Portfolio: Home Affairs
https://nema.gov.au/#/
$275M
2026-27 Budget (Budget Paper No. 4)$1.5B
2024-25 Total Revenue650
Headcount (2024-25)Significant downward shift in 2026-27 funding (-25.6%, $95M change). 2025-26 estimated actual $370M → 2026-27 budget $275M. Source: Budget Paper No. 4, Agency Resourcing tables.
National Criminal Intelligence System (NCIS)
Australian Criminal Intelligence Commission
Total Budget
$373.7M
Digital Budget
$373.7M
January 2018 — June 2027
The NCIS will provide secure access to a national view of criminal information and intelligence.
Anti-Money Laundering and Counter-Terrorism Financing Reform - AUSTRAC
Australian Transaction Reports and Analysis Centre (AUSTRAC)
Total Budget
$159.4M
Digital Budget
$53.1M
July 2024 — June 2026
The Australian Government is reforming Australia’s Anti Money Laundering and Counter Terrorism Financing (AML/CTF) regime to combat illicit financing and meet international standards, extending regulation to Tranche 2 entities. AUSTRAC will implement these changes, increasing the regulated population from 17,000 to over 100,000. This expansion will profoundly impact AUSTRAC’s regulatory activities, requiring a redesign of its approach.
Digital Trade Accelerator Projects (DTAP)
Department of Home Affairs
Total Budget
$29.9M
Digital Budget
$29.9M
July 2024 — June 2026
The DTAP will improve cross-border trade by enhancing border and biosecurity risk assessments and government-to-business trade data sharing.
National Automated Fingerprint Identification System (NAFIS) NextGen
Australian Criminal Intelligence Commission
Total Budget
$40.2M
Digital Budget
$40.2M
November 2020 — October 2025
The NAFIS NextGen will provide improved system serviceability by implementing a modern, future-proof software platform and cloud infrastructure hosting for the matching of national fingerprint data.
National Firearms Register (NFR) Program
Australian Criminal Intelligence Commission
Total Budget
$161.2M
Digital Budget
$161.2M
July 2024 — June 2028
The NFR Program is delivering a significant capability uplift of the existing Australian Firearms Information Network (AFIN). As part of this uplift, the program will deliver a secure, end-to-end information management sharing system for firearm licences and permits. The NFR will provide timely, consistent and accurate information on firearms and their owners across all jurisdictions, strengthening law enforcement capability and enhancing police and community safety. The program is being delivered under a federated model across multiple Commonwealth agencies and jurisdictions. The financial figures presented in this report relate specifically to Commonwealth funding provided to the Australian Criminal Intelligence Commission as the lead agency, and do not include funding allocated to other Commonwealth agencies or jurisdictions participating in the broader program implementation. At the time of preparing this reporting, the program is subject to the escalation protocols set out in the Assurance Framework for Digital and ICT Investments. These protocols are designed to support agencies in the timely resolution of delivery challenges.
Streamlining the Cargo Intervention Model (SCIM) – First Pass Business Case
Department of Home Affairs
Total Budget
$25.2M
Digital Budget
$25.2M
February 2024 — June 2027
This project will design, test and evaluate new cargo intervention models for cross-border trade. A trial will be conducted at a selected high-volume seaport.
Visa Modernisation/Digitisation – Sustaining Visa Processing Capability (SVPC)
Department of Home Affairs
Total Budget
$24.2M
Digital Budget
$24.2M
July 2023 — June 2026
This investment will improve existing visa systems in Home Affairs. Enhancements will be designed for future reuse and deliver broad operational benefits. This investment is an interim solution to sustain and enhance the existing ICT visa systems to improve visa service delivery and increase Australia’s attractiveness as a destination for travellers, temporary residents and migrants.
Australian Border Force (ABF) NEXUS
Department of Home Affairs
Total Budget
$6.7M
Digital Budget
$6.7M
January 2024 — June 2027
This project involves the development and trial of ABF Nexus application in the air cargo domain and the development of the business case for full roll out of the application across all operational domains Australia wide. Once rolled out, the application will be used nationally to record cargo examination information.
Disaster Program Management System (DPMS)
National Emergency Management Agency
Total Budget
$6.8M
Digital Budget
$6.8M
July 2024 — TBC
The DPMS will accurately track Disaster Recovery Funding Arrangements (DRFA) programs at the community level and generate improved insights into program management. It will improve stability, automation and end-to-end processes, and create a robust foundation for improvements that will provide appropriate oversight of delivery of Commonwealth-funded programs.
