operation of other pooled environmental offset funds.

18. Contribute to infrastructure and community resilience in the urban environment and support the equitable provision of an interconnected network of cover by developing an overarching urban forest program, including:

1. assigning a lead state agency to provide overarching coordination, resourcing and funding mechanisms
2. embedding program evaluation to ensure it remains fit for purpose
3. extending the existing Urban Canopy Grant Program to increase the urban tree canopy across the Perth and Peel regions, and other major regional urban centres
4. partnering with local governments, community groups and other land managers in the rollout 
5. further reviewing existing planning policy settings with regards to the treatment of trees in new greenfield and infill developments.

Drive better alignment of infrastructure provision and regional development needs by implementing a regional development strategic framework that identifies state and regional priorities and guides whole of government action and investment. The framework should:

• align to other government strategic documents, such as this Strategy and Diversify WA, and be developed in collaboration with government, business and regional stakeholders
• prioritise regional centres based on their strategic importance to the state’s economic and population growth
• consistent with Recommendation 28 in the Planning and coordination chapter, inform integrated regional plans, which include a baseline assessment of the region’s infrastructure, and identify infrastructure and staging required to support the region’s development and growth underpinned by a credible evidence base
• incorporate clear linkages to funding sources and processes, including the annual State Budget process
• be reflected in state agency and government trading enterprise strategic asset plans and business cases

Improve the transparency of government regional investment by reporting all regional expenditures (recurrent and capital) and geographic distribution in the State Budget.

21. Improve the effectiveness and efficiency of regional social services and infrastructure by developing regional social services and infrastructure models that are more responsive to the changing needs of communities across regional WA, including those caused by population growth and decline, by:

1. applying integrated, place-based approaches that allow social service state agencies such as health, education, justice, policing, housing and emergency services to better coordinate and co-locate services and infrastructure and ensure the service mix is tailored to changing community needs
2. investigating the application of a hub-and-spoke approach aligned to WA’s settlement network to coordinate social services and infrastructure
3. piloting potential regional social service and infrastructure models in a remote Aboriginal community, a small town and a regional centre
4. undertaking a social services and infrastructure needs assessment to understand how needs will change in response to long-term population growth and decline and demographic change.

To ensure the timely and optimised delivery of infrastructure, review the effectiveness of existing and proposed infrastructure facilitation and coordination models within 5 years of operation and consider if alternate models should be established.

23. Improve the navigation of project approval processes by establishing a single digital government approvals system, including:

1. providing a single access platform that offers standardised, consistent and transparent information covering all WA Government infrastructure approvals processes, time frames, roles and responsibilities and supporting information required from the proponent
2. staging updates to the platform to create a single lodgement portal for all WA Government infrastructure approval applications that allows users to track progress, enables transparent reporting and facilitates sharing of consistent information across state agencies.

Streamline project approvals processes and reduce regulatory burdens by implementing a program to review and modernise relevant infrastructure approvals legislation and progress targeted amendments at least every 5 years.

25. Make best use of existing and planned urban infrastructure by preparing and implementing an urban consolidation action program, including:

1. identifying significant barriers to increasing urban consolidation and developing a clear roadmap that outlines intended outcomes, responsibilities and time frames
2. reviewing and adjusting policy settings to support infill locations, including liveability and amenity improvements, with particular focus on refining policy settings for public open space, public realm improvements, schools, utilities and public transport and the associated development contribution requirements
3. planning incentives that support infill development, encourage land assembly and create a stronger pipeline of development sites
4. implementing purchaser support where appropriate to facilitate increased infill development, such as further extension of the Off the Plan Duty Rebate Scheme for apartments and place-based approaches to building bonus grants and Keystart lending requirements
5. providing funding and support for development of precinct plans for key infill locations
6. identifying and prioritising infrastructure capacity upgrades and coordination needed to support infill development
7. transparently reporting progress (at least every 2 years) towards achieving infill targets set in Perth and Peel @ 3.5 million by local government area, taking into account relevant contextual factors.

26. Ensure adequate information on infrastructure servicing and operational costs informs decisions by embedding rigorous infrastructure appraisal in the planning decision-making framework, including:

1. underpinning future reviews of Perth and Peel @ 3.5 million and development of integrated regional plans with a thorough analysis of the capital and operational costs of infrastructure provision and the extent to which this is likely to be carried by the state government, including understanding the cumulative impact of demand that may stimulate major new investment, to inform the staging of greenfield development fronts and consideration of new development areas
2. staging and prioritising development fronts and identifying a clear implementation strategy in land-use plans, which is adhered to in decision-making, to ensure infrastructure is programmed, funded and delivered in the most efficient and effective manner
3. preparing costed and scheduled infrastructure servicing plans, where proponents seek to depart from staging plans, or are outside land identified for future development in the frameworks, to provide decision-makers with an understanding of the real costs (capital and operational) to state government to allow implications to be considered in land-use planning decision-making
4. ensuring rezoning proposals for greenfield land are considered in the context of land supply and demand.

27. Transform the Perth CBD and immediate surrounds (including locations adjacent to the Swan River such as Burswood and South Perth) by preparing a city opportunity plan that sets an agreed strategic framework, including:

1. developing a clear and compelling long-term vision for the city
2. identifying major precincts, other significant redevelopments and infrastructure that will contribute to city growth and activation, and consider: 
   • desired outcomes for initiatives and the synergies between them
   • interface opportunities and issues
   • staging
   • implementation requirements and responsibilities.

Establish the land use, infrastructure and environmental needs of each region by progressively preparing, in order of priority, 20-year integrated regional plans. The plans should be:

• modelled on Perth and Peel @ 3.5 million
• supported by a robust regional development framework (see Recommendation 19 in the Regional development chapter), along with evidence-based identification of strategic infrastructure needs to serve and support population change and economic growth
• refreshed at least every 10 years. 

