Portfolio: Infrastructure, Transport, Regional Development, Communications, Sport and the Arts
http://www.asf.org.au
$167M
2026-27 Budget (Budget Paper No. 4)$50M
2024-25 Total Revenue30
Headcount (2024-25)Significant upward shift in 2026-27 funding (+30.4%, $39M change). 2025-26 estimated actual $128M → 2026-27 budget $167M. Source: Budget Paper No. 4, Agency Resourcing tables.
New Vehicle Efficiency Standard (NVES) Regulator and IT Build
Department of Infrastructure, Transport, Regional Development, Communications, Sport and the Arts
Total Budget
$79.2M
Digital Budget
$23.8M
July 2024 — January 2026
The establishment of a NVES for light vehicles will deliver more fuel-efficient cars for Australians and support the government’s commitment to achieve net zero by 2050. This investment is for the development of an effective ICT environment in which to manage the regulatory obligations around the NVES, such as data capture from vehicle suppliers/importers, reporting, facilitation of compliance and audit functions, and the establishment and maintenance of a NVES credit trading scheme.
Reporting and Program Management (RPM) System
Department of Infrastructure, Transport, Regional Development, Communications, Sport and the Arts
Total Budget
$30.8M
Digital Budget
$14.2M
July 2023 — June 2026
The RPM project is improving the administration of grant payments to states and territories for land transport infrastructure projects. Following recommendations from the Australian National Audit Office, the department is developing a new system, which has been designed to address evolving business needs and transition the current legacy system to a more scalable and flexible system. The RPM Project Objectives are: (1) Develop a new system to automate, simplify and streamline business processes; (2) Provide a single source of data for all grant process stages that is validated and accurate, easy to access and analyse; (3) Ensure the new system is intuitive, easy to use and flexible, and can be extended to meet future needs; and (4) Migrate data from the existing data sources into a consolidated source of truth for infrastructure investment.
Digital First (DF) Program
National Archives of Australia
Total Budget
$25.1M
Digital Budget
$20.6M
July 2023 — June 2026
The National Archives of Australia has established the DF Program to uplift its ability to manage, preserve and provide meaningful access to an increasingly digital collection of records that hold national significance. In late 2025, the DF Program was rescoped to realign the work of the program to support implementation of the new Strategy 2025–2030: Evolving National Archives. The program will finish in June 2026, with additional scope relating to account and workload management to be addressed through strategy implementation.
Fighting SMS Scams
Australian Communications and Media Authority
Total Budget
$10.9M
Digital Budget
$3.2M
October 2024 — July 2026
This project is enabling the Australian Communications and Media Authority (ACMA) to develop, operate and maintain an SMS ID registry to help prevent scammers from impersonating brands and entities in texts, using message headers (such as myGov), and to create a trusted communications channel.
Spectrum Management
Australian Communications and Media Authority
Total Budget
$22.7M
Digital Budget
$20.9M
October 2022 — May 2027
The digital spectrum management system will include a range of new and enhanced digital and ICT capabilities to support improved spectrum management.
8 tagged
Reform proposals on YourGov that name this department as a delivery partner — drawn from citizen voice, government strategy, research, international examples and gap analysis.
STRATEGY SUMMARY
To be the nation's leading catalyst for philanthropic funding in sport, partnering with athletes, clubs, organisations and donors to deliver a sustainable future for sport.
VISION
“A healthier, more inclusive Australia by empowering all communities to access the health and social benefits of sport through philanthropic support.”
Corporate Plan 2025 · p.7PURPOSE
To be the nation's leading catalyst for philanthropic funding in sport, partnering with athletes, clubs, organisations and donors to deliver a sustainable future for sport.
Corporate Plan 2025 · p.5Strategic priorities
· 3
Greater need for fundraising, and the support offered by the ASF, among community sports clubs.
Corporate Plan 2025 · p.13Greater need to support elite athletes and those on pathways in the lead up to Australia’s cluster of world sporting eve
Greater need to support elite athletes and those on pathways in the lead up to Australia’s cluster of world sporting events including the Brisbane Olympics and Paralympics.
Corporate Plan 2025 · p.13Greater need for communities to replace lost or damaged equipment and infrastructure caused by increased climate events.
Corporate Plan 2025 · p.13Outcomes
· 1
Outcome 1: Sport’s share of the philanthropic market
To grow sport’s share of the philanthropic market in Australia.