Investigation Management Solution (IMS) Program
Australian Federal Police
Total Budget
$54.5M
Digital Budget
$54.5M
April 2020 — June 2025
The IMS provides the Australian Federal Police (AFP) with the ability to manage investigative processes and related investigative information in a single system, enabling a consistent approach to the management of investigative information across the AFP.
Operations and Funding Arrangements for the Australian Criminal Intelligence Commission (ACIC) – Secure Internet Gateway
Australian Criminal Intelligence Commission
Total Budget
$6.4M
Digital Budget
$6.4M
December 2023 — September 2025
This project involved the transition of the Secure Internet Gateway (SIG) to provide the agency with secure entry and exit points for services consumed and provided via the internet. This project related to operations and funding arrangements for the ACIC.
Paperless Trading – Digital Verification Platform (DVP)
Department of Home Affairs
Total Budget
$9.1M
Digital Budget
$9.1M
January 2022 — February 2025
This project involved the implementation of a DVP for priority trade documentation that will simplify trade for Australian exporters with trusted digital trade documents.
Risk Assessment Tobacco
Department of Home Affairs
Total Budget
$10.1M
Digital Budget
$10.1M
April 2024 — June 2027
This project involves the uplift of vaping and illicit tobacco risk targeting and threat detection.
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
Working through meaningful partnerships, we will build Australia’s capacity for disaster resilience and support our communities when they need it most. [CP p.11]
VISION
“To enable more secure, stronger and resilient communities before, during and after emergencies. [CP p.11]”
Corporate Plan 2025-26 · p.11PURPOSE
Working through meaningful partnerships, we will build Australia’s capacity for disaster resilience and support our communities when they need it most. [CP p.11]
Corporate Plan 2025-26 · p.11Strategic priorities
· 4
Leading and coordinating national action and assistance across the emergency management continuum.
Corporate Plan 2025-26 · p.20Building scalable, coordinated emergency management capability for nationally significant, cross-jurisdictional and inte
Building scalable, coordinated emergency management capability for nationally significant, cross-jurisdictional and international crises.
Corporate Plan 2025-26 · p.20Building evidence, intelligence and insights to empower communities, leaders and stakeholders to make effective decision
Building evidence, intelligence and insights to empower communities, leaders and stakeholders to make effective decisions.
Corporate Plan 2025-26 · p.20Contributing to saving lives, reducing harm, and maintaining public trust to mitigate the consequences of disasters and
Contributing to saving lives, reducing harm, and maintaining public trust to mitigate the consequences of disasters and build back better through investment in people, capabilities and communities.
Corporate Plan 2025-26 · p.20Outcomes
· 4
Outcome 1: Preparedness
Lead and coordinate national preparedness, build national capabilities and lead policy to support the Australian Government, jurisdictions and the Australian community in responding to and recovering from all-hazard crises. [CP p.16]
KEY ACTIVITIES
Outcome 2: Response
Lead and coordinate Australian Government response and support international response when required. [CP p.18]
KEY ACTIVITIES
Outcome 3: Recovery
Lead and coordinate effective Australian Government recovery support to disaster impacted states, territories, local government and communities. [CP p.20]
KEY ACTIVITIES
Outcome 4: Risk reduction and resilience
Lead reforms and activities to support the Australian Government and jurisdictions to respond to all-hazard emergencies and disasters in line with national and international plans and frameworks. [CP p.23]
KEY ACTIVITIES
Values
· 5
Impartial
Accountable
Respectful
Ethical
to service
Performance measures
· 1
| Code | Measure | Target 2025-26 | Latest result | Status |
|---|---|---|---|---|
CCE01 | Disaster risk reduction projects | 27 GW (cumulative) Corporate Plan 2025-26 · p.30 | Target met Annual Report 2023-24 · p.29 | Achieved |
Source documents
· 5
2023-24
Our Annual Report (2023-24)
Open
2025-26
Our Corporate Plan 2025-26 to 2028-29
Open
2022-23
Our Portfolio Budget Statements (2022-23)
Open
2024
Our Statement of Strategic Intent
Open
2024
Our Data Strategy (2023-25)
Open
Ideas distilled from this entity's strategy & evidence
· 8
Establish baseline for Systemic Monitoring and Evaluation of Learning (SysMEL)
NEMA has identified that further work is required to advance the SysMEL methodology and establish a baseline for monitoring Australia's progress against the National Disaster Risk Reduction Framework. This requires dedicated resources and a clear project plan to define key metrics, data collection methods, and reporting mechanisms.