29. Ensure a focus on state-significant precincts through greater government infrastructure coordination and investment, tailored governance models and land-use planning intervention by establishing and implementing state priority areas, including:  

1. developing and publishing a prioritisation framework, in conjunction with key stakeholders, to ensure consistency of approach and application to areas of greatest strategic need or opportunity
2. endorsing the framework and state priority area locations at a whole of government level to ensure sufficient carriage by state agencies and government trading enterprises
3. extending the redevelopment functions and powers of the Metropolitan Redevelopment Authority Act 2011 to non-metropolitan areas during the Machinery of Government legislative review process to enable an additional method for urban, industrial and economic land project planning and delivery in regional state priority areas.

30. Ensure the protection of strategic industrial land uses, infrastructure and resource inputs by: 

1. finalising and gazetting the draft State Planning Policy 4.1 - Industrial interface
2. reviewing the Environmental Protection Authority’s Guidance Statement 3 – Separation distances between industrial and sensitive land uses, to ensure alignment with the finalised State Planning Policy 4.1. – Industrial interface
3. protecting, preserving and maintaining flexible uses in key industrial sites, particularly inner-metropolitan areas
4. reviewing the effectiveness of State Planning Policy 2.4 – Basic raw materials and the updated State Planning Policy 4.1 – Industrial interface, after they have been operational for 5 years
5. updating and maintaining basic raw materials resource mapping to understand the impacts of extraction, changing land-use patterns and environmental restrictions.

31. Facilitate and coordinate investment in industrial and technological precincts by:

1. prioritising the finalisation of land assembly, approvals, development contribution arrangements in precincts with fragmented land ownership and other preparatory works, as recommended in the Industrial Lands Strategy
2. applying existing state land-use planning system tools, such as improvement schemes and redevelopment schemes, in a more consistent and proactive manner to industrial and technological precincts of highest priority to the state
3. consistent with Recommendation 40 in the Infrastructure delivery chapter, establishing an assessment process for the funding of strategic enabling infrastructure that facilitates private investment
4. planning for the long-term land needs throughout the state, with a priority focus on additional heavy industrial land in the Perth metropolitan area, and completing investigations into the South West Advanced Manufacturing and Technology Hub.

Improve cross-sector outcomes and alignment and provide certainty for private sector investment by developing and implementing a shared-use policy framework and practical guidelines for multi-user infrastructure corridors and facilities. The framework and guidelines should encompass:

• planning
• land assembly
• access arrangements
• safety and operational requirements
• governance
• conflict resolution
• staging and funding alignment
• risk and liability management.

33. Provide for future infrastructure needs by identifying and securing strategic sites, including:

1. establishing a centrally coordinated, dedicated and recurrent fund for regional land acquisition
2. centrally coordinating strategic infrastructure site identification, matching state agency and government trading enterprise needs with government landholdings and enabling better use of the existing land asset base.

34. Improve infrastructure planning by establishing a single, agreed set of common planning assumptions for state agencies and government trading enterprises, including:

1. providing, at a minimum, assumptions on population, demographics, housing, economy, employment, human services use, utilities use, transport, land use and climate
2. setting out agreed data sets and guidance material for their application
3. embedding them in the Strategic Asset Management Framework’s Strategic Asset Plan and Business Case guidelines as required for use, or provide a clear rationale or an exemption where they have not been applied
4. updating them regularly and making them publicly available.

35. Improve 2-way public and private sector information sharing about infrastructure capacity by:

1. developing statements of opportunity to identify surplus capacity or constraints in public infrastructure networks, in collaboration with industry, to harness opportunities or address barriers
2. undertaking place-based assessments of future public and private sector infrastructure intentions, including public and private utility providers, to identify the cumulative impacts of large-scale investments on demand for services and infrastructure, as well as opportunities for greater coordination. An initial pilot should be conducted on the Pilbara region.

36. Support improved infrastructure planning and decision-making by:

1. establishing an appropriate mechanism to embed and communicate the required use of the Strategic Asset Management Framework, including the requirement for all state agencies and government trading enterprises to comply
2. ensuring that all business case decision-making is considered by the Expenditure Review Committee of State Cabinet, and that all business cases contain the full range of content, relevant to their project value, as required by the Strategic Asset Management Framework
3. providing a centralised fund to support development of prioritised business cases, with an increased emphasis on building public sector capacity in state agencies and centralised expert units
4. updating the Strategic Asset Management Framework’s Business Case Guidelines to require consideration of interrelated infrastructure needs beyond the primary investment with other state agencies and government trading enterprises, along with the full costs and benefits, through early engagement and integrated business cases
5. requiring a benefits management plan to be completed and ensuring Infrastructure WA undertakes a post-completion review for all projects and programs that are required to undergo Major Infrastructure Proposal Assessment
6. updating the Strategic Asset Management Framework’s Strategic Asset Plan and Business Case guidelines to strengthen requirements for state agencies and government trading enterprises to demonstrate consideration of this Strategy and other relevant strategic planning documents and how they have informed the development of all related strategic asset plan and business case content
7. ensuring strategic asset plans are at the centre of a robust and transparent annual process, involving:
   1. systematic analysis of all strategic asset plans on an individual and amalgamated basis by Department of Treasury and IWA
   2. undertaking analysis and preparing content to inform the annual 10-year state infrastructure program
   3. engagement by the Department of Treasury with all strategic asset plan–producing state agencies and government trading enterprises to provide feedback to assist in ongoing improvement.

37. Strengthen infrastructure project assurance processes, governance and public sector skills for the delivery of major projects by:

1. developing an enhanced and rigorous risk-based project assurance process to provide independent verification and review at key stages of project planning, delivery and operation, reporting to Cabinet and the respective project teams with clear action plans
2. ensuring that the appointed chairs of major project steering committees have sufficient time to devote to preparing for, attending and leading steering committee meetings and deliberations
3. further enhancing the capacity of the Department of Finance to provide expert teams within less-experienced state agencies to advise and upskill staff and build capacity
4. developing and rolling out project management standards for adoption by state agencies and government trading enterprises.

