Portfolio: Prime Minister and Cabinet
http://www.tsra.gov.au
$73M
2026-27 Budget (Budget Paper No. 4)$80M
2024-25 Total Revenue250
Headcount (2024-25)Notable upward shift in 2026-27 funding (+17.5%, $11M change). 2025-26 estimated actual $62M → 2026-27 budget $73M. Source: Budget Paper No. 4, Agency Resourcing tables.
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
The TSRA’s purpose is aligned to the Portfolio Budget Statement Outcome1: Indigenous Affairs. As a statutory agency established under the Aboriginal and Torres Strait Islander Act 2005, the TSRA operates under the direction of a democratically elected Torres Strait Islander and Aboriginal Board, comprising of 20 members representing the communities of the region. The TSRA operates within the Prime Minister and Cabinet portfolio and works closely with the National Indigenous Australians Agency (NIAA) to provide greater autonomy and improve the lives of Torres Strait Islander and Aboriginal peoples living in the Torres Strait region, by contributing to a healthier, safer and more prosperous region.
VISION
“EMPOWERING OUR PEOPLE, IN OUR DECISION, IN OUR CULTURE, FOR OUR FUTURE”
Corporate Plan 2023-24 · p.6PURPOSE
The TSRA’s purpose is aligned to the Portfolio Budget Statement Outcome1: Indigenous Affairs. As a statutory agency established under the Aboriginal and Torres Strait Islander Act 2005, the TSRA operates under the direction of a democratically elected Torres Strait Islander and Aboriginal Board, comprising of 20 members representing the communities of the region. The TSRA operates within the Prime Minister and Cabinet portfolio and works closely with the National Indigenous Australians Agency (NIAA) to provide greater autonomy and improve the lives of Torres Strait Islander and Aboriginal peoples living in the Torres Strait region, by contributing to a healthier, safer and more prosperous region.
Corporate Plan 2023-24 · p.4Strategic priorities
· 1
Closing the Gap for Torres Strait Islander and Aboriginal people living in the Torres Strait region
Corporate Plan 2023-24 · p.4Outcomes
· 7
Outcome 1: Indigenous culture and heritage
Protect, promote, revitalise and maintain Torres Strait Islander and Aboriginal traditions and cultural heritage.
KEY ACTIVITIES
Outcome 2: Economic development
Enhance the region’s wealth by creating sustainable industries and increasing employment opportunities for our people equivalent to the wider Australian community.
KEY ACTIVITIES
Outcome 3: Environmental management
To protect the ecological complexity and biodiversity of the Torres Strait region, and the strong and enduring connection of Torres Strait Islander people to their islands and sea.
KEY ACTIVITIES
Outcome 4: Governance and leadership
Effective and transparent governance, while promoting strong leadership in the region.
KEY ACTIVITIES
Outcome 5: Healthy communities
Improve the health and wellbeing of Torres Strait Islander and Aboriginal families and individuals residing in the Torres Strait and Northern Peninsula Area.
KEY ACTIVITIES
Outcome 6: Regional infrastructure
Effective and efficient management of the Major Infrastructure Programme and the Trust activities in partnership with stakeholders and the elected membership.
KEY ACTIVITIES
Outcome 7: Safe communities
Safe, healthy, respectful, and progressive communities, based on cultural, Ailan Kastom and Aboriginal traditions.
