What WA’s 2026 Agency Commissioning Plan signals for the future of ECEC

The Western Australian Department of Communities’ 2026 Agency Commissioning Plan (ACP) reports on its strategic direction, commissioning priorities and system-level reforms which may have clear implications for the early years sector.

As governments across Australia shift toward outcomes-based commissioning, the ACP provides an early indication of what ECEC providers can expect: stronger accountability, deeper collaboration and a more integrated approach to supporting children and families.

While framed within the broader community services system, the plan’s focus on children, young people, families, Aboriginal communities and place-based service design closely aligns with the contexts in which ECEC operates. For providers, centre managers and boards, the ACP signals a changing commissioning environment that will shape future service delivery.

The ACP positions children, young people and families as central to the Department’s commissioning agenda. This reflects a broader national shift, where early childhood is increasingly recognised as critical to long-term social and economic outcomes.

For ECEC providers, this reinforces expectations that services operate not only as education settings, but as part of a broader system of early intervention, family support and community wellbeing.

The plan’s emphasis on outcomes, rather than outputs, signals that providers will need to demonstrate:

• measurable contributions to child wellbeing

• evidence of family engagement

• alignment with community service objectives

• data capability and transparent reporting

This direction aligns with the National Quality Framework (NQF), particularly the increasing focus on outcomes for children’s learning, development and wellbeing.

A key feature of the ACP is the shift toward strategic commissioning. This represents a move away from short-term, transactional funding toward longer-term, evidence-informed investment in services that demonstrate impact.

For ECEC providers, several implications emerge:

• Stronger governance expectations
  Providers may need to demonstrate organisational capability, risk management and financial sustainability.

• Greater focus on quality and outcomes
  Funding decisions are increasingly linked to evidence of effectiveness, not simply service delivery.

• More integrated service models
  Services that connect with family support, parenting programs or community initiatives may see expanded opportunities, alongside increased expectations for collaboration.

• Longer-term funding arrangements
  Multi-year agreements may support improved workforce stability and strategic planning.

These shifts are particularly relevant for providers operating in communities experiencing vulnerability or delivering wraparound supports.

The ACP places strong emphasis on Aboriginal self-determination, with Aboriginal Community Controlled Organisations (ACCOs) central to future commissioning approaches. This aligns with national commitments under Closing the Gap.

For the ECEC sector, this signals:

• increased investment in ACCO-led early learning services

• expectations for cultural capability across all providers

• stronger partnership requirements between mainstream organisations and ACCOs

• commissioning processes that prioritise Aboriginal governance and leadership

Providers will need to ensure that governance, workforce capability and engagement practices reflect genuine cultural responsiveness, rather than compliance-based approaches.

The ACP highlights a clear shift toward improved data systems, outcomes measurement and evidence-based decision-making. These are no longer emerging priorities, they are becoming standard expectations.

ECEC providers should anticipate:

• more complex reporting requirements

• alignment with cross-agency outcomes frameworks

• increased use of data in funding decisions

• expectations for continuous improvement and evaluation

This will require investment in systems, workforce capability and data literacy across organisations.

Importantly, the ACP acknowledges the importance of sector sustainability. Commitments to engagement, transparency and long-term viability indicate a more collaborative commissioning approach.

This is a positive signal for ECEC providers navigating workforce shortages, rising operational costs and increasing regulatory complexity. It suggests a system that recognises these pressures while seeking to build a more stable service environment.

The ACP is not an ECEC-specific policy, but it provides a clear indication of future direction. It reflects how governments are approaching investment, accountability and service design across the broader social services system.

For ECEC leaders and boards, key priorities include:

• strengthening governance and organisational capability

• building data and evaluation capacity

• preparing for outcomes-based commissioning models

• deepening partnerships with community organisations and ACCOs

• aligning services with broader child and family wellbeing outcomes

The early years sector is increasingly recognised as foundational to long-term social outcomes. The ACP reinforces this position, and sets clearer expectations for how providers will demonstrate their impact.

For full details, read the Western Australian Department of Communities’ Agency Commissioning Plan.