38. Achieve greater value for money from infrastructure investment by making incremental improvements to procurement policies and practices, including:

1. further developing and implementing procurement models for major projects to encourage a culture of collaboration, achieve better risk allocation and address industry sustainability 
2. implementing contract packaging strategies that support market participation, including smaller packages, where appropriate, to provide opportunities for mid-tier and lower-tier contractors 
3. encouraging greater market response for major projects by developing a policy under which the WA Government would contribute to all or part of the bid costs of unsuccessful tenderers, under specific conditions including the transfer of intellectual property from bidder to government   
4. further reviewing and refining the Market-led Proposals Policy to ensure it is meeting its intended purpose and that proposals are considered promptly while balancing risk
5. considering and implementing program procurement approaches, including panels of contractors, where appropriate, such as for the delivery of similar small-to-medium projects across one or more state agencies or government trading enterprises 
6. considering the use of offsite and modular construction techniques where benefits can be achieved
7. establishing a cross-agency infrastructure procurement coordination mechanism for projects in the planning phase, or during business case development, to identify staging opportunities.

39. Ensure more efficient use of infrastructure funds by improving project cost management, including:

1. establishing clear standards for setting project delivery time frames and cashflows at a program level that account for public and private sector capability and capacity
2. replacing the current, individual project-based contingency management with a whole of government (or whole of state agency or government trading enterprise) based contingency management approach.

40. Increase the total available pool of public infrastructure finance and funding by reviewing the potential to use private sector finance and funding sources, including:

1. investigating asset recycling through divesting suitable assets, such as underused buildings and land, with proceeds used to fund new infrastructure
2. developing whole of government principles to inform the prioritisation of state funding contributions where these facilitate strategic private sector investment.

41. Achieve better use of infrastructure assets by improving asset management practices across the public sector, including:

1. formalising and funding the Department of Finance’s role as functional lead for asset management to support and assist state agencies and government trading enterprises in developing asset management maturity
2. progressively expanding the Building Asset Management Framework pilot initiative to operationalise the Strategic Asset Management Framework and apply to all government asset types
3. requiring all state agencies and government trading enterprises to develop fit for purpose asset management practices, in line with the Department of Finance guidance
4. undertaking a review within 5 years to assess progress on maintenance outcomes and determine whether additional measures are required to strengthen the ability of state agencies and government trading enterprises to fund ongoing asset maintenance.

42. Incentivise improvements in asset management across the public sector by:

1. introducing a new budget allocation for state agencies and government trading enterprises to implement fit for purpose asset management planning, capability building and systems
2. establishing an asset lifecycle investment fund, or similar incentive mechanism, to reward good asset management practice and support funding submissions that demonstrate strong alignment with service delivery outcomes and optimised asset use. 

43. Enable transformation of the South West Interconnected System by evolving the Whole of System Plan and ensuring implementation actions are transparent, including:  

1. updating modelling inputs, assumptions and scenarios to incorporate the following: 
   • achieving interim emissions reduction targets (once defined) and net zero emissions by 2050 targets through the lowest-cost mix of generation, storage, network transmission and distribution
   • potential renewable energy generation locations on the network, such as the Mid West, on energy network infrastructure requirements 
   • electricity offtake associated with the development of new industries in line with state government industry development objectives
   • potential entry of existing off-grid large users connecting to the South West Interconnected System and rates of potential electrification across commercial, industrial and residential users
   • using technologies (such as energy storage) to reduce the curtailment of renewable energy generation, and the practicality and community acceptance of any curtailment assumptions 
   • accelerated delivery of energy storage and other Distributed Energy Resources technologies, including the impacts these have on the overall energy infrastructure investment program 
   • increased uptake of electric vehicles on the energy network, including increased demand for energy and energy storage opportunities from electric vehicle batteries  
2. publishing a detailed short-term to medium-term implementation plan for the most likely scenario, which is updated periodically and identifies:
   • current and planned investment
   • network constraints
   • opportunities for investment in programs and projects to deliver energy transformation, including the nomination of priority projects eligible for streamlined approval processes.   

Provide a long-term view on energy generation, demand and network infrastructure requirements by preparing a North West Interconnected System energy futures report. The report should:

• align with interim emission reduction targets (once defined) and net zero emissions by 2050 targets
• test and resolve to what extent interconnection should occur in the system and the infrastructure needs to support this, along with any adjustments to access arrangements
• define the role of state agencies, government trading enterprises and the private sector
• support the identification of suitable sites for large-scale renewable energy generation and storage in proximity to industrial land and high energy users
• inform the evaluation of key project proposals, including the Burrup Common User Transmission Line and East Pilbara Link. 

Increase energy system reliability and resilience, reduce emissions and drive cost-effectiveness by accelerating a dedicated program of energy storage, microgrids, virtual power plants and standalone power systems The program should include: 

• providing appropriate coordination and allocating funding
• identifying feasible locations across the state 
• investigating future energy storage options, including hydrogen, pumped hydro, batteries and other energy storage technologies. 

46. Ensure the legislative and regulatory framework enables energy infrastructure that aligns with broader public policy outcomes by:

1. reviewing and revising energy legislation, regulations, codes, guidelines and associated decision-making documents and processes (particularly relating to the New Facilities Investment Test), to include the interim emissions reduction (once defined) and net zero emissions by 2050 targets, urban infill and industry development objectives in a manner that does not unduly disadvantage first or last movers
2. reviewing the effectiveness of guidance and assessment for investment proposals under the current objectives of the Electricity Network Access Code 2004, as well as the expected levels of information and analysis required from proponents
3. consistent with Recommendation 40 in the Infrastructure delivery chapter, establishing a clear policy position on the role of government and the private sector in funding, financing and delivery of enabling infrastructure, such as transmission lines, in order to support industry growth and decarbonise the energy sector. 

