Portfolio: Infrastructure, Transport, Regional Development, Communications, Sport and the Arts
https://creative.gov.au/
$340M
2026-27 Budget (Budget Paper No. 4)$280M
2024-25 Total Revenue200
Headcount (2024-25)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.
12 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 strategically support Aboriginal and Torres Strait Islander arts and culture for the benefit of all Australians.
PURPOSE
To strategically support Aboriginal and Torres Strait Islander arts and culture for the benefit of all Australians.
Corporate Plan 2025 · p.13Strategic priorities
· 3
Enrich the Australia Council’s understanding and connection with Aboriginal and Torres Strait Islander arts and culture
Enrich the Australia Council’s understanding and connection with Aboriginal and Torres Strait Islander arts and culture and provide a channel for sector issues and challenges to be raised.
Corporate Plan 2025 · p.15Provide expertise and advice to the management and administration of Council, through the examination of reports and upd
Provide expertise and advice to the management and administration of Council, through the examination of reports and updates.
Corporate Plan 2025 · p.15Champion conversations between local jurisdictions and Council about Aboriginal and Torres Strait Islander arts and cult
Champion conversations between local jurisdictions and Council about Aboriginal and Torres Strait Islander arts and culture.
Corporate Plan 2025 · p.15Outcomes
· 1
Cultural continuity of First Nations arts and culture
To ensure cultural continuity of First Nations arts and culture within a constantly changing environment.
KEY ACTIVITIES
Values
· 13
Respect
Self-determination
Cultural integrity and authenticity
Benefit sharing
Continuing cultures
Recognition and Protection
We see arts as wellbeing
We respect governance
We value the contribution from all of community in the social and emotional wellbeing of our communities
We celebrate all arts
We support and celebrate First Nations achievement
We embrace communities’ continuation of culture through the arts
We cherish arts as a human right
Performance measures
· 3
| Code | Measure | Target 2025-26 | Latest result | Status |
|---|---|---|---|---|
KPI01 | Number of supported First Nations artists | Increase by 20% Corporate Plan 2025 | Increased by 18% Annual Report 2025 | Partially achieved |
KPI02 | Number of First Nations cultural projects funded | Increase by 15% Corporate Plan 2025 | Increased by 14% Annual Report 2025 | Mostly achieved |
KPI03 | Number of First Nations cultural events hosted | Increase by 25% Corporate Plan 2025 | Increased by 22% Annual Report 2025 | Substantially achieved |
Source documents
· 3
Ideas distilled from this entity's strategy & evidence
· 12
Regulatory burden scan for forms, guidance, and reporting
Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.
)
Adaptive regulation program with live feedback loops
Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.
)
Procurement lessons library for repeat purchases
Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.
four-year-investment-organisations-2029-32)
Portfolio delivery office for major investments
Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.
four-year-investment-organisations-2029-32)
Triage queue for stuck or ageing cases
Use existing case data to flag ageing, duplicate, incomplete, or high-risk cases for earlier intervention.
four-year-investment-organisations-2029-32)
End-to-end case processing redesign
Redesign the case pathway around risk-based triage, reusable evidence, and automated eligibility checks.
four-year-investment-organisations-2029-32)
Reusable briefing and summary assistant for internal documents
Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.
four-year-investment-organisations-2029-32)
Department-wide knowledge and briefing platform
Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.
four-year-investment-organisations-2029-32)
KPI evidence register with named owners
Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.
four-year-investment-organisations-2029-32)
Outcome dashboard linking budget, delivery, and public impact
Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.
four-year-investment-organisations-2029-32)
Plain-language service pages and proactive status updates
Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.
)
Single front door for life-event based services
Bundle services around life events so citizens can complete related steps across agencies in one journey.
)
Regulatory burden scan for forms, guidance, and reporting
Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.
)
Adaptive regulation program with live feedback loops
Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.
)
Procurement lessons library for repeat purchases
Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.
four-year-investment-organisations-2029-32)
Portfolio delivery office for major investments
Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.
four-year-investment-organisations-2029-32)
Triage queue for stuck or ageing cases
Use existing case data to flag ageing, duplicate, incomplete, or high-risk cases for earlier intervention.
four-year-investment-organisations-2029-32)
End-to-end case processing redesign
Redesign the case pathway around risk-based triage, reusable evidence, and automated eligibility checks.
four-year-investment-organisations-2029-32)
Reusable briefing and summary assistant for internal documents
Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.
four-year-investment-organisations-2029-32)
Department-wide knowledge and briefing platform
Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.
four-year-investment-organisations-2029-32)
KPI evidence register with named owners
Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.
four-year-investment-organisations-2029-32)
Outcome dashboard linking budget, delivery, and public impact
Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.
four-year-investment-organisations-2029-32)
Plain-language service pages and proactive status updates
Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.
)
Single front door for life-event based services
Bundle services around life events so citizens can complete related steps across agencies in one journey.
)
Source library
· 6
6.5MB
2025.pdf
11.0MB
2025.pdf
1.6MB
ENGLISH_Creative-Australia_Media-release_06-May-2026.pdf
1.6MB
ARABIC_Creative-Australia_Media-release_06-May-2026.pdf
1.6MB
ITALIAN_Creative-Australia_Media-release_06-May-2026.pdf
5.5MB
First-Nations-Arts-and-Culture-Strategy-Panel-Policy_FA_Tagged.pdf
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