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Building Momentum State Infrastructure Strategy 2018-2038

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Building Momentum State Infrastructure Strategy 2018-2038 Building Momentum State Infrastructure Strategy 2018-2038 February 2018 Contents Page 1 Chairman’s foreword 4 Overview 6 Executive summary 8 The context 18 Contents 1. Strategic context 19 1.1 Introduction 19 1.2 Infrastructure demand 21 1.3 Challenges and opportunities 23 1.4 Strategy methodology 26 1.5 Strategy benefits 28 The response 30 2. Integrating land use and infrastructure planning 31 2.1 Recent progress 32 2.2 Challenges and opportunities 32 2.3 Response 32 3. Infrastructure planning, prioritisation and delivery 44 3.1 Recent progress 44 3.2 Challenges and opportunities 45 3.3 Response 45 February 2018 Infrastructure NSW | State Infrastructure Strategy 2018-2038 Contents Page 2 4. Asset management – assurance and utilisation 52 9. Transport 118 4.1 Recent progress 53 9.1 Recent progress 120 4.2 Challenges and opportunities 54 9.2 Challenges and opportunities 120 4.3 Response 55 9.3 Response 121 5. Resilience 62 10. Energy 148 5.1 Recent progress 63 10.1 Recent progress 149 5.2 Challenges and opportunities 63 10.2 Challenges and opportunities 149 5.3 Response 64 10.3 Response 151 6. Digital connectivity and technology 70 11. Water 156 6.1 Recent progress 71 11.1 Recent progress 158 6.2 Challenges and opportunities 71 11.2 Challenges and opportunities 158 6.3 Response 76 11.3 Response 160 7. Innovative service delivery models 84 12. Health 168 7.1 Recent progress 85 12.1 Recent progress 169 7.2 Challenges and opportunities 85 12.2 Challenges and opportunities 171 7.3 Response 86 12.3 Response 176 8. Geographic infrastructure directions 92 13. Education 188 8.1 Defining geographic infrastructure planning 93 13.1 Recent progress 189 8.2 New South Wales 96 13.2 Challenges and opportunities 189 8.3 Regional New South Wales 98 13.3 Response 190 8.4 Greater Sydney and the outer metropolitan area 104 Infrastructure NSW | State Infrastructure Strategy 2018-2038 February 2018 Contents Page 3 14. Justice 200 14.1 Recent progress 201 14.2 Challenges and opportunities 201 14.3 Response 207 15. Culture, sport and tourism 208 15.1 Recent progress 209 15.2 Challenges and opportunities 209 15.3 Response 210 Glossary 216 Bibliography 226 Appendices 238 Appendix 1 Recommendations 239 Appendix 2 Expert reports 249 Appendix 3 Expert advisors 250 February 2018 Infrastructure NSW | State Infrastructure Strategy 2018-2038 Chairman’s foreword Page 4 Dear Premier, On behalf of the Board of Infrastructure NSW, I am pleased to present the State Infrastructure Strategy 2018-2038 (2018 SIS). As required by the Infrastructure NSW Act 2011, this 20-year strategy sets out Infrastructure NSW’s independent advice on the Chairman’s current state of the State’s infrastructure and the needs and priorities over the next 20 years. NSW currently has the largest state infrastructure building program in the nation, supported by the strongest state economy and significant capital funding commitments – including $30 billion in the Restart NSW fund generated over the past five years foreword from asset recycling and other sources, including It is with great pleasure that I provide over-budget tax receipts. These Restart NSW funds are earmarked for essential new economic and social the State Infrastructure Strategy infrastructure. 2018-2038 to the NSW Government Infrastructure NSW is proud to have played our part on behalf of Infrastructure NSW, in in helping the Government to deliver its infrastructure accordance with the Infrastructure program. By providing advice and fulfilling two further roles – delivering designated projects through Projects NSW Act 2011. NSW and providing external review of all major projects under the Infrastructure Investor Assurance Framework – we have provided vital support to the Government in selecting and overseeing the effective delivery of the State’s substantial project pipeline. Infrastructure NSW | State Infrastructure Strategy 2018-2038 February 2018 Chairman’s foreword Page 5 Unlike the two prior strategies, the 2012 SIS–First Accordingly, this strategy is less a list of projects the desired level in relation to water, energy, health, Things First – and the 2014 SIS Update, this strategy – recognising that the State already has a healthy justice and tourism. By 2020, the Government should looks beyond existing infrastructure backlogs and pipeline of capital works – and more a set of policies aspire to have in place a comprehensive suite of current projects and identifies the policies and and strategies required to make more efficient use sectoral strategies that will be fully consistent with and strategies needed to maintain the State’s leadership of existing and new infrastructure and to deploy complementary to this 2018 SIS. in