47. Support the development of the state’s hydrogen industry by:

1. accelerating the reform of legislation, standards and policies 
2. investigating options for stimulating domestic market demand, as a precursor to establishing export industry demand
3. investigating the feasibility of a hydrogen refuelling network on key freight routes across the state through the planned detailed supply chain model for renewable hydrogen
4. publicly reporting the Western Australian Renewable Hydrogen Roadmap’s actions on an annual basis, including timing, available funding and transition pathways such as the role of blue hydrogen 
5. investigating the feasibility of, and prioritising large-scale hydrogen industry precincts that leverage energy, water and transport infrastructure, a skilled workforce and market proximity, including:
   1. consistent with Recommendation 43a, developing energy consumption and generation projections, for use in the Whole of System Plan modelling, to determine the need for energy infrastructure to enable hydrogen precincts, such as the Mid West Transmission Line
   2. coordinating activities for development readiness of precincts across environment, heritage, planning and tenure matters  
   3. consistent with Recommendation 40 in the Infrastructure delivery chapter, establishing a clear policy position on the role of government and the private sector in funding, financing and delivering enabling infrastructure to support the hydrogen industry (including factors such as seed funding, co-investment and cost recovery)
   4. developing and implementing a staged program of hydrogen industry enabling infrastructure including publicly and privately funded upgrades or new infrastructure for energy networks, refuelling stations, water and transport infrastructure. 

48. Modernise legislative, regulatory and planning frameworks for water resources and water services by:

1. prioritising the development and introduction to Parliament of consolidated and modernised water resources management legislation that:
   • supports contemporary, best-practice and responsible water resource management
   • improves the definition and security of water entitlements
   • facilitates a balanced approach to water trading (including addressing barriers in state agreements)
   • responds to evolving conditions such as climate change
   • considers the cultural and spiritual value of water to Aboriginal people when making allocation or other resource decisions.
2. developing, publishing and implementing a 20-year state water strategy, in collaboration with all relevant stakeholders, including Aboriginal groups, that:
   • considers economic, social and environmental factors, including population growth, industry needs (such as growing a hydrogen industry) and key shocks and stresses, including climate change
   • defines and identifies strategic water resources
   • sets objectives and measurable targets to achieve long-term water security for the state, considering circular economy principles and multi-source water planning
   • identifies appropriately scaled solutions (local, decentralised or large scheme) that deliver optimised outcomes 
   • articulates a planning and policy framework, identifying the roles of all levels of government, the water services sector and the private sector to support state development objectives
   • is reviewed and refreshed on a 5-year cycle
3. developing, publishing and implementing 10+ year regional water plans (including for Perth and Peel) in collaboration with all relevant stakeholders, including Aboriginal groups, that:
   • align with the state water strategy, regional land use plans and other relevant policies
   • respond to the economic, social and environmental drivers and issues of each region 
   • consider outcomes of the strategic review of water and land-use values (see Recommendation 53)
   • are based on up-to-date science and evidence
   • address water allocation and supply, and set out infrastructure and investment requirements
   • are prioritised according to level of risk and need and are refreshed on a 5-year cycle
4. including provisions in planning and regulatory frameworks that enable investments in appropriately scaled, locally integrated alternative water supplies and wastewater systems 
5. consistent with Recommendation 26 in the Planning and coordination chapter, clearly articulate water resource needs, drainage and infrastructure requirements in land-use and infrastructure servicing plans. Planning should ensure that:
   • there is early consideration of the locational availability of water resources and servicing options so that the real capital and operational costs to government are known before making planning decisions
   • opportunities to collaborate with the energy sector to plan, access and/or generate renewable energy solutions are identified
   • opportunities to use integrated water cycle planning approaches at a community level are adopted to match demand with the most appropriate source of water that is available. 

49. Support the long-term sustainable use and management of the state’s strategic water resources by:

1. reviewing self-supply arrangements for strategic water resources (as identified in the proposed state water strategy) across the state, with the Gnangara groundwater system as a priority, to:
   • quantify the amount of water being used for self-supply purposes from each strategic water source, through monitoring and metering
   • understand the economic, environmental, cultural and social value of each strategic water resource to the region and the state
   • understand future use scenarios and any impacts on the timing and scale of major investment in future water supply infrastructure, such as desalination plants 
   • consider possible policy and regulatory approaches that could be implemented to ensure long-term sustainable outcomes 
   • outline mechanisms to achieve improved water-use efficiency (such as improved licensing, metering, pricing, trading and compliance measures)
2. based on the outcomes of the review in Recommendation 49a, implementing recommended reform measures 
3. finalising and implementing the Gnangara groundwater allocation plan. 

50. Manage water demand by:

1. reviewing and implementing the Waterwise Perth: two year action plan to further improve urban water efficiency 
2. developing and implementing plans, similar to the Waterwise Perth: two year action plan, for regional areas where benefits can be demonstrated
3. implementing and, where necessary, introducing expanded water efficiency programs, such as the water government trading enterprises Waterwise programs, to offset the development of new water sources
4. reducing water consumption through education and improved consumer awareness, including by increased use of smart meters, and applying digital technologies to optimise asset performance. 

51. Ensure long-term water security through the timely planning and delivery of climate-independent infrastructure that provides fit for purpose and sustainable water services, including:

1. continuing detailed planning and business case development for an additional desalination plant to increase the volume of desalinated water supply to the Integrated Water Supply Scheme and meet medium-term demand projections. Planning and business cases should demonstrate how the use of renewable energy and the application of energy-efficient design, technologies and practices are being used to achieve a target of net zero emissions by 2050 
2. further investigating wastewater recycling opportunities and groundwater replenishment schemes 
3. based on needs identified in the proposed state water strategy and regional water plans (see Recommendations 48b and 48c) and subject to business cases, implementing climate-independent water supply solutions in regional communities as required. 

Guide investment in water infrastructure projects that enable climate resilient and self-sustainable agriculture and food industries in peri-urban and regional areas by developing a prioritisation framework. The framework should:

• be consistent with regional water planning (see Recommendation 48c) 
• prioritise investment in locations that are strategically aligned with agriculture and food industry opportunities (see the Regional development chapter)
• consider social, economic, environmental and cultural impacts and opportunities. 