KEY ACTIVITIES
Values
· 5
empowerment
integrity
respect
sustainability
collaboration
Performance measures
· 5
| Code | Measure | Target 2025-26 | Latest result | Status |
|---|---|---|---|---|
CCE01 | Increase in the number of artists and cultural practitioners in the industry | Maintain/increase number of active artists Corporate Plan 2023-24 · p.17 | Target met | Achieved |
CCE02 | Maintain community-based management plans for each community | Maintain community plans Corporate Plan 2023-24 · p.18 | Target met | Achieved |
CCE03 | Increase in the percentage of total allowable catch of finfish/tropical rock lobster (TRL) caught by Torres Strait Islander and Aboriginal people | Maintain/increase % of total allowable catch caught Corporate Plan 2023-24 · p.18 | Target met | Achieved |
CCE04 | Increase the level of engagement of elected Torres Strait Islander and Aboriginal leaders in policy development and decision-making | Increase the level of Chair and Board involvement in TSRA-led meetings related to portfolio responsibilities Corporate Plan 2023-24 · p.19 | Increase in breadth of topics covered in meetings with State and Australian Government Ministers | Achieved |
CCE05 | Improve monitoring of the effectiveness of health service delivery in the region | Maintain/increase TSRA participation in health commi(cid:31)ees, forums and government meetings Corporate Plan 2023-24 · p.20 | Improved monitoring of the effectiveness of health service delivery | Achieved |
Source documents
· 1
Ideas distilled from this entity's strategy & evidence
· 8
Streamline Fisheries Asset Transfer
Simplify and expedite the legal process for transferring ownership of fisheries assets as per PZJA approval.
2023-24.pages.jsonl
Cultural Heritage Workshops
Conduct regular workshops to promote and preserve traditional languages and cultural practices.
2023-24.pages.jsonl
Integrated Service Delivery
Integrate social and legal services to provide a one-stop-shop for residents, improving access and efficiency.
2023-24.pages.jsonl
Regional Business Incubation Program
Establish a business incubation program to support start-ups and small businesses in the region.
2023-24.pages.jsonl
Enhanced Fisheries Sustainability Monitoring
Implement advanced monitoring systems to ensure sustainable fishing practices.
2023-24.pages.jsonl
Health Service Evaluation
Conduct an evaluation of health service delivery to identify areas for improvement.
2023-24.pages.jsonl
Community Engagement Platform
Develop an online platform to enhance community engagement and feedback mechanisms.
2023-24.pages.jsonl
Cultural Values Planning
Implement a planning process that incorporates traditional cultural values into regional development projects.
2023-24.pages.jsonl
Streamline Fisheries Asset Transfer
Simplify and expedite the legal process for transferring ownership of fisheries assets as per PZJA approval.
2023-24.pages.jsonl
Cultural Heritage Workshops
Conduct regular workshops to promote and preserve traditional languages and cultural practices.
2023-24.pages.jsonl
Integrated Service Delivery
Integrate social and legal services to provide a one-stop-shop for residents, improving access and efficiency.
2023-24.pages.jsonl
Regional Business Incubation Program
Establish a business incubation program to support start-ups and small businesses in the region.
2023-24.pages.jsonl
Enhanced Fisheries Sustainability Monitoring
Implement advanced monitoring systems to ensure sustainable fishing practices.
2023-24.pages.jsonl
Health Service Evaluation
Conduct an evaluation of health service delivery to identify areas for improvement.
2023-24.pages.jsonl
Community Engagement Platform
Develop an online platform to enhance community engagement and feedback mechanisms.
2023-24.pages.jsonl
Cultural Values Planning
Implement a planning process that incorporates traditional cultural values into regional development projects.
2023-24.pages.jsonl
Legislation administered
· 5
2005
Aboriginal and Torres Strait Islander Act 2005
The entity administers and has primary responsibility for this Act.
1994
Torres Strait Regional Development Agreement
The entity administers and implements this agreement.
1996
Torres Strait Regional Fisheries Management Authority Act 1996
The entity administers this Act.
1994
Torres Strait Regional Authority Act 1994
The entity administers and has primary responsibility for this Act.
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Office of the Official Secretary to the Governor-General
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Office of National Intelligence
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Northern Land Council
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National Australia Day Council Limited
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Indigenous Land and Sea Corporation
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Indigenous Business Australia
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Central Land Council
Corporate Commonwealth Entity
Australian Public Service Commission
Non-corporate Commonwealth Entity