providing highly productive infrastructure in a timely digital technologies to optimise efficiency, reduce manner to meet the needs of a growing population and maintenance and manage peak demands while In closing, I thank my colleagues at Infrastructure NSW a growing economy. delivering essential infrastructure in the most cost- – ably led by CEO Jim Betts – for their preparation of efficient way. this strategy, as well as the many expert advisors who This forward-looking emphasis is reflected in the title of have contributed to it. this strategy: Building Momentum. This strategy also emphasises the importance of ‘joined-up’ planning and delivery of infrastructure. I commend the strategy to the Government. The 2018 SIS focuses on the three essential When combined with the Greater Sydney Region Plan, ingredients for economic prosperity – population, Regional Plans across the State, Future Transport Yours faithfully, productivity and participation – with a particular focus 2056 and regional economic development strategies, on making NSW enterprises more productive and this strategy gives the Government for the first time encouraging workforce participation (especially by a fully integrated land use and infrastructure plan. women and older citizens) by providing infrastructure This is a landmark achievement. Joined-up planning that creates convenient and time-efficient access to is essential to encourage and attract private sector Graham Bradley AM jobs. With the State expecting significant population investment alongside public investment to build the Chair growth over the next 40 years, improving economic State’s infrastructure momentum. Infrastructure NSW productivity and liveability will require the Government to make smart choices about how its limited funds are While a framework for integrated planning across allocated to maximise social and economic benefits. the State now exists, and while some government agencies are well advanced in detailing strategies for the next 20 years and beyond, this strategy recommends that more work be done over the next year or so to bring the State’s planning up to February 2018 Infrastructure NSW | State Infrastructure Strategy 2018-2038 Overview Page 6 Context better asset management and the impact of new technology all play key roles. It also recognises the NSW has the largest infrastructure program and importance of making the most of existing assets the strongest economy in Australia. A key factor in through partnerships and shared uses, innovative the State’s recent success has been its focus on service delivery models and the use of digital Overview infrastructure investment, job creation and accelerated technologies. housing supply. The NSW population will grow from: NSW’s population is forecast to increase from 7.7 million people today to over 12 million by 2056 – an additional four million people needing two million more homes. NSW will face a tightening fiscal position as its 7.7 2016 MILLION share of Commonwealth Government revenue declines and its ageing population increases the demand for health and other services. 9.9 To meet these challenges, this 20-year State MILLION 2036 Infrastructure Strategy makes recommendations for each of NSW’s key infrastructure sectors – transport, energy, water, health, education, justice, social 12.1 housing, culture, sport and tourism. If accepted, MILLION Infrastructure NSW’s recommendations would have a 2056 substantial, highly positive impact on the State’s future: Source: NSW Department of Planning and Environment 2016; The Centre for growing the NSW economy by increasing productivity International Economics 2018 and participation, and generating significant additional employment. Strategic directions Even greater benefits can be generated if the The Strategy sets six cross-sectoral strategic Government is able to free-up new sources of funding directions, each designed to achieve ‘more with less’ – for instance, from user charges or further asset from the State’s large infrastructure program and asset recycling. base. The State Infrastructure Strategy 2018-2038 is about 1. Continuously improve the integration of land more than big projects. It focuses on continuing to get and infrastructure planning so that population the basics right, adopting a place-based approach to growth does not erode the amenity and character infrastructure planning and delivery in which resilience, of our suburbs, towns and communities. Integrated Infrastructure NSW | State Infrastructure Strategy 2018-2038 February 2018 Overview Page 7 planning will ensure that capital investment plans 6. Drive high quality consumer-centric services around Parramatta and ultimately to the emerging are linked to and keep pace with land use plans for and expand innovative service delivery Western Sydney Airport and employment centres housing and jobs
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