Determine whether current policy settings remain appropriate by undertaking an integrated strategic review of water and land-use values in the Jandakot and Gnangara groundwater protection areas. The review should consider:

• balancing costs, benefits and risks across all economic, social and environmental factors
• a strong up-to-date expert evidence base 
• contemporary building and development options to adequately mitigate any risks to groundwater quality 
• climate change factors
• the future role of the groundwater systems as part of the Integrated Water Supply Scheme’s broader water supply over the medium to long term, including potential alternative water supply options. 

54. Achieve the vision of a sustainable, low-waste circular economy by accelerating implementation of the Waste Avoidance and Resource Recovery Strategy 2030, including:

1. Prioritising and expediting legislative and regulatory reforms, including:
   1. reviewing the Waste Avoidance and Resource Recovery Act 2007 to reposition waste as a resource
   2. developing a waste-derived materials framework that enables the recovery of materials derived from waste and provide for their safe use in products with recycled content  
   3. reviewing the Waste Levy, including the rate and geographical application to regional areas where feasible and practical
   4. reducing Waste Levy avoidance and evasion practices
   5. implementing the Waste Data Strategy to improve waste data collection and reporting to provide a more detailed understanding of WA’s waste streams
2. Preparing a waste-derived materials market development plan that sets out actions required to grow demand for products with recycled content
3. Strengthening the role of the WA public sector in supporting the circular economy through government procurement policies that set ambitious and progressively increasing targets to avoid and reduce waste generation, increase recovery and reuse of materials and purchase products with recycled content
4. Presenting a clear roadmap and time frames for the implementation of waste legislative and regulatory reforms (see Recommendation 54a) and market development (see Recommendations 54b and 54c), and increasing the use of the Waste Levy funds to fast-track implementation
5. investigating opportunities to improve the way mining and resources sector site waste is regulated and managed to increase recovery
6. investigating the potential for more local governments to participate in collective arrangements to enhance the provision of waste services and infrastructure, and whether local governments not participating in collective arrangements undermines the provision of cost-effective waste management services and infrastructure.

Guide long-term planning and development of waste infrastructure by prioritising finalisation of a state waste infrastructure plan. The plan should include:

• identifying infrastructure required by material type and geographic location (at regional and sub-regional level, including remote areas and Aboriginal communities) and considering population growth and commercial and industry development trends
• considering the infrastructure required to manage and recover site waste from the mining and resources sector, in collaboration with the sector
• identifying infrastructure required to manage hazardous wastes and clinical-related wastes that are feasible to process and recycle in WA
• developing a clear implementation plan and public reporting framework that:
  • prioritises implementation findings to inform infrastructure decision-making
  • includes actions for government and industry to work together to identify and secure strategic sites and separation distances to protect existing and future waste infrastructure facilities and support opportunities for collocation.   

56. Ensure investment in transport infrastructure delivers improved transport system outcomes by:

1. further reforming governance arrangements for the Transport Portfolio to achieve an integrated, strategic, mode-agnostic approach to transport network planning and delivery across all modes of transport 
2. reforming funding hypothecation legislative arrangements for motor vehicle licence revenue to fund the planning and delivery of priority projects across all transport modes, not only road-related infrastructure.

57. Guide future transport infrastructure investments into areas of strategic need by refreshing statewide strategic transport planning, aligned with land-use plans and policies, including:

1. developing, publishing and implementing a new 20-year regional transport plan, including a focus on freight supply chains across all modes and across all regions outside of Perth and Peel that builds on recent region-specific freight plans and considers strategic cross-regional issues
2. developing, publishing and implementing a new 20-year Perth and Peel transport plan that combines and prioritises all key mode-specific transport planning across Transport Portfolio agencies and embeds a diverse range of non-build, demand management and transport innovation opportunities and scenarios, and station precinct intensification opportunities 
3. finalising development of the new Perth transport model, which incorporates the use of modern, diverse network usage data and establishes a seamless staffing and operational model for use across the Transport Portfolio.

58. Address the future loss of fuel excise revenue by:

1. working with other jurisdictions to design a fair and nationally compatible alternative to fuel excise for low and zero emissions vehicles, with any future charging reform to be combined with other initiatives to ensure an overall net-incentive for the uptake of these vehicles
2. when designing a fuel excise alternative scheme and associated technology, ensuring that:
   • the scheme has the potential to include vehicle mass, distance, location and time-of-day pricing elements
   • total road system revenue is maintained at a stable level as a policy reform objective
3. undertaking a review to investigate the merits of location and time-of-day pricing signals being incorporated into a fuel excise alternative to improve road demand management during peak periods in Perth.  

Make better use of existing transport infrastructure, increase public transport usage and reduce road congestion by developing and implementing a public transport patronage action plan with a focus on non-build measures. The action plan should include:

• adopting behaviour-change initiatives, digital technologies, and operational and service delivery innovations, including targeted trials and mobility-as-a-service models and include these in the scope of future business cases for major road and rail infrastructure
• planning for better connectivity to educational facilities and other activity precincts.   

60. Progress targeted expansion and improvement of the road network by:

1. delivering road safety programs in line with Driving change: Road Safety Strategy for Western Australia 2020–2030, including urban design innovations, speed reductions on local streets where appropriate and regional road safety treatments
2. delivering regional maintenance and freight productivity programs to provide fit for purpose road networks
3. progressing targeted, high-impact programs, including intersection upgrades, expanding the use of technology on arterial roads and trials for dynamic bus prioritisation
4. progressing capacity and efficiency upgrades to freeways and major urban highways (particularly Mitchell and Kwinana freeways), incorporating all modes and greater use of technology as a priority option
5. estimating impacts from a range of potential low and zero emissions vehicles and connected and automated vehicle rollout scenarios modelling and sensitivity testing in all major transport project business cases  
6. investigating the feasibility of these long-term major projects: Orrong Road, EastLink WA, Brand Highway and North West Coastal Highway upgrade and Stock Road tunnel river crossing. 