2023-24.pages.jsonl
Develop and test readiness protocols for deployable emergency management assets
NEMA is procuring deployable assets and establishing a National Emergency Management Stockpile (NEMS) capability. To ensure these assets are effective when needed, clear protocols for their deployment, maintenance, and readiness checks must be developed and rigorously tested through exercises.
2023-24.pages.jsonl
Increase frequency and scope of national crisis exercises
While NEMA completed all National Crisis Exercising Program deliverables, the increasing frequency and severity of disasters suggest a need to move beyond simply completing scheduled exercises. More frequent, varied, and complex exercises are needed to test response capabilities under pressure and identify systemic weaknesses.
2023-24.pages.jsonl
Launch a national public awareness campaign for the National Emergency Management Stockpile (NEMS)
NEMA's plan includes a national public awareness campaign to support the rollout of the National Management System (NMS). This should be extended to cover the National Emergency Management Stockpile (NEMS), ensuring the public understands what resources are available and how they are managed.
2023-24.pages.jsonl
Enhance transparency of Disaster Ready Fund (DRF) investment decisions
The Disaster Ready Fund (DRF) is a key mechanism for investing in disaster risk reduction. To improve accountability and inform future investment, NEMA should provide more detailed public reporting on the rationale behind DRF funding decisions, including project selection criteria and expected risk reduction outcomes.
2023-24.pages.jsonl
Develop a formal interoperability framework for cross-jurisdictional emergency management systems
NEMA is working on building scalable, coordinated emergency management capability for nationally significant crises. A critical gap is ensuring that the various systems and platforms used by different jurisdictions can effectively communicate and share data during a crisis. A formal interoperability framework is needed.
2023-24.pages.jsonl
Mandate post-event reviews for all Crisis Coordination Team (CCT) activations
NEMA successfully activated its Crisis Coordination Team (CCT) 100% of the time prior to a formal request for assistance, coordinating responses to significant events. To institutionalise learning, a mandatory post-event review process for every CCT activation should be implemented to capture lessons learned and improve future coordination.
2023-24.pages.jsonl
Establish formal data-sharing agreements for disaster resilience data
NEMA's work on building evidence and intelligence for decision-making is hampered by the need for further data collection and consultation. Formalising data-sharing agreements with other Commonwealth agencies, state/territory governments, and research institutions would accelerate the development of a national picture of hazard risk and inform effective mitigation measures.
2023-24.pages.jsonl
Establish baseline for Systemic Monitoring and Evaluation of Learning (SysMEL)
NEMA has identified that further work is required to advance the SysMEL methodology and establish a baseline for monitoring Australia's progress against the National Disaster Risk Reduction Framework. This requires dedicated resources and a clear project plan to define key metrics, data collection methods, and reporting mechanisms.
2023-24.pages.jsonl
Develop and test readiness protocols for deployable emergency management assets
NEMA is procuring deployable assets and establishing a National Emergency Management Stockpile (NEMS) capability. To ensure these assets are effective when needed, clear protocols for their deployment, maintenance, and readiness checks must be developed and rigorously tested through exercises.
2023-24.pages.jsonl
Increase frequency and scope of national crisis exercises
While NEMA completed all National Crisis Exercising Program deliverables, the increasing frequency and severity of disasters suggest a need to move beyond simply completing scheduled exercises. More frequent, varied, and complex exercises are needed to test response capabilities under pressure and identify systemic weaknesses.
2023-24.pages.jsonl
Launch a national public awareness campaign for the National Emergency Management Stockpile (NEMS)
NEMA's plan includes a national public awareness campaign to support the rollout of the National Management System (NMS). This should be extended to cover the National Emergency Management Stockpile (NEMS), ensuring the public understands what resources are available and how they are managed.
2023-24.pages.jsonl
Enhance transparency of Disaster Ready Fund (DRF) investment decisions
The Disaster Ready Fund (DRF) is a key mechanism for investing in disaster risk reduction. To improve accountability and inform future investment, NEMA should provide more detailed public reporting on the rationale behind DRF funding decisions, including project selection criteria and expected risk reduction outcomes.
