Portfolio: Infrastructure, Transport, Regional Development, Communications, Sport and the Arts
http://www.ntc.gov.au
$16M
2026-27 Budget (Budget Paper No. 4)$25M
2024-25 Total Revenue60
Headcount (2024-25)Material downward shift in 2026-27 funding (-12.1%, $2M change). 2025-26 estimated actual $19M → 2026-27 budget $16M. 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.
9 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
We lead national land transport reform
Strategic priorities
· 5
Outcomes
· 5
Goal 1: Safer transport
We progress a transport system that enables the safe movement of people and goods across Australia and promotes a safe transport system that is productive, resilient and sustainable now and in the future.
KEY ACTIVITIES
Goal 2: A productive national system
We advance a seamless national transport system that is productive, resilient and sustainable now and in the future.
KEY ACTIVITIES
Goal 3: Improved environmental outcomes
The NTC will work towards this goal by focusing on: Transport decarbonisation
KEY ACTIVITIES
Goal 4: Trusted as expert advisors
The NTC will work towards this goal by focusing on: High-quality advice based on robust and transparent policy practices
KEY ACTIVITIES
Goal 5: A high performing organisation
The NTC will work towards this goal by focusing on: A great place to work where all staff feel connected, engaged and valued
KEY ACTIVITIES
Values
· 18
Care
Passion to make the world a better place
Commitment to deliver the best possible outcomes
Empathy and respect for all
Accountability for everything we do
Dedication to pursuing and delivering meaningful work
Ownership of our work from start to finish
Curiosity
Embrace and seek innovation
Listen to learn and be open-minded
Show initiative and ask why at every turn
Collaboration
Embrace diversity and different perspectives
Pitch in to support our peers
Courage
Seek challenge and challenge others
Resilience through adversity
Foster a positive risk culture
Performance measures
· 4
| Code | Measure | Target 2025-26 | Latest result | Status |
|---|---|---|---|---|
— | Evaluations of the impact of the NTC’s reforms show clear evidence that the reforms delivered the desired outcomes. | No target Corporate Plan 2020 · p.47 | — | |
— | The NTC develops reform proposals that offer clear advice and assessment of anticipated benefits, including evidence of the expected benefits of implementing the reform. | No target Corporate Plan 2020 · p.47 | — | |
— | All NTC reforms and regulatory amendments are proposed with a clear implementation pathway to support those implementation plans. | 100 per cent Corporate Plan 2020 · p.47 | — | |
— | The NTC has engaged staff and has a supportive culture and alignment improving its capability to deliver its program of work. | An overall staff engagement and alignment score that indicates the NTC is in the top quartile of results compared to similar organisations. Corporate Plan 2020 · p.48 | — |
Source documents
· 6
2020
NTC Corporate Plan 2025-2029 14 Aug 2025 - PDF 12.79 MB
Open
2019
NTC Corporate Plan 2019-2023 01 Aug 2019 - PDF 3.82 MB
Open
2020
Australian Defence Force Road Transport Exemption Framework 2020 07 Dec 2020 - PDF 5.77 MB
Open
National Transport Reforms Evaluation Framework
Open
2023
Heavy Vehicle National Law High-Level Regulatory Framework Decision Regulation Impact Statement 03 Aug 2023 - PDF 8.1 MB
Open
2024
Australian Government's Policy for the responsible use of Artificial Intelligence (AI) in government
Open
Ideas distilled from this entity's strategy & evidence
· 8
Streamline NTC Reform Proposals
Simplify the NTC's reform proposal process to reduce bureaucratic overhead and ensure clearer, more actionable recommendations.
2025-2029.pdf
Improve Environmental Monitoring
Enhance the NTC's environmental monitoring framework to better track and report on transport-related emissions and environmental impacts.
2024-25.pdf
Adopt AI Tools for Data Analysis
Implement AI-driven data analysis tools to enhance the efficiency and accuracy of NTC’s data-driven decision-making processes.
deloitte.com-government-public.txt
Reform Stakeholder Feedback Mechanism
Revamp the NTC’s stakeholder feedback mechanism to make it more accessible and responsive.
2025-2029.pdf
Benchmark Against Overseas Safety Standards
Benchmark NTC’s transport safety protocols against leading international standards to identify areas for improvement.
worldbank.org-governance.txt
Enhance Staff Engagement Initiatives
Implement new staff engagement initiatives to boost morale and productivity.
2024-25.pdf
Improve Procurement Efficiency
Streamline the procurement process to reduce delays and costs.
2025-2029.pdf
Adopt Global Best Practices
Adopt global best practices in transport reform and policy development.
ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt
Streamline NTC Reform Proposals
Simplify the NTC's reform proposal process to reduce bureaucratic overhead and ensure clearer, more actionable recommendations.
2025-2029.pdf
Improve Environmental Monitoring
Enhance the NTC's environmental monitoring framework to better track and report on transport-related emissions and environmental impacts.
2024-25.pdf
Adopt AI Tools for Data Analysis
Implement AI-driven data analysis tools to enhance the efficiency and accuracy of NTC’s data-driven decision-making processes.
deloitte.com-government-public.txt
Reform Stakeholder Feedback Mechanism
Revamp the NTC’s stakeholder feedback mechanism to make it more accessible and responsive.
2025-2029.pdf
Benchmark Against Overseas Safety Standards
Benchmark NTC’s transport safety protocols against leading international standards to identify areas for improvement.
worldbank.org-governance.txt
Enhance Staff Engagement Initiatives
Implement new staff engagement initiatives to boost morale and productivity.
2024-25.pdf
Improve Procurement Efficiency
Streamline the procurement process to reduce delays and costs.
2025-2029.pdf
Adopt Global Best Practices
Adopt global best practices in transport reform and policy development.
ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt
Legislation administered
· 5
2020s
Automated Vehicles Program
The NTC leads the implementation of the Automated Vehicles Program.
2020s
National Rail Action Plan
The NTC leads the implementation of the National Rail Action Plan.
Source library
· 11
13.4MB
2025.pdf
4.0MB
2019.pdf
2.6MB
National-20Transport-20Commission-20--20Rail-20Safety-20National-20Law-20--20Con.pdf
6.3MB
Implementing-20a-20forward-looking-20cost-20base-20for-20heavy-20vehicle-20charg.pdf
1.3MB
Heavy-20Vehicle-20National-20Amendment-20Regulation-20-28Miscellaneous-20Amendme.pdf
79KB
Consultation-20Draft-20--20Heavy-20Vehicle-20National-20Amendment-20Regulation-2.pdf
46KB
Consultation-20Draft-20--20Australian-20Light-20Vehicle-20Standards-20Rules-20Am.pdf
6.0MB
ADF-framework-2020.pdf
1.1MB
National-20Transport-20Reforms-20Evaluation-20Framework.pdf
8.5MB
Heavy-20Vehicle-20National-20Law-20High-Level-20Regulatory-20Framework-20Decisio.pdf
602KB
Policy-20for-20the-20responsible-20use-20of-20AI-20in-20government-20v1.1.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 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
Australian Sports Foundation Limited
Commonwealth Company