61. Plan and invest in the future development of new heavy rail infrastructure by:

1. investing in high-capacity signalling
2. investing in improved station precinct accessibility through public and active transport programs and improving compliance with the Disability Discrimination Act 1992 (Cth)
3. further investigating the merit and staging of investments in the Rail Growth Plan
4. investigating the feasibility of these long-term major projects: East Wanneroo Rail Link, Bunbury Faster Rail and Perth metropolitan orbital rail route. 

Provide certainty for future metropolitan planning by developing a business case for light rail and/or bus rapid transit as the next stage of major public transport priority investment in Perth, particularly in the Perth CBD and inner and middle suburbs, including completing a full options assessment comparing the Knowledge Arc light rail corridor against a potentially more extensive bus rapid transit system for Perth. 

63. Provide enhanced cycling and walking infrastructure by:

1. allocating a greater portion of state funding to local government cycling projects that deliver strategic, continuous cross-suburban linkages, based on Perth Long Term Cycling Network priorities and equivalent regional plans, including higher state co-funding contributions, further CBD links, projects across multiple local government boundaries and safer active transport links to schools
2. seeking federal funding contributions for a program of cycling infrastructure priority projects
3. requiring application of new safe active transport infrastructure design guidelines for all state and local government projects, based on international best practice, including addressing the needs of micro-mobility device users, cyclists and pedestrians through relevant updates to the WA Planning Commission's policies and Main Roads WA’s procedures for the design, review and approval of local government road works. 

64. Reduce the environmental impacts of road infrastructure use and achieve a higher uptake rate of low and zero emissions vehicles by implementing further measures that support the State Electric Vehicle Strategy for WA, including:

1. setting a more ambitious target for the WA Government light vehicle fleet uptake
2. accelerating the transition or conversion of other state government vehicles to low and zero emissions technologies, including specialised fleets of public transport buses and emergency services vehicles    
3. expanding the rollout of charging infrastructure on government land and buildings, including at train station car parks
4. supporting the private sector to provide charging infrastructure, including in the Perth CBD through the Perth Parking Management Act 1999 and through planning system policy reforms. 

Support the introduction of connected and automated vehicles by ensuring the anticipated future road infrastructure and related technology system requirements of these vehicles are incorporated in the scope of future transport business cases and strategic planning. 

66. Complement Westport’s preparations for a new container port in Kwinana by conducting further strategic planning, including:

1. refining and monitoring the estimated optimal required timing for Outer Harbour investment and operations
2. identifying the future location of non-container trades currently based in the Fremantle Inner Harbour
3. optimising the road and rail supply chain servicing the Inner Harbour
4. developing a long-term Inner Harbour masterplan to support future redevelopment, including transport network capacity
5. consistent with Recommendation 31 in the Planning and coordination chapter, progressing planning for strategic economic development opportunities in the Western Trade Coast to leverage planned Westport investment.

Support strategic economic development opportunities at the Australian Marine Complex by undertaking further planning and staged expansion of common-use infrastructure consistent with the AMC Strategic Infrastructure & Land Use Plan and industry requirements. 

68. Enhance supply chain efficiency by supporting expansion of direct shipping services to the state’s north, including:

1. assessing the viability, costs and benefits of long-term direct shipping services and associated infrastructure requirements
2. seeking Northern Australia Infrastructure Facility and private funding for any major new port facility required for direct shipping, including new common user general cargo facilities
3. funding, in partnership with the Australian Government, all relevant port facilities to have appropriate ‘first point of entry’ infrastructure and systems (for border control, customs and quarantine requirements)
4. planning for fit for purpose road connections to direct shipping facilities. 

69. Support long-term investment decision-making for the state’s freight rail network over the remainder of the lease period, consistent with Recommendation 40b in the Infrastructure delivery chapter, by:

1. implementing a structured approach to planning and consideration of public contributions towards proposals for expansion of the network, supporting government contributions by exception under limited circumstances 
2. pursuing further investigations, including for:
   1. WA Agricultural Supply Chain Improvements
   2. Kalgoorlie Rail realignment.

Progress strategic planning by working with the Australian Government to plan for the long-term potential needs of a new civil aviation and general aviation airport for Perth, including the identification and preservation of sites, and associated connecting infrastructure corridors. 

71. Improve planning and inform investment for social and affordable housing by:

1. preparing and publishing 10+ year regional housing plans for each WA region, including the Perth metropolitan area, to provide a consistent evidence base and drive better housing outcomes across the state, to be refreshed at least every 5 years
2. conducting an initial regional housing plan pilot to resolve housing data coordination and management challenges, define requirements and establish methods of stakeholder input. 

72. Prioritise further infrastructure investment in social and affordable housing by:

1. assessing the level of sustained investment required to accelerate the All paths lead to a home – WA’s 10 year strategy on homelessness 2020–2030 and accompanying action plan, and support people experiencing or at risk of homelessness
2. undertaking a comprehensive audit of social housing assets, including assessments of housing stock condition and opportunities to extend the life of existing assets, as well as the opportunity to better use land assets
3. reviewing the social housing growth targets in the WA Housing Strategy 2020–2030 and setting revised evidence-based net growth targets aligned to forecast need
4. monitoring and reviewing the effectiveness of affordable housing mechanisms, including rental and home ownership programs and policy settings
5. developing a sustained social and affordable housing investment program informed by regional housing plans (see Recommendation 71a) and in line with revised social housing targets (see Recommendation 72c) and existing affordable housing targets. 

73. Enable and diversify social and affordable housing providers and housing choice by:

1. investigating government financing mechanisms, including risk profiles, to support future investment in the sector
2. reforming policy to facilitate growth of registered community housing organisations and reviewing existing Community Housing Agreements to address provisions that limit, or disincentivise, the attraction of alternative financing and funding of new projects
3. leveraging government land assets, including greater opportunities for leasehold tenure, and providing financial and yield incentives to broaden private sector and institutional investment
4. facilitating voluntary participation by tenants and owners in longer-term leases through common and commercially available contracts.