2023-24.pages.jsonl
Develop a formal interoperability framework for cross-jurisdictional emergency management systems
NEMA is working on building scalable, coordinated emergency management capability for nationally significant crises. A critical gap is ensuring that the various systems and platforms used by different jurisdictions can effectively communicate and share data during a crisis. A formal interoperability framework is needed.
2023-24.pages.jsonl
Mandate post-event reviews for all Crisis Coordination Team (CCT) activations
NEMA successfully activated its Crisis Coordination Team (CCT) 100% of the time prior to a formal request for assistance, coordinating responses to significant events. To institutionalise learning, a mandatory post-event review process for every CCT activation should be implemented to capture lessons learned and improve future coordination.
2023-24.pages.jsonl
Establish formal data-sharing agreements for disaster resilience data
NEMA's work on building evidence and intelligence for decision-making is hampered by the need for further data collection and consultation. Formalising data-sharing agreements with other Commonwealth agencies, state/territory governments, and research institutions would accelerate the development of a national picture of hazard risk and inform effective mitigation measures.
2023-24.pages.jsonl
Legislation administered
· 19
2013
Public Governance, Performance and Accountability Act 2013
NEMA is subject to this Act for its governance and accountability.
2014
Public Governance, Performance and Accountability Rule 2014
NEMA is subject to this Rule for its governance and accountability.
Disaster Recovery Funding Arrangements
NEMA facilitates recovery financial assistance to disaster-affected individuals and communities through these arrangements.
Australian Government Disaster Recovery Payments
NEMA facilitates recovery financial assistance to disaster-affected individuals and communities through these payments.
Disaster Recovery Allowance
NEMA facilitates recovery financial assistance to disaster-affected individuals and communities through this allowance.
Disaster Ready Fund
NEMA invests in projects that significantly reduce disaster risk and build long-term resilience through this fund.
Australian Government Crisis Management Framework
NEMA leads reforms and activities to support the Australian Government and jurisdictions in line with this framework.
National Disaster Risk Reduction Framework
NEMA guides its vision through the Second National Action Plan to implement this framework.
Australian Government Plan for the Reception of Australian Citizens and Approved Foreign Nationals Evacuated from Overseas
NEMA administers this national plan.
Australian Government Disaster Response Plan
NEMA supports the Australian Government Crisis Coordination Team in coordinating responses under this plan.
Australian Government Overseas Assistance Plan
NEMA supports the Australian Government Crisis Coordination Team in coordinating responses under this plan.
Australian Government Aviation Disaster Response Plan
NEMA coordinates national preparedness and response activities under this plan.
Australian Government Space Re-Entry Debris Plan
NEMA coordinates national preparedness and response activities under this plan.
Australian Government Response Plan for Overseas Mass Casualty Incidents
NEMA coordinates national preparedness and response activities under this plan.
Public Safety Mobile Broadband
NEMA leads the delivery of this national public safety capability project.
National Emergency Management Stockpile
NEMA manages and augments state and territory capabilities through this stockpile.
2011
Work Health and Safety Act 2011
NEMA has responsibilities under this Act for the health and safety of its employees.
1999
Environmental Protection and Biodiversity Conservation Act 1999
NEMA reports on its environmental performance in accordance with this Act.
Source library
· 10
9.1MB
2023-24.pdf
3.9MB
2025-26.pdf
3.9MB
NEMA-20Corporate-20Plan-202025-26-20to-202028-29.pdf
6.6MB
J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf
216KB
NEMA-Org-Structure-20April-202026.pdf
659KB
NEMA-20non-SES-20Employment-20Determination-202022.pdf
659KB
NEMA-20non-SES-20Employment-20Determination-202022_0.pdf
4.8MB
2022-23.pdf
4.8MB
NEMA-20Statement-20of-20Strategic-20Intent-202023_0.pdf
1.6MB
National-20Emergency-20Management-20Agency-20Data-20Strategy-202023-25_0.pdf
Bodies within the Home Affairs portfolio
Australian Transaction Reports and Analysis Centre
Non-corporate Commonwealth Entity
Australian Security Intelligence Organisation
Non-corporate Commonwealth Entity
Australian Institute of Criminology
Non-corporate Commonwealth Entity
Australian Federal Police
Non-corporate Commonwealth Entity
Australian Criminal Intelligence Commission
Non-corporate Commonwealth Entity
Australian Institute of Police Management
Statutory Body
Inspector of Transport Security
Statutory Body
Australian Border Force Commissioner
Statutory Body
National Customs Brokers Licensing Advisory Committee
Statutory Body