KEY ACTIVITIES
Values
· 3
Empowering all communities
Philanthropic support
Sustainable future for sport
Performance measures
· 4
| Code | Measure | Target 2025-26 | Latest result | Status |
|---|---|---|---|---|
CCE01 | Fundraising for sport | Achieve >$165m pa Corporate Plan 2025 · p.11 | $118m Annual Report 2024-25 · p.11 | Partially achieved |
CCE02 | Registered members | Achieve >11,000 registered members Corporate Plan 2025 · p.11 | 6,200 Annual Report 2024-25 · p.11 | Partially achieved |
CCE03 | Fundraising activation rate | Achieve a recurring activation rate of >65% of registered members Corporate Plan 2025 · p.11 | 60% Annual Report 2024-25 · p.11 | Partially achieved |
CCE04 | Philanthropic funding | Generate $6M in new recurring funding Corporate Plan 2025 · p.11 | $1m Annual Report 2024-25 · p.11 | Not achieved |
Source documents
· 7
2024-25
2024-2025 Annual Report
Open
2023-24
2023-2024 Annual Report
Open
2022-23
2022-2023 Annual Report
Open
2021-22
2021-2022 Annual Report
Open
2020-21
2020-2021 Annual Report
Open
2025
Download
Open
Download
Open
Ideas distilled from this entity's strategy & evidence
· 8
Streamline Grant Approval Process
Simplify and expedite the grant approval process to reduce delays in funding.
2024-25.pdf
Data Transparency Initiative
Launch a public dashboard to transparently report on funding allocations and outcomes.
2025.pdf
Philanthropy Outreach Program
Develop a targeted outreach program to increase community engagement and new donor acquisition.
2025.pdf
Athlete Mentorship Program
Establish a mentorship program pairing athletes with young aspiring sports players.
2024-25.pdf
Adopt Overseas Funding Model
Implement a successful overseas donor engagement model to boost fundraising.
association-worldbank.org-governance.txt
Operational Efficiency Audit
Conduct an operational efficiency audit to identify and eliminate redundant processes.
2024-25.pdf
Recurring Funding Strategy
Develop a strategic plan to increase recurring donations and secure long-term funding.
2025.pdf
Infrastructure Repair Program
Launch a program to repair and replace damaged sports infrastructure funded by donations.
2025.pdf
Streamline Grant Approval Process
Simplify and expedite the grant approval process to reduce delays in funding.
2024-25.pdf
Data Transparency Initiative
Launch a public dashboard to transparently report on funding allocations and outcomes.
2025.pdf
Philanthropy Outreach Program
Develop a targeted outreach program to increase community engagement and new donor acquisition.
2025.pdf
Athlete Mentorship Program
Establish a mentorship program pairing athletes with young aspiring sports players.
2024-25.pdf
Adopt Overseas Funding Model
Implement a successful overseas donor engagement model to boost fundraising.
association-worldbank.org-governance.txt
Operational Efficiency Audit
Conduct an operational efficiency audit to identify and eliminate redundant processes.
2024-25.pdf
Recurring Funding Strategy
Develop a strategic plan to increase recurring donations and secure long-term funding.
2025.pdf
Infrastructure Repair Program
Launch a program to repair and replace damaged sports infrastructure funded by donations.
2025.pdf
Legislation administered
· 3
1989
Australian Sports Commission Act 1989
The entity was established under this Act to raise money for the development of Australian sport.
2013
Public Governance, Performance and Accountability Act 2013
The entity is subject to this Act, which outlines governance and accountability requirements for Commonwealth entities.
2001
Corporations Act 2001
The entity is incorporated under this Act as a company limited by guarantee.
Source library
· 8
Bodies within the Infrastructure, Transport, Regional Development, Communications, Sport and the Arts portfolio
High Speed Rail Authority
Corporate Commonwealth Entity
WSA Co Limited
Commonwealth Company
National Transport Commission
Corporate Commonwealth Entity
National Capital Authority
Non-corporate Commonwealth Entity
National Intermodal Corporation Limited
Commonwealth Company
Infrastructure Australia
Corporate Commonwealth Entity
Civil Aviation Safety Authority
Corporate Commonwealth Entity
Australian Transport Safety Bureau
Non-corporate Commonwealth Entity
Australian Rail Track Corporation Limited
Commonwealth Company
Australian Maritime Safety Authority
Corporate Commonwealth Entity
Airservices Australia
Corporate Commonwealth Entity
Northern Australia Infrastructure Facility
Corporate Commonwealth Entity