74. Respond to the need for affordable and available housing in regional areas by:

1. establishing the principles, criteria and models for government housing intervention in regional locations that are demonstrating market failure, informed by regional housing plans
2. independently reviewing all regional officer housing assets and programs across the public sector, including the Government Regional Officer Housing program, to assess and identify:
   • implementation status and application of previous reviews
   • effectiveness, efficiency and value for money, particularly in regard to duplicate programs being operated by multiple state agencies
   • opportunities to consolidate housing programs across state agencies
   • ability to respond to state agency and tenant needs
   • appropriateness of models to specific regional property markets, including the risks of negatively impacting local market conditions
   • opportunities for improvements in effectiveness, efficiency, value for money and responsiveness to the needs of agencies, tenants and regional locations  
3. investigating innovative models for implementation that would provide high-quality regional officer and other key worker housing, while managing the cost to government. 

75. Improve Aboriginal housing outcomes and enable options for housing infrastructure by:

1. ensuring Aboriginal social and affordable housing activities and targets correspond with Target 9 of the National Agreement on Closing the Gap to increase the proportion of Aboriginal and Torres Strait Islander people living in appropriately sized (not overcrowded) housing to 88% by 2031
2. delivering sustained investments in Aboriginal housing and capacity building of Aboriginal Community Controlled Organisations to embed housing services into strategic organisational plans, attract and retain skilled staff, and deliver meaningful associated training opportunities, in accordance with Recommendation 6 in the Aboriginal cultural heritage, wellbeing and enterprise chapter  
3. developing a clear, targeted social impact strategy to demonstrate housing need, to seek required funding from the Australian Government, as well as attract diverse financial participation from the private sector where possible. 

76. Alleviate demand on hospitals and support budget sustainability by:

1. fast-tracking the implementation of the Sustainable Health Review to transition the health system to a person-centric, preventative and community-based public health system and ensuring there is adequate capacity within responsible agencies to support this
2. providing publicly available progress reporting at least annually on Sustainable Health Review reform outcomes to support accountability and transparency.

77. Address gaps in the health system service and infrastructure planning by:

1. prioritising finalisation of the review of the WA Health Clinical Services Framework 2014–2024 to provide a basis for system-wide service and infrastructure planning
2. finalising development of the 10-year state health plan, including integrated clinical, infrastructure, public health, digital and workforce planning, to inform health service and infrastructure priorities.
3. establishing an agreement for a sustainable funding footprint to support change and investment required in the health system in line with the 10-year state health plan
4. preparing an annually updated system-wide strategic asset plan that meets the requirements of the Strategic Asset Management Framework
5. completing a full review of the Western Australian Mental Health, Alcohol and Other Drug Services Plan 2015–2025 to ensure it continues to drive long-term system reform
6. assessing options for private and/or not-for-profit healthcare providers to augment the public health system, such as public–private partnerships (where appropriate) and medi-hotels, when planning for health services infrastructure 
7. strengthening lifecycle asset management maturity within the health system, including:
   1. enhancing the capacity of the Department of Health, Mental Health Commission and Health Service Providers to undertake system-wide infrastructure planning and prioritisation
   2. consistent with Recommendation 42a in the Asset management chapter, allocating budget to enable the Department of Health, Mental Health Commission and Health Service Providers to implement fit for purpose asset management planning and systems to ensure health infrastructure, plant and equipment is functionally fit for purpose.

78. Reduce demand on hospitals by increasing investment in community-based services, including:    

1. rebalancing and accelerating investment towards community-based mental health services and facilities, such as supported accommodation, and integrating mental health services into hospitals to address inpatient capacity shortfalls
2. working with the Australian Government to prioritise and expand the role of primary health care in providing more integrated, community-based health services that leverage capacity and support early intervention
3. working with the Australian Government to investigate and invest in innovative models of community-based primary health services and facilities, such as urgent-care clinics and co-located primary and allied healthcare hubs
4. expanding application of digital technologies, such as telehealth and remote inpatient monitoring, to improve health services’ quality and accessibility across WA.

79. Support refocusing of the health system from hospitals and acute care to community-based services by undertaking targeted investment to modernise hospitals and address capacity gaps, including:

1. subject to Recommendation 77a, developing a roadmap for the planning and redevelopment of Royal Perth Hospital, considering any investment required to extend its life without adversely impacting health outcomes
2. subject to Recommendation 77a, developing a roadmap for the planning of and future investment in Sir Charles Gairdner Hospital
3. informed by outcomes of the Graylands Reconfiguration and Forensic Taskforce, prioritising investment to continue the services provided at Graylands Hospital and Selby Lodge through a new or redeveloped facility or facilities or other appropriate models of care, and to transition patients to suitable accommodation, where necessary
4. informed by outcomes of the Graylands Reconfiguration and Forensic Taskforce, prioritising investment in forensic mental health services to ensure appropriate, secured facilities for people with a mental illness involved in the state’s criminal justice system.

Enable health system reforms and improve the quality and accessibility of health services in metropolitan and regional areas by prioritising and funding digital technology initiatives, identified in the WA Health Digital Strategy 2020–2030, subject to business cases, with the electronic medical records program the priority.

81. Improve public health and reduce chronic disease by enabling the built environment to play a stronger role in addressing the wider determinants of health, including:

1. aligning strategic planning and infrastructure proposals to the State Public Health Plan for Western Australia and reporting progress against achieving its objectives through normal reporting mechanisms, such as annual reports
2. finalising regulations required to implement public health assessments, which should be completed for significant strategic planning and infrastructure proposals that are assessed as presenting a high public health risk or have the significant potential for enhanced health outcomes.

