Portfolio: Infrastructure, Transport, Regional Development, Communications, Sport and the Arts
https://naif.gov.au/
$23M
2026-27 Budget (Budget Paper No. 4)$120M
2024-25 Total Revenue80
Headcount (2024-25)Material downward shift in 2026-27 funding (-5.8%, $1M change). 2025-26 estimated actual $24M → 2026-27 budget $23M. 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
We contribute to the Nation by proudly investing in the growth of northern Australia. [CP p.4]
PURPOSE
We contribute to the Nation by proudly investing in the growth of northern Australia. [CP p.4]
Corporate Plan 2025-26 · p.4Strategic priorities
· 4
Sustainable and resilient economic development and the alleviation of economic or social disadvantage in northern Austra
Sustainable and resilient economic development and the alleviation of economic or social disadvantage in northern Australia.
Corporate Plan 2025-26 · p.4Working with jurisdictions to deliver key infrastructure projects in northern Australia.
Corporate Plan 2025-26 · p.4Realising the Critical Minerals Strategy 2023–2030, along with support for other Australian Government policies and prio
Realising the Critical Minerals Strategy 2023–2030, along with support for other Australian Government policies and priorities including Future Made in Australia and the Net Zero Economic Authority.
Corporate Plan 2025-26 · p.4Outcomes
· 4
Financing transformational opportunities in northern Australia
Offering innovative financing solutions that address the unique risk factors that projects in northern Australia are susceptible to, including distance, remoteness, climate and connectivity. Investing in projects that will create long term benefits to northern Australia, increase economic activity and accelerate participation in the development of new industry sectors, production processes and technologies. Supporting ancillary industries and businesses to support current and future key infrastructure developments.
KEY ACTIVITIES
Facilitate economic and sustainable growth
Strengthening the Nation’s future economic prosperity through investments that support continued economic growth of northern Australia. Financing projects that bring new capacity online through the construction of new infrastructure or by materially enhancing existing infrastructure. Supporting projects that evidence broad based public benefit and generate benefits to the broader economy and community beyond those captured by a project proponent.
KEY ACTIVITIES
Expand and promote Indigenous opportunities and outcomes
Expand and promote Indigenous opportunities and outcomes through bespoke Indigenous Engagement Strategies (IES) that are tailored for the Indigenous groups of the area or region of the proposed project.
KEY ACTIVITIES
Contributing to the Nation
Investing in projects across a breadth of sectors to facilitate the establishment or enhancement of business activity or increase economic activity in a region.
KEY ACTIVITIES
Values
· 4
Collaboration
Solutions focused
Integrity
Making a difference
Performance measures
· 3
| Code | Measure | Target 2025-26 | Latest result | Status |
|---|---|---|---|---|
ID | Dollar value of Investment Decisions | >$700m Corporate Plan 2025-26 · p.9 | $340 million Annual Report 2024-25 · p.30 | Partially achieved |
CD | Capital deployed (i.e. cumulative drawdowns) | >$3.0bn Corporate Plan 2025-26 · p.9 | $2.6 billion Annual Report 2024-25 · p.30 | Achieved |
LR | NAIF loan ratio (private sector contribution to NAIF finance) | <75% Corporate Plan 2025-26 · p.9 | 16% Annual Report 2024-25 · p.30 | Achieved |
Source documents
· 11
2024-25
Download the NAIF Annual Report 2024-25
Open
2023-24
NAIF Annual Report 2023-24
Open
2022-23
NAIF Annual Report 2022-23
Open
2021-22
NAIF Annual Report 2021-22
Open
2020-21
NAIF Annual Report 2020-21
Open
2025-26
View the NAIF Corporate Plan 2025-26
Open
2024-25
Corporate Plan 2024-25
Open
2022-23
Corporate Plan 2023-24
Open
2020-21
Corporate Plan 2020-21
Open
2019-20
Corporate Plan 2019-20
Open
Read our RAP (PDF)
Open
Ideas distilled from this entity's strategy & evidence
· 8
Streamline Investment Approval Process
Reduce the time taken to approve investment decisions by implementing a more efficient review process.
2024-25.pdf
Indigenous Engagement Pilot Program
Pilot a new program to better engage with Indigenous communities on proposed infrastructure projects.
2025-26.pdf
Data Transparency Initiative
Launch a transparency initiative to publish detailed data on investment decisions and outcomes.
2024-25.pdf
Green Financing Model
Introduce a green financing model to prioritize projects with significant environmental benefits.
2025-26.pdf
Regional Collaboration Platform
Create a digital platform to facilitate collaboration between regional stakeholders on infrastructure projects.
2024-25.pdf
Adopt Overseas Best Practices
Adopt best practices from overseas for infrastructure project procurement and delivery.
association-worldbank.org-governance.txt
Capacity Building Workshops
Organize regular capacity building workshops for NAIF staff to enhance project management skills.
2024-25.pdf
Public Benefit Tracking System
Implement a tracking system to monitor the public benefits realized from NAIF-financed projects.
2025-26.pdf
Streamline Investment Approval Process
Reduce the time taken to approve investment decisions by implementing a more efficient review process.
2024-25.pdf
Indigenous Engagement Pilot Program
Pilot a new program to better engage with Indigenous communities on proposed infrastructure projects.
2025-26.pdf
Data Transparency Initiative
Launch a transparency initiative to publish detailed data on investment decisions and outcomes.
2024-25.pdf
Green Financing Model
Introduce a green financing model to prioritize projects with significant environmental benefits.
2025-26.pdf
Regional Collaboration Platform
Create a digital platform to facilitate collaboration between regional stakeholders on infrastructure projects.
2024-25.pdf
Adopt Overseas Best Practices
Adopt best practices from overseas for infrastructure project procurement and delivery.
association-worldbank.org-governance.txt
Capacity Building Workshops
Organize regular capacity building workshops for NAIF staff to enhance project management skills.
2024-25.pdf
Public Benefit Tracking System
Implement a tracking system to monitor the public benefits realized from NAIF-financed projects.
2025-26.pdf
Legislation administered
· 1
2016
Northern Australia Infrastructure Facility Act 2016
The entity administers this Act which outlines its legislative functions and responsibilities.
Source library
· 19
4.7MB
2024-25.pdf
4.3MB
2023-24.pdf
10.7MB
2022-23.pdf
6.8MB
2021-22.pdf
5.5MB
2020-21.pdf
1.0MB
2025-26.pdf
1.3MB
2024-25.pdf
1.0MB
2023-24.pdf
829KB
2020-21.pdf
1.2MB
2019-20.pdf
367KB
naif-privacy-collection-notice-promotional-activities-new.pdf
303KB
gifts-and-benefits-policy-june-2025.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
Australian Sports Foundation Limited
Commonwealth Company