82. Reduce Aboriginal health inequity and inequality by establishing health facilities tailored to Aboriginal needs, including:

1. supporting and funding the development of community-based primary care and allied health facilities that are designed and operated in partnership with Aboriginal communities and provide well-integrated and culturally secure wraparound services for Aboriginal people 
2. providing health facilities in Aboriginal communities that are fit for purpose and have access to high-quality digital connectivity to support ongoing and improved delivery of telehealth services.

83. Support health and medical life sciences industry development, research, innovation and commercialisation by co-investing in health and medical life sciences facilities, subject to business cases, including:

1. establishing local medtech and pharmaceutical manufacturing infrastructure and capabilities to support the implementation of the Health and Medical Life Sciences Industry Strategy to develop a world-class health and medical life sciences industry
2. identifying opportunities for the Future Health Research and Innovation Fund to partner with the Australian Government, academia and the private sector, to realise the infrastructure-related aims of the fund.    

84. Improve school infrastructure planning and delivery that meets student needs by:

1. reviewing data formats, sources, accessibility and assumptions to ensure they are timely and functional for planning school demand, greenfield and infill areas
2. applying software and systems that use new methodologies (such as scenario modelling) to test innovative solutions for government schools in the context of the public and private school assets
3. preparing a program-level business case for site acquisition in inner and middle suburbs, aligned with school network planning needs
4. enabling the use of medium-rise to high-rise public vertical schools in appropriate locations, particularly engaging with stakeholders to foster broader community acceptance of this model
5. using transportable school buildings only as a temporary demand solution, and not where enrolment growth is expected to continue
6. consistent with Recommendation 38f in the Infrastructure delivery chapter, considering offsite and modular construction that enables a contemporary teaching and learning environment
7. progressively retiring transportable school buildings where they no longer meet contemporary teaching and learning environment requirements
8. implementing collocation and shared use with childcare, health and community support services where possible, particularly in areas of disadvantage
9. consistent with Recommendation 42a in the Asset management chapter, allocating budget to implement fit for purpose asset management planning to ensure ageing school assets are functionally fit for purpose.

85. Better plan for and invest in future skills and training by:

1. involving the Department of Training and Workforce Development, TAFEs and relevant private training organisations when strategies or plans are developed for new or existing industry sectors, to ensure future curriculum is planned in a timely manner
2. establishing a dedicated and ongoing funding program for TAFE training equipment and software and facilitating industry co-contributions where appropriate
3. further encouraging apprenticeships and traineeships on public infrastructure projects by expanding the use of group training organisations, including the use of incentives and promoting the use of group training organisations
4. updating the Strategic Asset Management Framework’s Strategic Asset Plan and Business Case guidelines to require projects and programs with a capital cost of $100 million or more to consider the availability of, and/or need for, skills and training.  

Guide priorities, including infrastructure and investment needs by developing and publishing a 10+ year state arts and culture strategy.

87. Ensure equitable access to regional-level sporting infrastructure and inform investment priorities in the Perth and Peel regions and major regional centres by:

1. identifying gaps in the current provision of regional-level sporting and recreation facilities
2. developing and publishing a 10+ year regional-level sporting facilities plan.

88. Optimise use, improve accessibility and ensure facilities are fit for purpose by increasing investment in existing and new arts, culture, sport and recreation infrastructure, including:

1. delivering an internationally significant flagship Western Australian Aboriginal cultural centre in Perth, subject to a business case
2. improving the capacity and quality of convention and exhibition facilities in the Perth CBD to attract high-capacity national and global events, subject to a business case
3. completing planning to redevelop the Perth Convention Precinct
4. redeveloping the Perth Cultural Centre to improve civic infrastructure and the public domain, subject to a business case
5. delivering priority capital works proposed in the State Sporting Infrastructure Plan, subject to business cases.

Guide tourism precinct and infrastructure development and investment by developing and publishing a 10+ year state tourism strategy that sets a vision and targets for tourism growth and the associated infrastructure requirements.

90. Drive increased international and domestic visitation prior to the release of a 10+ year tourism strategy by investing in the 4 jewels in the crown of WA’s tourism offering, including:

1. preparing destination management plans that expand on existing clusters of attractions and enabling infrastructure; consider long-term supply, demand and capacity goals; and detail a program of new or upgraded infrastructure, amenities and attractions for the:
   • Perth region (including Rottnest Island)
   • South West region
   • Ningaloo Coast (including Exmouth)
   • Kimberley region (including Broome)
2. investing in the infrastructure program detailed in the destination management plans for the 4 jewels, subject to business cases
3. consistent with Recommendation 36d in the Planning and coordination chapter, capturing the wider impacts of investment decisions on tourism-related infrastructure.

Reduce demand for police, courts and corrective services, and associated infrastructure by establishing and implementing specific cross-agency stretch targets, measures to achieve these targets and publicly reporting progress against these targets each year. The targets should:  

• seek to reduce the need for additional built infrastructure
• focus on measures related to prevention, early intervention, rehabilitation and reducing recidivism
• expressly address over-representation of Aboriginal people in the criminal justice system.

92. Improve justice and public safety infrastructure planning with a focus on the interdependencies of police, courts and correctional facilities by:

1. pursuing collocation opportunities with government and non-government providers to establish precincts
2. improving alignment and cooperation between the Department of Justice and WA Police Force to manage shared assets, including ageing regional facilities
3. updating and maintaining the Long Term Custodial Infrastructure Plan based on a finalised prison network design concept model, and including a range of alternative demand scenarios that capture potential diversionary activities, based on appropriate modelling tools
4. progressing long-term planning (equivalent to the Long Term Custodial Infrastructure Plan) for courts and police facilities.

93. Improve facilities and increase capacity by investing in fit for purpose and contemporary major justice and public safety infrastructure, including:   

1. replacing the Broome Regional Prison, subject to a business case
2. replacing the WA Emergency Management Training Centre, subject to a business case
3. further investigating the phased rollout of the Government Radio Network, subject to a finalised business case.